Greater Charlotte Biz 2015.11-12 November-December 2015

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How Can We Make Health Care More Affordable?

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HEALTH CARE COSTS

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How Can We Make Health Care More Affordable?

2016 marks the third year of the Affordable Care Act and employers, consumers and insurers alike are concerned that the “affordable” component of the health care reform legislation is proving elusive. North Carolina consumers who buy their own health insurance are facing major price increases this upcoming year because of higher utilization rates, rising drug costs, and increased emergency room visits. BCBSNC, the state’s only insurer with products available in all 100 counties has raised rates by an average of 32.5%.

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The Sustained Capture of Memory

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Saving Lives with a Simple Formula

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Creating and Selling Brands People Want

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Empowering People, Powering Success

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Henry Mummaw and Greg Robey are the founders of MemoryMemo, an integrated software platform designed to capture and preserve audio and text in a digital .memo file for photos, and LifeLens Imaging, a process for preserving and enhancing photographs digitally. “These are solutions to a significant problem—the sustained capture of memory,” says Mummaw. “We want them to be perceived as a solution whose time has come.”

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This dense mixture of peanut butter paste, vitamins, milk, oil, and sugar comes in a small squeezable packet about the size of an iPhone. Administered three times per day for six weeks, it can rescue a young child from the nutritional cliff which is poised to take his or her life. Called RUTF, ready-to-use therapeutic food, MANA Nutrition manufactures and distributes this product under the leadership of founder and CEO Mark Moore.

The beverage industry is tough,” says Norman George of BYB Brands. “I’ve been in it more than 30 years and I continue to marvel at what works and what does not.” Over the years, George’s team built and launched a multitude of beverages including Country Breeze and Bazza Teas, Bean and Body coffee, Fuel in a Bottle, and Tum-E Yummies. Of these, only Tum-E Yummies remains in the marketplace, a No. 1 seller and growing in reach.

“In corporate America, there is no more security,” says Jason Heller. “People know they don’t work anywhere for 20 years any longer. Every job is temporary. The whole dynamic has shifted.” He and the other principals of CRG, a recruiting and consulting services company, believe in treating people “like gold.” Affirms Tim Sessoms, “We want to make sure we are different. We say, ‘Treat them the way you want to be treated.’”

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o f i n t e re s t …

2

on the Chain Gang: Supply 3 Working Chain Finance as the New Normal Global: Providence Day at 5 Going Forefront of Global Eucation

november/december 2015 | greatercharlottebiz.com

6

Meet our New Neighbors: Chinese Foreign Direct Investment in the U.S?

Painless Networking using LinkedIn 37 24/7 Groups: Targeting Exactly Who to Meet

OF INTEREST: Insightful Solutions Perfectly Matched to Your Corporate DNA

WORKING ON THE CHAIN GANG SUPPLY CHAIN FINANCE AS THE NEW NORMAL

A

djusting to the “new reality,” many companies have foflow by $2 billion. By extending Days Payable Outstanding (DPO), a cused on all aspects of their balance sheets to improve perbuyer not only improves cash, but reduces working capital costs and formance for stakeholders. Companies have realized that bank charges. material extensions of credit terms regarding accounts With low interest rates, the cost to the buyer for its bank to facilipayable result in dramatic improvement to cash flow and working captate an early payment option for suppliers is low, especially if it is an ital. Changing terms from 30 days to 75 days, for example, not only add-on to an existing credit facility. frees up cash for working capital, it also reduces the need for bank-fiBuyers should understand the impact on its suppliers as extendnanced working capital, which is more expensive than “borrowing” ed payment terms can adversely impact the supplier’s revenue and from suppliers. perhaps overall financial health, heightened if interest rates increase.

