Dec. 26, 2014 UBJ

DECEMBER 26, 2014 | VOL. 3 ISSUE 52

25 years ago, a few telecom pioneers founded CTG­— and changed the Upstate’s entrepreneurial game

2015 NOMINATION FORM

2015 NOMINATION FORM

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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

UP FRONT | 3

upstatebusinessjournal.com

The future of mixed-use may be in Alpharetta, Ga. SHERRY JACKSON | STAFF

sjackson@communityjournals.com

I recently had the opportunity to explore the new, multimillion-dollar, mixed-use Avalon project in Alpharetta, which opened at the end of October. This “new urbanism” community is a really great example of what can be done not just in Georgia, but in the Upstate.

While Greenville has had its share of mixed-use development announcements recently, Avalon takes mixed-use to a whole new level. It’s not just apartments over the top of some retail storefronts.

Developer North American Properties have included an upscale Whole Foods Market, gym, 12-screen movie theater, dog park and lots of outdoor plazas and public spaces with outdoor fireplaces and public seating areas. Retail and restaurant tenants reflect the upscale nature of the community and include Lululemon, Orvis, Kendra Scott, West Elm and Banana Republic.

Restaurants are local, chef-driven fare like Oak Steakhouse and Atlanta restaurateur Ford Fry’s El Felix.

Avalon is also the first “fiberhood,” or ultra-high, gigabit-speed Internet community in Georgia.

The $600 million development will have 750,000 square feet of class-A office space, more than 90 shops and restaurants, a 300-room hotel and 47,000-square-foot convention center, movie theater, and 800 single-family homes and luxury apartments when it’s completed.

Sound familiar? Maybe not on as grand of a scale, but the Greenville News site property being redeveloped by Trammell Crow has some similar aspects, especially the plaza spaces, which include

Photo provided

Photo by Sherry Jackson

outdoor fountains, public seating areas and outdoor fireplaces. Why, you ask? Well, it turns out the architect that created the Avalon design is the same company Trammell Crow is using to redevelop the Greenville News site.

So why am I telling you all this? It’s to nudge you. Get out of your familiar setting, out of your comfort zone and see what’s going on in other parts of the country. Alpharetta is only a two-hour drive. Or take a quick trip to Charlotte and visit Myers Park or NoDa or the EpiCenter. Head down to Atlanta and take a look at Atlantic Station or the Buckhead area. I wouldn’t have picked up on the similarities between Avalon and the Greenville News development to ask the question if I hadn’t just visited Alpharetta.

You don’t have to be a developer or builder to get something out of an out-of-town trip. Maybe you’ll see a chair in a store that would work great in your store or in your office or in your home.

Maybe you have a conversation with a local businessperson in another town that offers you a unique perspective on something you’ve been trying to figure out for months.

Photo provided

Greenville is a great city and we have great things going on. But there are great and sometimes even greater things going on in other cities too.

It’s important to continually learn—to take the best of the best ideas and bring those back to Greenville and watch our city grow and prosper.

As always, keep the conversation going and make sure we know about what you are working on. You can reach me at sjackson@communityjournals.com or on Twitter at @SJackson_CJ.

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4 | THE RUNDOWN |

TOP-OF-MIND AND IN THE MIX THIS WEEK

UBJ

|

12.26. 2014

VOLUME 3, ISSUE 52 Featured this issue: What will Obama’s immigration policy mean for Upstate? 5 iDrive wants to change how you buy your next car 12 Whiskey Hotel may check in to Main Street 21

MONEY SHOT: Avalon, a $600 million mixed-use project in Alpharetta, Ga., includes retail, office, residential, restaurants, outdoor plazas and public spaces, a hotel and convention center, and a movie theater—and could be a model for the development of the Greenville News site downtown. Sherry Jackson, who covers commercial real estate for UBJ, shares her perspective on page 3.

Photo provided

WORTH REPEATING

TBA

“We’re not Grandpa’s old Oconee County anymore.” page 8 “I didn’t just want to own the marketing.

I wanted to live the brand and operate the business in order to expand it.” page 12 “If I were to do one thing differently, we’d have grown twice as fast. We would have been worth $200 million in revenues instead of $100 million.” page 14

VERBATIM

On home for the holidays According to plans filed with the city, developers have selected “Camperdown” as the name of the expansive redevelopment project planned for the Greenville News site on Main Street.

“A town with … plenty of holiday spirit. See it all dolled up during holiday events with true small-town flair.”

SmarterTravel magazine, naming Greenville one of “10 Best Small Towns for the Holidays” (other winners included Santa Claus, Ind., and North Pole, Alaska). Read more at bit.ly/holiday-towns.

upstatebusinessjournal.com

NEWS

| IMMIGRATION | 5

Obama’s immigration order could have ‘substantial impact’ in Upstate BENJAMIN JEFFERS | STAFF

bjeffers@communityjournals.com

Immigration experts were divided about the potential economic impact for the Upstate from President Barack Obama’s executive order that would protect about 5 million people nationwide from deportation for three years.

The Migration Policy Institute (MPI) estimates about 106,000 unauthorized immigrants now live in South Carolina. About 40,000 of those would be protected under the deferred action by the president and could apply for work licenses, the institute said. State officials estimate those protected under Obama’s order make up less then 1 percent of South Carolina’s 4.8 million total population.

Michelle Mittelstadt of MPI said she is uncertain whether the protected immigrants would significantly affect the workforce in the Upstate. Even though many people can now apply for work licenses, barriers still Middlestadt exist, she said.

A limited English proficiency is the biggest hurdle for immigrants to overcome, she said. Also, getting a work license would mean going forward to the federal government.

“The thing that’s worth remembering is that the people … already here are already in the workforce,” Mittelstadt said.

According to MPI’s numbers, about 67 percent of the state’s unauthorized population is in the South Carolina workforce. Mitttelstadt said many unauthorized immigrants get jobs by using fake IDs and borrowing Social Security numbers.

Immigration has leveled off since the recession in 2008, according to statistics by the Pew Research Center. “The marked slowdown in new arrivals means that those who remain are more likely to be long-term residents, and to live with their U.S.-born children,” researchers reported.

Gustavo Nieves, director of government affairs for the South Carolina Hispanic Chamber of Commerce, took a stronger position than Mittelstadt on whether the executive action would affect

the Upstate’s economy.

He said those now protected in the Upstate would have a “substantial impact” as far as earning and spending.

Many unauthorized immigrants make below minimum wage, he said. They would now have access to higher wages, which in turn would give them more purchasing power.

The immigrants would put more money into the local economy and have “ready access to the ability to purchase a home” because they could get loans, he said.

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6 | ECONOMIC DEVELOPMENT |

UBJ

NEWS

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12.26. 2014

SCTAC takes aim at economic development ASHLEY BONCIMINO | STAFF

aboncimino@communityjournals.com

Not many landlords would consider dropped leases a good thing, but S.C. Technology and Innovation Center president and CEO Jody Bryson sees longtime tenant Lockheed Martin’s decision to vacate a portion—200,000 square feet—of its hangar and multi-use space as an opportunity.

“That’s good timing because of the growth of the aerospace industry in the state,” said Bryson, who said this type of space is relatively rare, not only in the state, but in the region. “Working with economic development partners to attract new aerospace companies to these facilities is a huge goal for us in the next few years.”

The shift to marketing existing properties is something SCTAC hasn’t done in Bryson’s seven years with the organization, he said, and marks the move to strategic economic development for the Upstate’s aerospace industry.

SCTAC’s economic development shift dovetails with its more significant shift towards automotive research and development, which quietly began when the organization launched a runway-turnedtest-track at its campus. The track—now a part of

S.C. Technology and Aviation Center president and CEO Jody Bryson presented the organization’s 2014 annual report to a room full of county, city and business leaders at the Clemson ONE building downtown in December, highlighting renewed efforts in economic development, property marketing and automotive research and development.

Photo by Ashley Boncimino

nonprofit organization the International Transportation Innovation Center, or ITIC—is aimed at fostering transportation innovations with tracks that simulate real-world environments.

The center includes a 5,5000-foot-long controlled asphalt straightaway, a 1.5-mile concrete surface straightaway, a six-block urban track with buildings and side streets to simulate city >>

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>> driving and 17.7 miles of multilane underpass and overpass interstate test track.

SCTAC invested $1 million in resurfacing, crack repair and other upgrades for the track before quietly opening in July 2013, said Bryson.

During the 18 months after it opened, the track generated more than $173,000 in revenue.

“For 15 of those 18 months, we were not really marketing the track, so we’re happy with that revenue number,” he said.

SCTAC hopes to reach $100,000 during the 2015 fiscal year, which ends in September. The organization’s annual operating budget is just short of $2 million, said Bryson.

Though it is co-owned by Greenville County and the City of Greenville, SCTAC doesn’t receive funding or financing from either entity and is self-sustaining, said Bryson.

“We exist on the revenue that we

NEWS

generate, which for the past few years were primarily lease revenues,” he said. “Now we’re diversifying and now we have the track revenues, which will help us grow and reinvest.”

Bryson announced that the organization’s annual economic impact jumped to $1.93 billion based on new estimates for 2014, 38 percent higher than previous 2010 estimates of $1.4 billion per year.

“At the end of the day, we’re trying to create jobs and create capital investment,” said Bryson. “That’s why we go to work every day.”

The nonprofit has announced partnerships with the Clemson University International Center for Automotive Research (CUICAR) to research and develop wireless charging, as well as with Michelin, Volvo Trucks, the American Trucking Association, Toyota, Cisco, GM, Duke Energy, Evatran and ZF North America.

Six Upstate counties certified as Work Ready BENJAMIN JEFFERS | STAFF

bjeffers@communityjournals.com

Almost half of South Carolina counties are now certified as Work Ready through the South Carolina Work Ready Communities (SCWRC) initiative.

Mary-Kathryn Craft of the SC Department of Employment and Workforce (DEW) said the initiative is a way for counties to show businesses a nationally recognized certification of workforce readiness.

SCWRC gives county leaders a measure of the workforce and can also be a tool in recruiting new businesses, Craft said.

South Carolina is one of four pilot states for the program started

by ACT Certified Work Ready Communities. The Palmetto State is “outpacing the nation in an initiative that showcases the highly skilled workforce that businesses require in a competitive economy,” according to a release by the DEW. Six of the 18 new certified counties are in the Upstate: Abbeville, Anderson, Cherokee, Laurens,

Pickens and Greenwood. Craft said all counties in the state have signed on to participate in the program and are working toward certification goals.

“Counties of all sizes are catching on to the effectiveness of the Work Ready program and realizing that certification allows each area to market itself to new and existing businesses and ultimately results in more jobs for South Carolinians,” said Cheryl Stanton, executive director of the SC Department of Employment and Workforce, in a release.

To be certified, counties must reach or exceed goals in the number of National Career Readiness Certificates, graduation rates, soft-skills and business support.

The other newly certified counties are Allendale, Bamberg, Beaufort, Berkeley, Dorchester, Edgefield, Fairfield, Florence, Marlboro, Newberry, Sumter and Williamsburg.

The previously recognized counties are Clarendon, McCormick, Colleton and Saluda.

| ECONOMIC DEVELOPMENT & WORKFORCE | 7

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8 | MANUFACTURING & BANKING |

UBJ

NEWS

|

12.26. 2014

Oconee hopeful with Michelin project Landing Michelin would be a “game-changer” for Oconee, says development director ASHLEY BONCIMINO | STAFF

aboncimino@communityjournals.com

Oconee County Council voted to approve an incentive package for a potential Michelin North America development in the county worth at least $175 million in investment and 30 new full-time jobs within five years.

Michelin did not respond to requests for comment about its intentions in the county.

The ordinance – which includes a fee in lieu of tax and incentive agreements – does not guarantee anything, but Michelin’s consideration of the county is encouraging for other developments, said Oconee County Council Chairman Joel Thrift.

“It says a great deal about our preparation and our dedication,” said Thrift, who said the county decided to invest several million to prepare the property under consideration with infrastructure, water, sewer and electrical facilities. “We’ve invested a lot in it and hopefully it will come to fruition that benefits the citizens of Oconee County.”

Oconee County has invested roughly $15 million in economic development during the last three

years, turning farmland into industrial developments and aiming to reduce barriers to new business, said Oconee Economic Alliance Executive Director Richard Blackwell.

“Landing a corporate presence with a worldknown brand, it would be a game-changer for Oconee County,” said Blackwell, who did not say anything about dealings with Michelin due to nondisclosure contracts. “It shows that what we’re doing here is working. It shows we can compete in the global marketplace. At the end of the day, it gives people good-paying jobs.”

During the last year, the economic development organization attracted $45 million in capital

investment, which created more than 300 jobs.

The county contains 60 manufacturers, and was ranked as the top-performing micropolitan area in the state and 27th top performing in the country, according to economic development trade journal Site Selection Magazine.

“We’re not Grandpa’s old Oconee County anymore,” said Blackwell.

Thrift said Oconee’s location, existing infrastructure and access to Interstate 85 make the county attractive for distribution activity.

“If it materializes, it will be a highly automated distribution center. All their needs were met,” said Thrift. “I think it would have a tremendous impact. … If this comes to fruition, the starting salaries could be $22.50 an hour.”

Southern First exits TARP program ASHLEY BONCIMINO | STAFF

aboncimino@communityjournals.com Greenville-based Southern

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First Bancshares has repurchased all remaining shares of preferred stock tied to the Troubled Asset Relief Program, according to filings with the U.S. Securities and Exchange Commission.

The preferred stock repurchase signifies the bank’s exit from the TARP program, a federal initiative designed to strengthen the U.S. financial structure in 2008. The company repurchased 11,242 shares at $1,000 from third-party investors.

The $1 billion-asset company originally issued 17,299 shares of preferred stock to the U.S. Department of the Treasury in 2009 for an aggregate purchase price of $17.3 million, according to filings with the U.S. Securities and Exchange Commission.

The Treasury sold its series-T stock through a public offering to a third party for $904 per share (compared to a par value of $1,000 per share) and Southern First repurchased 1,000 shares of the 17,299 through the auction process in 2012.

In January 2013, the bank repurchased 1,000 outstanding shares from three of its preferred shareholders, and in January 2014 it redeemed 4,057 shares from two of its preferred shareholders.

Southern First Bancshares is the holding company for Southern First Bank, the sixth-largest bank headquartered in South Carolina, according to the company.

The bank saw a 28 percent increase in net income to common shareholders for the third quarter compared to the same quarter last year, climbing to $1.6 million from $1.2 million.

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10 | INNOVATE |

MOVERS, SHAKERS AND DISRUP TORS SHAPING OUR FUTURE

UBJ

|

12.26. 2014

Hatching the Upstate’s startup future Incubator-bred businesses more likely to thrive, stay in community

By DR. GREGORY M. PICKETT, director, Clemson MBA

Business incubators support entrepreneur-

space to open our incubator. Students apply to receive free office space and tech support for up to a year after they graduate. We wanted to provide more than just the cost-saving benefit of not having to rent an office, so we also provide ongoing educational opportunities, business advising and support, exclusive access to VCs and investors through the Tiger Angel Network and ongoing PR and marketing support for our residents.

ial ventures during the critical startup phase when they are at their highest risk for failure. According to Bloomberg, an astonishing 80 percent of new startups fail within their Currently we have several first 18 months. Incubators BY THE NUMBERS: Clemson graduate startups and accelerators increase using the space, including the chance of success expoa social media app developnentially. The National new businesses that fail er, an international import/ Business Incubation Assowithin their first 18 months export venture, a not-forciation reports 87 percent profit venture focused on of companies developed companies developed through teaching K-12 students through incubators are still incubators still in business five years after about IT, and a consulting in business five years after the program firm that helps product finishing the program. manufacturers maximize Greenville has embraced the effectiveness of their the incubator model for incubator-fostered companies packaging design to attract that stay in their communities launching new business, customers. It’s one of the Source: Bloomberg; National Business and with good reason.