To make the extension of payment Prudent buyers should monitor their Buyer (customer) Supplier 1 Supplier 2 SUPPLY CHAIN terms more appealing to suppliers, buysupply chain more closely to ensure a FINANCE ers have partnered with their lenders to healthy supply chain to provide an un1 Supplier ships goods and offer a “supply chain finance” solution interrupted flow of goods to the buyer. invoice to buyer (DAY 1) that allows suppliers to be paid timely Supplier 3 Supplier 4 Supplier’s Perspective if not early, despite the stated payment 4 5 A supplier wants to be paid for the term extension, such that a supplier’s Supplier sells invoice to a Buyer 2 3 bank at a pays Bank Days Sales Outstanding (DSO) is actualgoods it sells, on a timely basis. Prices BANK Bank notifies Buyer approves discount to invoice supplier of invoice invoice for receive amount ly reduced. charged by a supplier reflect the compaapproval (DAY 5) payment (DAY 5) immediate on due The Trade Credit Association of the ny’s cost structure, including the cost of payment date (DAY 5) (DAY 90) United States reported that in the U.S. apextending credit to customers. A powproximately $20 trillion of annual sales erful customer’s unilateral extension of are made on trade credit, resulting in $2.8 trillion of trade credit outpayment terms increases a supplier’s cost, which increase may or may standing in the U.S. economy, which creates a substantial market opnot be passed on to the customer. portunity for banks to generate interest and fee income.

If not, there is a reduction of the supplier’s revenue, exacerbated by having its working capital tied up in slower paying accounts receivLender’s Perspective able, and an increase in DSO. Historically, a “good paying customer” Supply Chain Finance (SCF) is an opportunity for banks to generwas one who paid within invoice terms, often taking a 1-2 percent disate interest and fee income, at a low cost and risk. Typically, SCF procount for paying within 10 days. grams are provided to a bank’s existing and best customers who pose Suppliers tend to initially reject the extension of payment terms, little credit risk. The advances by the bank can be folded into an exwhich may depend on the parties’ relative bargaining position. If a isting credit facility, are short-term exposures, and are backed by an supplier is part of a diverse supply chain that sells products readily obassignment or pledge of the customer’s obligation to pay its supplier. tainable from a competitor, a supplier may acquiesce to keep sales. On Not only can the bank generate fee income from its borrower for the other hand, if the supply chain is limited, such that there is little providing the facility, the bank also makes a .5 percent or so spread risk of a losing business, or if the goods sold are unique to that buyer on the invoice amount in 60 to 120 days, since the bank pays the supand seller, the supplier may have leverage to “just say no.” plier a discounted amount, and collects 100 percent from its borrower at invoice maturity.

All participants in SCF programs should consider the potential advantages of SCF programs in foreign sales transactions, and the imBuyer’s Perspective pact if interest rates increase materially.

From the Buyer’s perspective, the “new normal” economy has Regardless of the varying perspectives of the participants in SCF, it appears to be a fast-growing part of domestic sales transactions and resulted in more expensive and less accessible capital, demand for goods is not as brisk as before, customers are paying more slowly, and international trade. SCF programs will no doubt evolve to meet the capital is tied up longer in inventory and slower moving accounts rechanging dynamics of its participants, but appears to be poised to take ceivable. Yet, companies remain under pressure from stakeholders to a prominent role in facilitating global trade. manage their balance sheets and cash to generate revenue.

Content contributed Shumaker, Loop & Kendrick, LLP, a full service law firm founded in 1925 with more than 240 attorneys practicing in Toledo and Columbus, Ohio; For example, in April, 2013, The Wall Street Journal reported that Tampa and Sarasota, Florida; and Charlotte, North Carolina. Content written by Proctor & Gamble would extend payment terms of suppliers from 45 David H. Conaway, Partner, whose principal area of practice is bankruptcy. For more to 60 days to 100 days. Given Proctor & Gamble’s procurement spend information, contact him at 704-945-2149 or dconaway@slk-law.com or visit www. slk-law.com.. of $50 billion annually, that would improve Proctor & Gamble’s cash

Conaway

3

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Looking for experienced writers who can fetch good stories!