Incubation Association more bustling spaces in our Startups are great for their facility and it’s exciting to communities because they watch these companies create jobs and spur ecogrow right before your eyes. Recently we asked nomic development, and incubators are proven for feedback from the first group of residents and to increase the number of successful startups. 84 were excited to see the initiative is having the percent of incubator-fostered companies stay in impact we intended. their communities, which promotes long-term job growth and increases return to investors.

Greenville is fortunate in that it has many great spaces where young entrepreneurs can nurture their fledgling business ideas.

During my tenure as director of the Clemson MBA program, I have closely followed the development of—and partnered to varying extents with—individuals from the NEXT Innovation Center, Iron Yard and its subsidiary CoWork.

These groups have slightly different approaches VOICE THE APP and missions, but all do a great job of finding innovative ways to support startup companies— “I’d say the biggest value is exposure. Every particularly those in the tech sector—with office incubator can give you space, but most of that space, networking opportunities, investor support space is in a basement or an otherwise empty office and mentorship. In addition, the Iron Yard building. The ONE incubator provides space right Academy offers intensive three-month courses in in the middle of one of the most active business coding, Web design and mobile engineering which centers in Greenville. Nearly every day that I’m help attract young creative professionals to the in the incubator I cross paths with business Greenville area. leaders, key players and important individuals When Clemson created its MBA in Entreprewho also happen to be in the building. The ONE neurship & Innovation concentration in 2011, one incubator’s central location creates a tangible of our main goals was to find a way to continue advantage for networking, which is usually a very to support our students in launching their busiintangible process.” nesses after graduation. Our move to Greenville - Ryan DeMattia, Voice the App ONE in January 2014 provided the necessary

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COMMUNITY CODE “The Greenville ONE incubator space has provided CommunityCode not only with a place to grow our business, but the advantage of being able to tap into the minds of the Clemson faculty who work in our industry and opportunities to network with alumni and business leaders from across South Carolina. I have truly enjoyed the conversations and perspectives I’ve gained from the startup businesses that I’ve shared the space with.”

- Darryl McCune, Community Code

PACKAGE INSIGHT “My company is commercializing several years of consumer behavior research started on Clemson’s main campus at the Sonoco Institute for Packaging Design and Graphics. Being able to use the incubator space at ONE along with the MBA school’s support in basic infrastructure and critical advice has been integral to our success so far. When starting a company, you’re always looking to initiate conversations—which may lead to a meeting—which may lead to the next step in the evolution of your business. Being able to host those meetings in some of Greenville’s most ideal business space definitely gives us a leg up.”

- Drew Felty, Package InSight

It is exciting to see how far these companies have come in such a short time and even more exciting to know that our programs at ONE are having a positive impact on the entrepreneurial ecosystem of this region. Greenville’s startup future is bright.

upstatebusinessjournal.com

STRATEGIES FOR HONING YOUR PROFESSIONAL SKILLS

| PROFESSIONAL | 11

Make holiday hiring last into the new year

By CATHERINE CULLER, professional recruiter, Godshall Professional Recruiting and Staffing

The holiday period is not generally perceived to be a hot time in the hiring market. Many companies are closing out the year, and offices are typically operating at less than full capacity with many employees taking vacation time.

However, we have found that the hiring market in the Upstate is still active during this time, with seasonal hiring that could potentially turn into full-time jobs, as well as some companies who are seeking to fill full-time positions.

As you might expect, the Upstate typically sees an uptick in temporary hiring during the holiday season. This is usually attributed to holiday retail hiring that ends in January, but it’s important to remember that other industries also hire at the holidays. Hospitality is a very busy business for temporary workers during this time of year. In the first part of December, our team staffed three large events in the area, including 50 daily shifts for servers, bartenders, cashiers and concession work.

Additionally, vacation time in offices creates a need for temporary administrative work or receptionist support. Business still has to get done at most offices during the holidays, so temporary workers can help fill the void left by those taking vacation.

In both industries, there is an opportunity for full-time work if a job is done well. Just this year, one of our clients hired three of the temporary workers who worked an event for them during the holiday season.

Job seekers should keep a few things in mind when hoping to be hired from temporary to fulltime. Workers have a greater chance of success when they display flexibility and a good attitude during the fast-paced holiday work season. If job seekers come ready to work and are able to adjust for any changes during the event, employers will definitely take note.

It’s also important to be prepared to work unconventional hours in the hospitality industry, and pay close attention to dress code requirements.

Another good thing to keep in mind about temporary hiring in these specific industries is that it occurs year-round. Event and hospitality

have specific companies you are hoping to connect with, now is a good time to get a greater understanding of their business and culture. We recommend that job seekers study websites and recent news articles to learn about a company’s mission, values, history and accomplishments.

This knowledge will be helpful once you get your foot in the door.

If you are continuing or beginning a job search in 2015, there is no time like the present to get your important information together so that you can begin reaching out as soon as you are ready.

Opportunities can often come up quickly, so it is best to prepare your resume and references ahead of time.

Workers have a greater chance of success when they display flexibility and a good attitude during the fast-paced holiday work season. If job seekers come ready to work and are able to adjust for any changes during the event, employers will definitely take note. work is not limited to the holidays, as corporate events, concerts, conventions and other large events are held throughout the year. Administrative support for employees on vacation is also needed on a year-round basis, especially during summer months when vacations are more frequent.

Contrary to popular belief, full-time recruiting does not take a break during the holiday season— many companies are still seeking to fill positions during this time. We are currently working with many companies to recruit full-time employees and we encourage job seekers not to push their own search off until the new year.

Getting a head start on research and applications could set you ahead of your peers. If you

Make sure to proofread your resume carefully, and in addition to your job history, include unique skills and notable accomplishments. When preparing your references, make sure to include three professional contacts who are willing to provide a reference for you. When attending an interview, remember to bring at least three clean copies of your resume and references with you.

As the holiday hiring season draws to a close, we recommend that job seekers think carefully about preparing for their next step. In 2015, we will continue to place both temporary and fulltime employees, but all potential placements will require job seekers who are prepared to work hard, learn new skills and present a good attitude when faced with a new opportunity.

12 | JUMPSTART |

COMPANIES BLAZING A TRAIL IN ENTREPRENEURSHIP

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A NEW DEAL iDrive aims to be the traditional auto dealer’s younger, cooler brother JENNIFER OLADIPO SENIOR BUSINESS WRITER joladipo@communityjournals.com

but the iDrive car club is very much in the business of selling and buying cars. What online car seller iDrive wants, however, is to offer an experience and a price that keep people from ever confusing it with a traditional dealer.

The membership-based business makes its money by selling cars with either a flat markup fee or a percentage of sales, sharing pricing information with customers throughout the process. iDrive achieved $2.5 million in sales revenue in 2013, its first year in business, and is on pace to near the $7 million mark in its second year.

The company is betting that taking the mystery out of whether or not they’re getting the best deal will be a big draw for customers.

“Much like CarMax changed the game, the industry is ripe for disruption,” said Alford, an operating partner. The Greenville native brought iDrive to Greenville in 2013, building upon a company called Wholesale Car Club started by his friend and partner, Brent Boate, in Jacksonville, Fla. Alford, who most recently spent 15 years at Erwin Penland, first started in a marketing

The iDrive team, from left: office manager Kimberly French, cofounder and co-owner Ryan Alford and sales manager Ted Palacino.

Photo by Greg Beckner

Ryan Alford doesn’t like to use the “D” word,

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upstatebusinessjournal.com

COMPANIES BLAZING A TRAIL IN ENTREPRENEURSHIP

>> role, but became a part owner as he developed the process and rebranded the company.

“Opening in Greenville made sense because I didn’t just want to own the marketing. I wanted to live the brand and operate the business in order to expand it,” Alford said.

Alford said the main difference between iDrive and a typical dealership is that rather than purchasing cars they hope potential consumers will want, iDrive’s buyers simply go in search of the cars the club’s members want. That lowers overhead costs and, consequently, the members’ costs.