If you have experience in business writing and live in the Charlotte area, we’d like to hear from you!

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November/December 2015 Volume 16 • Issue 10 Publisher

John Paul Galles x102 jgalles@greatercharlottebiz.com

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Is your message— are your ads—road kill on the digital highway?

Are you getting slaughtered in the mass media monetization of the Internet?…Users driving by without even a glance…your message getting wasted without so much as a blink…

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4 † ComScore estimates a full 54% of display ads are not seen: http://www.comscore.com/Insights/Blog/ViewabilityBenchmarks-Show-Many-Ads-Are-Not-In-View-but-Rates-Vary-by-Publisher ‡ London’s Financial Times is rolling out rates based on time—the number of hours their ads appear in front of readers— rather than impressions: http://adage.com/article/media/digital-advertising-ready-ditch-click/295143/

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Contributing Writers Zenda Douglas Arden McLaughlin Michael J. Solender Gene Stowe

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OF INTEREST: Focusing on Global Education

GOING GLOBAL

PROVIDENCE DAY AT THE FOREFRONT OF GLOBAL EDUCATION

G

lobalization increasingly links people through business, trade, communication and common global challenges, impacting every aspect of our lives. Global education and increased interaction with the rest of the world provide exposure to diverse cultures, religions and ethnicities, making us more aware of the need to find collaborative solutions.

While most American schools over the last decade have promoted global education in some form to help students understand the world’s cultures and global issues, Providence Day School in Charlotte has been at the forefront of global education initiatives. Assistant Head of School for Academic Affairs Derrick Willard notes, “In the 21st century we are called on to coach the skills and dispositions that will help our students to create and govern peaceful, thriving and sustainable local and global communities.”

Providence Day School students at a learning service project in Belize (2015).

Beginning in 2005, Providence Day created the first Global Studies Diploma (GSD) program in the country for upper school students. Students in the program take a series of global courses that integrate knowledge, skills and character dispositions to examine and create solutions to key global issues. In the process, students gain perspectives and skills like problem-solving, collaboration, critical thinking and empathy.

Senior year students take a global leadership course that encapsulates their global education development. Travel abroad, hosting international students, and global speakers round out their experiential requirements. On graduation day, GSD students proudly receive both a Providence Day diploma and a GSD diploma. A number of independent schools across the country have adopted the global studies diploma model in some form.

At Providence Day, global learning is emphasized in every division and right from the start. Early on in Transitional Kindergarten(TK) TKers learn about China, Germany and Kenya through a month-long passport program. World language courses starting in TK help students develop cultural competency and language proficiency.

Stacie Nevadomski Berdan, Allen Goodman and Sir Cyril Taylor in their book, A Student Guide To Study Abroad, argue that globalization requires our students to have cross-cultural communication skills, deeper cultural understanding, enhanced world language learning, and an experience that gets students out of their cultural comfort zone to help them develop cultural literacy and the ability to interact with non-Americans. Traveling abroad can help make that happen.

Providence Day offers student travel opportunities to nearly every continent. Several trips involve exchanges with “sister” schools in China, Denmark, France, Germany, Israel, and Peru. Providence Day students live, study and interact with sister school students and their families. Reciprocally, 2015-2016 TRAVEL OPPORTUNITIES sister school students visit  Belize Outdoor Adventure and Providence Day for one to two Service Learning weeks.  French Exchange Social responsibility is a  South Africa: History, Culture central tenet of the Providence and Human Rights Day mission.

Some trips in Israel Exchange volve major service learn Argentina—Spanish Immersion  South Africa—Red Hill Service ing like the ones to Belize and Learning South Africa. Others emphasize  Understanding Culture and world language enhancement Improving Education in China such as the trip to Argentina.  The Environmental History Five trips earn students credof Australia it toward their graduation re Italy: Art and Architecture quirements. Also, Providence Day is now a member of Roundsquare International which provides rich opportunities for students in the network to actively engage with students from around the world addressing global issues.