Members pay a fee to join and then a flat $999 finder’s fee for cars that cost up to $50,000, and a 2 percent fee for more expensive cars.

The company is built on its ability to find any car anywhere, and deliver it to wherever members want. That includes fairly common cars, but also the 1986 candy-apple red 944 Turbo Porsche Alford recently found in Michigan for one member.

People have become increasingly comfortable with making large purchases online. Alford said despite the fact that cars are purchased sight unseen, social media and review websites have created a system of checks and balances where fraudsters are easily and quickly revealed. Along with that trend, the growth of tools for checking a car’s history and people’s general need for timesaving services have opened up market space for companies like iDrive.

“There are people who are always going to want to kick the tires, but we’re not trying to get those people who would never be comfortable [buying a car online],” he said.

Alford said he has owned more than 50 cars in his lifetime—more cars than years the 37-year-old has been alive, so he considers himself particularly qualified to comment on the car-buying process.

The company has six employees, and Alford said he intentionally hires people with tattoos and piercings to underscore the un-dealer vibe, even as Photo provided

people check out cars on the small lot. The electronic music playing inside the office is akin to tunes one might hear late night at a cocktail lounge. The goal is a low-pressure environment, and the membership structure aims to cultivate lifelong relationships with individuals and families who will buy several cars. iDrive keeps a small inventory in Greenville at a location near Haywood Mall. Anyone can purchase those cars. Recently, the inventory has included several Land Rovers and BMWs and a variety of other makes. Trade-ins are accepted.

At the Jacksonville location, about 70 percent of sales occur online and the rest are on the lot.

The income ratio is reversed in Greenville, with a current volume of 15 to 20 cars per month, Alford said.

Alford said people purchasing luxury vehicles between two and four years old are most likely to

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benefit from the club. He said the company does not intend to handle only luxury car sales, but cars under $10,000 are unlikely to create much of a savings for shoppers.

Even though iDrive is based online, Alford said people prefer to buy cars from sellers with some sort of physical presence in their market. “The vision is to be a franchise on a very limited nature,” he said. With between 10 and 15 offices, he expects iDrive to be able to create a nationwide distribution network that will expedite the process.

Even as iDrive works constantly to set itself apart from traditional dealers, Alford said he is looking for a space on the Laurens Road “Motor Mile” where several dealerships have been located for years. He said the move ostensibly goes against the image iDrive wants to portray, but it’s a smart move to get in front of people looking for cars— and a way to get in front of the competition.

14 | COVER

UBJ

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12.19. 2014

Corporate Telemanagement team members celebrate their first sale

‘It was magic in a bottle’ In the Wild West days of telecom deregulation, the founders of CTG built a company that lasted six years— and whose influence is still felt today JENNIFER OLADIPO SENIOR BUSINESS WRITER joladipo@communityjournals.com

It’s called the butterfly effect, the notion that one moment in history can ripple farther and wider through the fabric of time than we can know. The six years Corporate Telemanagement Group (CTG) operated in Greenville—and later around the country—can be judged as just such a moment.

CTG was simply a long-distance telephone service provider, but to hear some of the people who worked there tell it, it was easily the best career experience a person could hope to have.

“It was magic in a bottle,” as cofounder Charlie Houser put it.

CTG’s window of opportunity opened when a 1984 federal law broke up the monopoly amassed by telephone giant AT&T, which was then divided into several “Baby Bells”—all of which were prohibited from providing long-distance telephone service.

Photo provided

In a far-away corner of America (at least on the telecom landscape), an idea was brewing. Charlie Houser was part owner of a company called Teleco that sold telephones and equipment. His friend Leighton Cubbage had a notion—a novel one at the time—to resell long-distance telephone service, starting with the customer base Teleco had built with hardware sales. Cubbage said he’d do the work for free for two months, and if it didn’t work out, he’d give up.

“If I were to do one thing differently, we’d have grown twice as fast.”

Charlie Houser

So in 1989, the two men, along with a few other investors they knew from working at another

COVER | 15

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telecom company called Tel/Man, put in about $200,000. They opened an office in the same building as Teleco on Woodruff Road.

“Our first big management meeting was about whether we’d buy a big fax machine or a small one,” Houser remembered. He wasn’t sure which machine they settled upon, but he knows they cheered the first time it rang. Five years later, phones were ringing constantly, the company had grown exponentially, and CTG was about to make a multimillion-dollar exit.

EARLY DAYS

Houser said the federal law changes had created a Wild West atmosphere in the telecommunications industry. Showy earrings and other gaudy jewelry were the accessories of choice for many of the men who wanted to get in the game. The field was full of “slick characters … people you wouldn’t want to eat with,” he said.

Cubbage had been in Nashville, and had been considering ways to return to Greenville and possibly work with former Tel/Man colleagues.

“The idea was to have people in Teleco sell long distance through their existing customers,” he said. “It sounds simple, but it was a big change in the way competitive long distance was being sold.”

He credited the idea to Chris Langley, with whom he’d worked in Nashville and who would join him at CTG. Altogether, the picture of the former CTG employees of the early days is almost manic. Every employee was an owner. They were mostly in their early 20s. They were driven. They wanted to please the guys at the top and had deep admiration for each other.

One day, Houser, who was the team elder at age 45, drove to Charleston for business, then continued another 170 miles to Wilmington to be available for an appointment the next morning.

Another employee in the early days flew to St. Louis to make sure he could do the billing for a

client first thing in the morning because CTG needed the money that badly. “Kiss them ‘til their lips bleed” was the customer service policy.

Sales team members like Eddie Terrell lined up at GSP Airport terminals every week to go and court those customers around the country. Later Terrell would take on the task of doing due diligence on 15 more companies CTG would consider acquiring, a job he learned on the fly. “I raised my hand to do the first one because I’d never been to Seattle,” he said.

Cubbage jokingly called the group the Redneck Mafia, a reference to the way the small unit spread its footprint from New York to Washington state, and also the curiosity and assumptions they encountered when they showed up or called up with their Carolina twang.

skills, and I had the pleasure—I still do—of those awesome memories of making something remarkable,” said Anita Sleeman, who took on several administrative duties.

“Everybody earned and grew and it was just the pinnacle of what free enterprise can be when nobody cares who gets the credit and really turns out and does their thing,” Cubbage said.

The group says Friday mornings were perhaps the time where the spirit at CTG was most visible.

During the meeting, staff members would share something about themselves. They talked about work, but personal triumphs and tragedies came up. The bonds cemented at these times were stronger than business, and for several former employees, have lasted in the two decades since the company was sold.

“We used to say we would do things other people wouldn’t so that one day we would do things other people couldn’t.”

DARKER DAYS

Leighton Cubbage

“We used to say we would do things other people wouldn’t so that one day we would do things other people couldn’t,” Cubbage said.

In the meantime, there were tricycle races through the office, and monthly cookouts where management prepared the food and everyone brought their families. One time Houser came back from a beach vacation to find his office filled wall-to-wall with sand—his coworkers’ way of welcoming him home.

“If I had to sum it up, it was incredibly fun,” Houser said. He was the head of the company, being at least a decade older than everyone else, something of a father figure. Yet even though he had previously been CEO of Tel/Man, the CTG experience brought a new and inspiring sense of ownership.

“I know what I learned there were incredible

CTG quickly made millions in profit, but at one point the company had to give a whole lot of money back. The company found itself refunding $250,000 to customers when North Carolina regulators said CTG had begun doing business before acquiring the necessary licenses.

“It could have broken us,” Cubbage said.

Sleeman, who was responsible for regulatory compliance and new product integration, said she and Houser “were having to testify before the North Carolina public utilities commission. Just those words alone made me terrified.” Sleeman said Houser “could have put it all on me,” but he told her to tell the commission she had followed his orders, and that in order to remedy the problem CTG would do “whatever it takes.” In the end, they refunded the money and moved carefully forward from then on, Houser said.

Houser and Cubbage thought the end really had come another time, when a major deal with MCI fell through. People remember the details of what happened next differently: Maybe Cubbage called the one guy he knew at Sprint; TELECOM continued on PAGE 16

Photo provided

Left to right: Charlie Houser, Leighton Cubbage, Anita Sleeman, Eddie Terrell Photos by Greg Beckner

16 | COVER TELECOM continued from PAGE 15

UBJ Employees at work and play in CTG’s office

maybe somebody from Sprint called out of the blue. Either way, Sprint had thousands of lines and no carrier, and was happy to scoop up the business MCI had just dropped.

That morning there had been a crisis, but that afternoon a resolution had appeared almost miraculously. Most people at CTG didn’t know how close they’d come to being jobless.

BEFORE #STARTUPS

Before Silicon Valley tech startup culture permeated the business world with its beer Fridays and remote workers, CTG was breaking rules. First of all, they eschewed using titles. Everybody was a “shareholder,” an idea they’d nabbed from a Waffle House waitress’ nametag.

“It’s amazing what that did psychologically for everybody,” Houser said.

“Everybody felt a part of this deal, and what they thought mattered.”

Sleeman said the company was ahead of its time in letting her work from home so that she could spend time with her child. From 1989 to 1992, in addition to her regulatory role, she was the liaison between the sales and operations teams, a virtual assistant with a fax machine and a telephone she kept by the backyard pool so she could keep floating while doing business.

On the other hand, she had to be available 24 hours a day. She also had the important job of figuring out pricing, and learned how a 0.002-cent change in the price per minute could majorly impact the bottom line.

Sleeman also considered CTG’s focus on revenue per employee another forward-thinking characteristic. Houser had told her that every company needed sales and accounting, but her role in connecting the two wasn’t crucial to a business. Sleeman said she took that kind of honesty as a push to keep focused on frugality.

“It didn’t put a price on our head, but it put a value on our investment,” she said, “and that’s honestly how I’m trying to build [my own] company right now.”

Yet that is the one thing Houser said he would have changed about the experience.

“If I were to do one thing differently, we’d have grown twice as fast,” he said. “We would have been worth $200 million in revenues instead of $100 million. I was too concerned with profitability [along the way].”

Photos Provided

help fuel its national expansion, the buyer announced the next day.

CTG sold for $45 million in cash and 2.3 million shares of stock valued at about $79 million. LCI also assumed $24 million in debt. CTG’s revenue had been about $56 million in the previous year, and LCI said it expected CTG would generate revenue of about $100 million annually. It was a good bet, as CTG was known in the industry for its customer retention, more than 98 percent, according to one trade publication.

By the time the deal closed, CTG maintained operations in seven locations, including its own network-switching facility located in

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Atlanta. Growth brought typical changes.

Cubbage said about 3,000 to 4,000 agents were selling CTG’s products and the company had made a name for itself. At the same time, intimacy became harder to maintain. The Friday meetings sometimes stretched to nearly two hours as the staff roster grew to over 150 names.

That kind of exit could have been considered the pinnacle of success for any company.

Yet it was an ending; CTG’s moment in history was over.

Many personnel stayed on, though many briefly. Terrell remained just over a year.

Houser became chairman of what became a division at LCI, and Cubbage its president. But that wasn’t enough for Cubbage.

“I was miserable,” he said. “I was depressed.”

Cubbage said selling the company was like giving away his baby. “They were tearing it apart in different ways and I couldn’t take it.”

Nor did he feel like he could share his feelings.

Then and throughout the following years, he figured nobody would want to hear a millionaire complaining about the very move that had made him so much money. It would be hard if not impossible for them to understand the energy and closeness of the first years.

Then one day he ran into a former employee whose stock option was suddenly valued at over $1 million once it sold. The money had come just in time to cover onerous medical bills the family otherwise would have been unable to pay. Hearing that, Cubbage said, “made me feel whole again.” Others shared similar stories of learning how people used their CTG windfalls to do things like put children through school or start their own businesses—stories they call the greatest legacy the of their time there.

Even people who worked with, but not necessarily for, CTG have credited the company with their own successes. Upon receiving a dealer of the year award from Qwest (which bought LCI) in 1998, Rick Dellar, cofounder of Intelysis Corp., pointed out CTG’s importance.

“When we started, CTG really invested in us—we were brand-new,” Dellar said. “Qwest has reaped the benefits of that support, and they continue to add value to the relationship.”

A significant number of people in the Upstate’s business community could say the same. Houser said he feels as though CTG helped take Greenville’s entrepreneurial spirit to another level.

“There’s no question that hundreds and hundreds of people are employed because of the companies we started,” he said.

FAST COMPANY

Millionaires were made in Greenville the day CTG exited. On July 11, 1995, CTG sold to McLean, Va.-based LCI International, netting LCI a “powerful sales channel” and talent that would

“Everybody earned and grew and it was just the pinnacle of what free enterprise can be when nobody cares who gets the credit and really turns out and does their thing.”

Leighton Cubbage

upstatebusinessjournal.com

STAYING ON MESSAGE WITH YOUR CLIENTS AND YOUR COLLEAGUES

| COMMUNICATE | 17

Survive a PR crisis—by not having one in the first place sensationalized police shootings. If you were president, Complete to listen to the general Public Relations public, there is a widespread belief that law Public relations cannot prevent a enforcement officers are disaster—but not practicing public relations can out of control. Police cause one. protesting was one of Before I go any further, I should probably the year’s biggest stories explain public relations first. It is not just sending and trends. a press release to the Upstate Business Journal However, the shootand a story coming out the next week. It is not ing in South Carolina just sending it to other media. Public relations is didn’t appear to raise about dealing with a business’ or nonprofit’s any of the massive red various publics. That inflags seen elsewhere. cludes the media, supportThe reasons why are 10 STEPS TO SURVIVING THE CRISIS ers, detractors, board somewhat simple. The members, customers, the 1. Don’t wait until a crisis hits to put a Highway Patrol had person on the street, governplan together. and released video of ment officials and anyone the incident quickly.

2. Respond quickly—the more you wait, the more your work may touch.

They fired the trooper damage can be done.

Among the biggest and in question, who was most-asked questions on then charged with 3. Be quick, but be factual. social media and the comfelony assault. They ments sections of main4. Select a primary spokesperson throughout the were proactive in taking crisis process. stream articles are these: Bill Cosby’s sexual assault charges can serve care of the problem.

Why does one story get atas an example of bad public relations.

So how does not 5. All communications (press releases/statetention and one does not? practicing public relaments) should go through one channel—you Why do people get upset tions cause a disaster? don’t want the media going to other sources for Public domain, via Wikimedia Commons about one crisis and not Many businesses and information. another? The difference nonprofits don’t prepare for the media side of the modern technical world in often comes down to public 6. Assign a designated backup spokesperson to worst things that can happen. They are indifferthe past few years with nustep in if needed. perception prior to the ent to the general public and don’t engage the merous memes using him event. How beloved by the community. They alienate their allies, such as as a backdrop.

7. Never say “No comment” (implying guilt) or general public was the board members and donors, by keeping them out A lot of people have speak “off the record” (no such thing). person or institution sufferof the loop on information, or worse yet, ignoring downplayed the charges ing the crisis?

8. Consider a video response by the primary their advice. They react with hostility to questions because Cosby’s public There were some textbook spokesperson to give it a more human touch. from the general public and don’t address the image was so strong. Yet examples of good and bad issues when in the media. They don’t prepare for many others have targeted 9. Express empathy and concern when victims are public relations both in this any kinds of crisis, so when a crisis does happen— him as well because he had involved –don’t deflect blame. region and nationally that and it will happen—they lose valuable response an overly pious image and show this differential. time trying to figure out what to do. Finally, they 10. Don’t bury bad news—it will get made a name for himself for The Bill Cosby sexual out eventually. blame others for the mistake and don’t look being outspoken about soassault charges, for example, inward as to what caused it. cietal problems.

He had Source: Sterling Communications (sterlingpr.com) show the divide. Cosby has Remember, it’s easy to tell someone how to become a lightning rod on been a public figure for almost half a century now. manage a media crisis after it happens. But it is this and now his case has become a divisive issue.

His image means different things to different wiser and more worth your time to prevent one On a state level, the case of a Highway Patrol people. He was the dad on the popular 1980s from happening. officer shooting an unarmed man during a traffic sitcom that shared his name. He was the pitchman stop in Columbia was another notch in a year of for pudding pops. He even transcended into the

By JOHN BOYANOSKI,

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BUSINESS BRIEFS YOU CAN’ T MISS

REBEL WITH A CAUSE

18 | THE FINE PRINT |

Georgia company invests $4.5M in Laurens County Reinicke Athens Inc., a Georgia-based industrial contractor, is investing $4.5 million in Laurens County to build a manufacturing facility. The investment is expected to create 30 jobs over five years.

Construction is expected to begin in the second quarter of 2015, and hiring is expected to start in the fourth quarter. The new facility will support new manufacturers who need customized support in installation and implementation of process equipment.

“Congratulations to Reinicke Athens Inc. for deciding to establish operations in Laurens County. It’s always great when a company headquartered in one of our neighboring states elects to expand into South Carolina, and I am excited to watch them succeed in our state,” Secretary of Commerce Bobby Hitt said in a release.

RAI specializes in installations, relocation of industrial manufacturing equipment and full-service construction.

Interested applicants can visit the company’s career page at rai-usa.com/resources/careers.

Anderson takes top spot in cool summer meeting locations

ConventionSouth magazine readers named Anderson as the top destination for “The South’s Cool Spots For Summer Meetings.” Greenville was eighth on the list of 12 locations.

ConventionSouth editors compiled a Facebook ballot with a list of 60 meeting destinations located within the South’s higher elevations and offering a milder climate during the summer months. Fans were asked to vote for their top picks.

“Meeting planners and event organizers from across the country look for unique destinations in the South to hold their meetings and events,” editor Marlane Bundock said in a release. “By offering a place to stay cooler during the hot summer months, meeting planners can boost attendance and create a more comfortable experience for participants and therefore, increase the success of the gathering.”

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CONVENTIONSOUTH’S COOL SPOTS: 1. Anderson, S.C. 2. Lynchburg, Va. 3. Mercer County, W. Va. 4. Garrett County, Md. 5. Summersville, W. Va. 6. Springfield, Mo. 7. Hickory, N.C. 8. Greenville, S.C. 9. New River Gorge, W. Va. 10. Roanoke, Va. 11. Knoxville, Tenn.

12. Columbia, Mo.

Fresh Market coming to Mauldin The Fresh Market has signed a lease for a store at the intersection of Woodruff and Feaster roads in Mauldin.

The store, expected to open in the summer of 2015, would be the second one in Greenville County and eighth in South Carolina.

Sealed Air launches new website Sealed Air Corporation launched its new website, SealedAir.com, and the company’s latest sustainability report.

The website launched for the U.S. market in English and will be rolled out globally over the first half of 2015. The new website design showcases the company’s focus on sustainability and is a step in implementing the new corporate branding that started earlier this year, officials said.

“Our digital footprint and technological prowess showcased in both our products and how we market ourselves are key drivers for our continued success in 2015 and beyond,” Jerome Peribere, Sealed Air president and CEO, said in a release.

Piedmont Natural Gas opening new CNG refueling station Piedmont Natural Gas and The Spinx Company announced an agreement to add a

Garden products manufacturer FoxFarm Soil and Fertilizer Co. announced plans to invest $6.9 million to build a 60,000-square-foot facility and hire 27 people in Anderson County.

Based in Samoa, Calif., FoxFarm manufactures garden products, premium potting soils and dry and liquid fertilizers that are sold in every state, including 14 South Carolina locations.

The facility—located at 1001 Lebanon Road in Pendleton, S.C.—will house FoxFarm’s manufacturing and packaging operations. Hiring is expected to take place in January, and the facility is slated for a fall 2015 opening.

“This is a long-term relationship, and South Carolina will be another home for our company,” said FoxFarm president and CEO William Winer in a statement. “Let us work together and make Anderson County and Pendleton, South Carolina, proud.”

The company has reached out to local colleges and universities to offer industry-related internship programs, and has said it will contribute to local food banks and outreach programs via FoxFarm’s trail gardens.

“FoxFarm’s commitment to quality as well as their dedication to stewardship meshes perfectly with Anderson County’s agricultural heritage as well as Clemson University’s legacy as South Carolina’s largest land grant institution,” said Anderson County Councilman Tom Allen in a statement.

UPSTATEBUSINESSJOURNAL.COM/WHOS-WHO

Engenius, a Greenville Internet marketing and design firm, donated more than $50,000 in services to Upstate nonprofits in 2014.

“As a firm, we have been very fortunate,” Chris Manley, Engenius’ managing partner, said in a release. “Because of that, we look for ways to give back and serve the community that supports us.”

A large part of the services came from Engenius Grants, where two nonprofits, The Warehouse Theatre and Soteria Community Development Corporation, received fully developed websites, annual marketing consultations, access to workshops and seminars, and ongoing hosting and maintenance.

The company also worked on several projects that provided pro-bono services to businesses looking to revamp outdated websites.

California manufacturer to build Anderson facility

NOMINATE THEM NOW.

Engenius donated $50,000 in services

| THE FINE PRINT | 19

MA NUFA CTURI NG • POLI TIC S/ GOV ERN MENT • REAL ES TATE • TEC H/ IT

Six & Twenty Distillery in Powdersville revealed its new 5-Grain Bourbon, the fourth product in the company’s line of whiskies.

The new product is a smallbatch bourbon distilled from five South Carolina grown grains that, when combined, yield “a complex flavor profile,” the company said.

To make 5-Grain, Six & Twenty uses the traditional corn, barley and rye but also includes wheat and rice: the corn to give sweetness; the rye, spice; the barley, chocolate and toffee overtones; and the rice, “a nutty background,” the company said in a release.

The 5-Grain Bourbon is available either at Six & Twenty’s still house in Powdersville or in Greenville at Liquor Express on Woodruff Road. The company hopes to distribute the product statewide soon.

Piedmont compressed natural gas (CNG) refueling station at a Spinx convenience store location.

Piedmont will lease space at an existing Spinx store at the corner of Pearman Dairy Road and West Whitner Street in Anderson, in order to install the necessary CNG refueling equipment and compressors.

Piedmont will own and maintain the site’s CNG facilities, which will be open to the public for use by commercial fleets and individual vehicles. The new station will be Piedmont’s 11th public CNG refueling station in the Carolinas and in Tennessee, and its third public CNG station in South Carolina.

“The use of CNG as a transportation fuel is growing as is the refueling infrastructure that supports that growth,” Spinx CEO Steve Spinks said in a release. “We believe this project fits very well with our own vision and mission to make people’s lives easier and to provide quality services and products.”

Piedmont senior vice president and CFO Karl Newlin said, “This is an important milestone for us as we continue to extend the base of our public CNG refueling stations along the important I-85 corridor in North and South Carolina.”

ACCOUNTI N G • E CON OMIC D E VE LOP MEN T • FINAN C E • HEALTHC ARE • HOS PITALITY • LE G AL

Six & Twenty Distillery Releases 5-Grain Bourbon

BUSINESS BRIEFS YOU CAN’ T MISS

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REAL ESTATE DEALS AND DEVELOPMENTS ACROSS THE REGION

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Former lumber warehouse to become after-school center in Mauldin SHERRY JACKSON | STAFF sjackson@communityjournals.com @SJackson_CJ

Pat Britt had a vision when he purchased the 84 Lumber building in Mauldin seven years ago, and now it’s finally coming together.

Britt, who owns After School Plus, a daycare and after-school care center on Main Street in Mauldin, saw the 27,000-square-foot, 5 1/2-acre, former building materials warehouse located at 255 Service Bay Road as a great “shell of a building” that just needed an upgrade.

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Britt’s idea was to relocate his existing business to the new space and partner with other like businesses to create an education, athletics and arts center that would be convenient for parents and kids. When renovations are complete—in March 2015, Britt hopes—he’ll be moving in along with Dance Arts Ballet Center and Greenville Gymnastics.

“The goal is to let parents drop off their kids, let them do all of their ac-

tivities at one location and then pick them up and still have plenty of family time,” said Britt.

The new space will have plenty of parking—over 100 spaces—along with soccer fields, playgrounds and common areas. There will be a mezzanine area on the second floor, four dance studios, 18 bathrooms and a large lobby.

“It will be quality after-school activities,” said Britt. “We want to make this special for children.”

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REAL ESTATE DEALS AND DEVELOPMENTS ACROSS THE REGION

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Renderings provided by House 13 Architects

Clems n Every Game

Plans have been submitted to the Greenville Design Review Board for a restaurant and bar named Whiskey Hotel located at 724 S. Main St. The drawings submitted by Greer-based Anthrotects Architecture show the project would utilize an existing building on the property as well as a new addition.

The main floor of the restaurant would have a bar area with a fireplace and wine cellar, as well as an 8-by-11-foot stage.

The second floor would offer a rooftop bar and terrace dining area with a canopy roof. A large neon-type “Whiskey Hotel” sign would add to the theme of the restaurant.

The plans will be reviewed at the Jan. 8 DRB meeting.

22 | SQUARE FEET |

UBJ

REAL ESTATE DEALS AND DEVELOPMENTS ACROSS THE REGION

|

12.26. 2014

Construction underway at Residences at Haywood lan rd By

Construction has begun on a new 292-unit luxury apartment complex on Timmons Way, near the main Fluor Corp. campus off Haywood Road in Greenville.

The project, which was called Crescent Place Rd when submitted to the Greenville Planning t r o irp Commission back in August, is now called the dA l O Residences at Haywood. Birmingham, Ala.-based

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SHERRY JACKSON | STAFF sjackson@communityjournals.com @SJackson_CJ

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Daniel Corporation said the complex would occupy a little more than half of the 14.6 acres at 37 Timmons Drive. The remainder of the land is owned by another entity and has been set aside for future retail development.

The apartment complex will offer one-, two- and three-bedroom apartments and feature a 5,000-square-foot community clubhouse, car care

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Rendering by Wakefield Beasley & Associates.

Map: Google Maps

INSTRUCT PRECONSTRUCTION CONSTRUCTION MAINTENANCE

A Mavin will keep your building running at optimum performance and preserve the interior and exterior aesthetics and systems for the long term sustainability of your investment.

MAVIN DEFINED mavin 1. a trusted expert in a particular field, who seeks to pass knowledge on to others.

2. adept, hotshot, superstar, virtuoso, wiz, sensation, ace, genius, champion.

PICTURED: TRYON EQUINE HOSPITAL

upstatebusinessjournal.com

center, resort-style swimming pool, and a state-of-the-art fitness center.

“We believe The Residences at Haywood will quickly become the community of choice for residents in the area seeking the most convenient access to the business and retail centers of Greenville,” said Justin Weintraub, vice president of Daniel Corp. “Our company is celebrating our 50th anniversary this year, and

REAL ESTATE DEALS AND DEVELOPMENTS ACROSS THE REGION

having originated in Greenville as part of the Fluor Daniel Company, developing a community in this market and specifically on this beautiful site is extremely meaningful to the entire Daniel team.”

The community is slated for completion in spring 2016.

PROJECT PARTNERS DEVELOPER: Daniel Corporation CO-DEVELOPER: CNL Growth Properties GENERAL CONTRACTOR: C.F. Evans Construction FINANCING: First Commercial Bank, an affiliate of Synovus Bank ARCHITECT: Wakefield Beasley and Associates ENGINEERING: Hall Engineering LANDSCAPE ARCHITECT: McLeod Landscape Architects

Rendering provided.

www.MAVINCONSTRUCTION.com

| SQUARE FEET | 23

DEALMAKERS Commercial real estate transactions in the Upstate FLAGSHIP PROPERTIES negotiations in leasing 2,700 SF of office space ANNOUNCED: at 528 Howell Road, Benji Smith and Josh Tew Greenville, to Atlantic Bay represented the landlord Mortgage. of 498 Garlington Road, Elliott Fayssoux and Jake Greenville, in leasing Jackson represented the 2,250 SF of office space tenant, Premier Vessel to Ushers Tool and Medical Systems, in Machine Co Inc. leasing 2,000 SF of Josh Tew represented the office space in The Office seller in selling a 3,830 Centers at 33 Market Point SF office/retail building at Drive, Greenville.

100 Trade St., Greer.

Josh Tew represented the tenant, Wren Hospice, in leasing office space at 113 S. Main St., Greer.

LEE & ASSOCIATES ANNOUNCED:

Brad Harvey and Jake Jackson handled the lease

Towers Rice represented Parrish Tire in leasing

7,500 SF of industrial space at 405 Oak Road, Piedmont.

Tyson Smoak and Ross Kester represented the landlord of The Old Cotton Warehouse in leasing 2,193 SF of retail space at 511 Rhett St., Greenville. Alexi Papapieris represented the tenant.

Ken Anderson represented NUERA Transport Inc. in leasing 20,596 SF of warehouse space at 1071 South Batesville Road, Greer.

Bryon Culbertson represented the tenant in Benji Smith and Josh Tew leasing 1,519 SF at 1791 Stuart Wyeth and Taylor represented the landlord Woodruff Road, Suite G, Allen represented the of 3519 Pelham Road, Greenville. landlord of 101 N. Main Greenville, in leasing St., Greenville, in leasing Randall Bentley office space to Grace 2,584 SF of office space. represented the seller Healthcare.

Tyson Smoak and Ross in selling 6,000 SF at Benji Smith represented Kester represented the 6120 White Horse Road, the landlord in a lease tenant, McGregor & Greenville. extension of 1,950 SF of Company LLP. Kevin Bentley represented office space to Dan Ryan Glenn Batson represented the landlord in leasing Builders South Carolina the seller in selling a 24,120 SF at 7 Park LLC in Greenville.

2,000 SF office building Plaza, Mauldin. in Pettigru Place.

Randall Bentley COLLIERS Bernie Bastian and Rusty represented the landlord INTERNATIONAL in leasing 5,509 SF at 12 Hamrick represented the ANNOUNCED: buyer in purchasing a Maple Tree Court, Suite Frank Hammond and Nick 2,446 SF office building 101, Greenville.

Reinhardt represented the at 837 Pendleton St., seller, TD Bank, in selling Pickens.

NAI EARLE FURMAN 24.55 AC on Wooden Dan Dunn represented the ANNOUNCED: Bridge Road in Chesnee. seller in selling a 20,030 Lyn Tyner represented the Alexi Papapieris and SF office building at 390 tenant, Lawncare Systems Taylor Allen represented E. Henry St., Spartanburg, the landlord of Park East of SC LLC in leasing to CMHR Financial and Park Central office 10,000 SF of industrial Services LLC. parks in leasing 5,684 space at 35-B Concourse Rob Schmidt represented SF to Ark-La-Tex Finan.

Way, Greer.

Serv. LLC in Park East and the buyer in purchasing a Bob Shaw represented the 4,000 SF medical office 2,446 SF to Panalpina tenant, Mutual of Omaha investment property at Inc. in Park Central.

Insurance Company, 2078 Woodruff Road, Glenn Batson represented Greenville. in the lease renewal the landlord of 203 N. of 2,304 SF of office Tyson Smoak and Ross Main St., Greenville, in space at 37 Villa Road, leasing 2,300 SF of retail Kester represented the Greenville. buyer in purchasing a space to BP Fashions 3,600 SF medical office LLC. CUSHMAN & building at 1010 Woodruff Dan Dunn represented WAKEFIELD | Place Circle, Greenville.

Kiki’s Care LLC in leasing THALHIMER Tony Bonitati, Kay 3,466 SF of office space ANNOUNCED: Hill and Bern DuPree in Bell Hill Office Park Brian J. Young, Elliott represented the seller, at 945 E. Main St., Fayssoux and Kacie CRESOF Addison LLC, Spartanburg.

Jackson represented in selling the 53-unit Towers Rice represented the landlord in leasing Addison Townhomes the landlord in leasing 52,000 SF of industrial at 104 Watson Road, 2,400 SF of warehouse space in Caliber Ridge Taylors, to the buyer space at 105 Corporate Industrial Park at 120 Two Bridges Asset Caliber Ridge Drive, Greer, Drive, Easley, to SBG Management LLC. Digital Inc. to IEWC Corporation.

24 | SOCIAL SNAPSHOT |

INSIDE THE UPSTATEâ&#x20AC;&#x2122;S NETWORKING AND SOCIAL SCENE

UBJ

|

12.26. 2014

HONORING MINORITY ENTERPRISE The Spartanburg Area Chamber of Commerce recently hosted the Minority Enterprise Development event at the Spartanburg Marriott, to recognize and celebrate the achievements of minority- and women-owned businesses in the Spartanburg community. Patricia Harris, global chief diversity officer for McDonalds Corporation, was the keynote speaker.

Photos provided

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

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THE FRESHEST FACES ON THE BUSINESS LANDSCAPE

| NEW TO THE STREET | 25

Open for business 1. Touring Sport recently opened its Triumph showroom at 1431 Laurens Road, Greenville. Store hours are Tuesday-Saturday, 8 a.m.-6 p.m., and Saturday, 9 a.m.-5 p.m. From more information, visit touringsport.com or call 864-232-2269.

Photo provided

1

From our family to yours at this wonderful time of year,

HAPPY HOLIDAYS! COMMUNITY JOURNALS

2. AlignLife of Simpsonville recently opened at 419 SE Main St., Suite 200, Simpsonville. The practice offers chiropractic wellness services. For more information or to make an appointment, visit alignlifesimpsonville.com or call 864-881-3693.

Photo provided

2

AT THE HEART OF OUR COMMUNITY P.O. Box 2266, Greenville, SC 29602 | 864.679.1200 greenvillejournal.com | upstatebusinessjournal.com | towncarolina.com

26 | SNAPSHOT |

A QUICK LOOK INTO THE UPSTATE’S PAST

UBJ

|

12.26. 2014

Gower, Cox and Markley Company from 1910. In the foreground is the wheel manufacturing company, which harnessed the Reedy River’s power with a waterwheel. In the background and to the right is the Markley Hardware Company. In the background and to the left is the carriage factory paint shop built in 1904 by J.E. Sirrine. The paint shop later became the first Duke’s Mayonnaise factory.

The Wyche Pavilion and Peace Center stand on the site of the former wheel manufacturing company.

“Paradigm Pathway,” a sculpture by Stephen Kishel, was installed in 2012 at the entrance to the pedestrian bridge over the Reedy River near the old site of the wheel manufacturing company.

Historic photos provided

Photos by Greg Beckner

The Wyche Pavilion and TD Bank Stage.

The stage is part of the recent renovations to the Peace Center.

Historic photograph available from the Greenville Historical Society.​

PLANNED GIVING FOR PAYING IT FORWARD From the Kroc Center to Greenville Forward, Jean Harris Knight’s legacy gift to the Community Foundation helped establish programs dedicated to improving Greenville’s future.

We make it easy to give back to the place we all love to call home.

www.cfgreenville.org

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

EVENTS YOU SHOULD HAVE ON YOUR CALENDAR

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

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

WEDNESDAY JANUARY 14 DIVERSITY CONNECTIONS LUNCHEON

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 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

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TOASTMASTERS LEADERSHIP INSTITUTE

SATURDAY JANUARY 24

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ITT Technical Institute, 6 Independence Pointe, Greenville

WEDNESDAY JANUARY 21 SALES ROUNDTABLE: THE BUSINESS CLIMATE IN GREENVILLE

Education and training for club officers to perform their duties effectively and with the right skill sets.

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

INFORMATION: bit.ly/ diversity-connect-lunch

Greenville ONE, 1 N Main St.,

FRIDAY JANUARY 16

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OPERATIONS Holly Hardin

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

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

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

1988

1997 Jackson Dawson launches motorsports Division 1993

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

>>

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

Chairman larry Jackson, Jackson marketing Group. Photos by Greg Beckner / Staff

Jackson Marketing Group celebrates 25 years By sherry Jackson | staff | sjackson@communityjournals.com

Solve. Serve. Grow. Those three words summarize Jackson Marketing Group’s guiding principles, and according to owner Larry Jackson, form the motivation that has kept the firm thriving for the past 25 years.

Jackson graduated from Bob Jones University with a degree in video and film production and started his 41-year career in the communications industry with the U.S. Army’s Public Information Office. He served during

Vietnam, where he said he was “luckily” stationed in the middle of Texas at Fort Hood.

He left the service and went to work in public affairs and motorsports at Ford Motor Company in Detroit.

After a stint at Bell and Howell, where he was responsible for managing Ford’s dealer marketing and training, the entrepreneurial bug hit and he co-founded Jackson-Dawson Marketing Communications, a company specializing in dealer training and product launches for the auto industry in 1980.

In 1987, Jackson wanted to move back south and thought Greenville would be a good fit. An avid pilot, he

learned of an opportunity to purchase Cornerstone Aviation, a fixed base operation (FBO) that served as a service station for the Greenville Downtown Airport, providing fuel, maintenance and storage.

In fact, when he started the Greenville office of what is now Jackson Marketing Group (JMG) in 1988, the offices were housed on the second floor in an airport hangar.

“Clients would get distracted by the airplanes in the hangars and we’d have to corral them to get back upstairs to the meeting,” Jackson said.

Jackson sold the FBO in 1993, but says it was a great way to get to know Greenville’s fathers and leaders

>>

2003 motorsports Division acquires an additional 26,000 sq. ft. of warehouse space

1998 1998 Jackson Dawson moves to task industrial Court

also one of the few marketing companies in South Carolina to handle all aspects of a project in-house, with four suites handling video production, copywriting, media and research and web design.

Clients include heavyweights such as BMW, Bob Jones University, the Peace Center, Michelin and Sage Automotive. Recent projects have included an interactive mobile application for Milliken’s arboretum and 600-acre Spartanburg campus and a marketing campaign for the 2013 Big League World Series.

“In my opinion, our greatest single achievement is the longevity of our client relationships,” said Darrell Jackson. “Our first client from back in 1988 is still a client today. I can count on one hand the number of clients who have gone elsewhere in the past decade.”

Larry Jackson says his Christian faith and belief in service to others, coupled with business values rooted in solving clients’ problems, have kept

2009 Jackson Dawson changes name to Jackson marketing Group when larry sells his partnership in Detroit and lA 2003

2009-2012 Jackson marketing Group named a top BtoB agency by BtoB magazine 4 years running

him going and growing his business over the years. He is passionate about giving back and outreach to non-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

JANUARY 2015: COMMERCIAL REAL ESTATE QUARTERLY The biggest deals and latest developments in CRE

Hidden Treasure Christian School

CoMMUnitY inVolVeMent & boarD positions lArry JACkson (ChAirmAn): Bob Jones University Board chairman, The Wilds Christian Camp and Conference Center board member, Gospel Fellowship Association board member, Past Greenville Area Development Corporation board member, Past Chamber of Commerce Headquarters Recruiting Committee member, Past Greenville Tech Foundation board member David Jones (Vice President Client services, Chief marketing officer): Hands on Greenville board chairman mike Zeller (Vice President, Brand marketing): Artisphere Board, Metropolitan Arts Council Board, American Red Cross Board, Greenville Tech Foundation Board, South Carolina Chamber Board eric Jackson (Jackson motorsports Group sales specialist): Salvation Army Boys & Girls Club Advisory Board

November 1, 2013 Upstate bUsiness joUrnal 21

20 Upstate bUsiness joUrnal November 1, 2013

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u UP NEXT JANUARY 2015: THE FUTURE What trends and tech will shape the Upstate in 2030?

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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NOVEMBER 1, 2013

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Copyright @2014 BY COMMUNITY JOURNALS LLC. All rights reserved. Upstate Business Journal is published weekly by Community Journals LLC. P.O. Box 2266, Greenville, South Carolina, 29602.

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