Global learning requires global faculty. Providence Day was first in the nation to create the Global Educators Certificate (GEC) program.

Teachers enroll d in the program travel to two different parts of the globe and bring their cultural experiences to their classrooms and the larger Providence Day community.

Moving forward, Providence Day has adopted a strategic TK-12 global education vision. As Head of School Dr. Glyn Cowlishaw emphasizes, “It’s vital for our schools to prioritize strategically planned opportunities for students to develop the ability to appreciate and value the differences among people in our school community as well as in the larger world that’s impacting them.”

Content sponsored by GreerWalker LLP, a Charlotte-based accounting and business advisory firm offering assurance, accounting, tax, and consulting services. Content contributed by Dr. Loren Fauchier, Director of Global Education at Providence Day School in Charlotte, and the Vice President of the Global Education Benchmark Group, a consortium of 150+ independent schools in the U.S., Canada, Britain and Turkey.

For more information, contact him at loren.fauchier@providenceday.org or 704-8876000 or visit www.ProvidenceDay.org.

TK Goes Global

Contributed by

Sponsored by

Fauchier

5

greatercharlottebiz.com | november/december 2015

OF INTEREST: Positioning Charlotte As A Global Hub Of Commerce

MEET OUR NEW NEIGHBORS

CHINESE FOREIGN DIRECT INVESTMENT IN THE U.S.

S Guest

Contributor

Sponsored by

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ince 2000, Chinese FDI has grown rapidly, reaching nearly $12 billion in 2014 alone. Chinese firms are engaged in areas as varied as construction, energy, entertainment, auto parts, chemicals, real estate, medical equipment, telecommunications and sportswear.

Whether a new facility or the acquisition of an existing one, these local operations pay local, state, and federal taxes, provide jobs, push innovation, build trade linkages, and, in the process, touch and improve the lives of countless Americans.

The Chinese and Americans involved in these investments are learning about each other, making contacts, and creating a new pillar for a more productive U.S.-China relationship. The early results have often been transformative. A $100 million copper plant near Thomasville, Alabama, where unemployment rates were among the highest in the state, has revived the surrounding area.

“The Golden Dragon Precise Copper Group currently employs over 200 people and is in the process of hiring an additional 110, lifting many families off of government assistance and changing the fabric of our community,” according to Thomasville Mayor Sheldon Day, adding that a further expansion would eventually lead to as many as 500 total jobs.

Fuyao Glass, which last year bought an idle General Motors plant outside Dayton, Ohio, promises to invest hundreds of millions and bring more than 1,500 jobs to the economically depressed area in the coming years.

And the job numbers don’t stop there.

These investments support construction jobs to build or re-tool the facilities, jobs at vendors in the supply chain, jobs at neighborhood businesses that benefit from a better local economy. While this report doesn’t capture either these indirect jobs or any parttime positions at the firms themselves, if it did, we know that the total number of jobs provided would be greatly multiplied.

For almost 50 years, the National Committee on United States-China Relations has been building constructive relations

Chinese FDI in the U.S. by Congressional District (cumulative investment 2000-2014)

Source: Rhodium Group. *Cumulative Value of Chinese FDI Transactions, 2000-2014.

between our two countries. We undertook this study, New Neighbors, in the belief that American citizens and leaders, at the national, regional, and local levels, all need to better understand the impact of Chinese investments in the United States.

With the report’s release, American policymakers and the general public have a new window on the local realities of Chinese investment in the United States. New Neighbors offers, for the first time, a full estimation of the local investment, operations, and employment effects of Chinese FDI. As of today, Chinese firms directly employ more than 80,000 Americans across the country, and that number is poised to quadruple over the next five years. The personal relationships that develop and the understanding that each side derives from these investments help foster a more peaceful and prosperous Asia-Pacific region. Just as when American investors first went to China, peace and prosperity are enhanced when Chinese investors create jobs, improve infrastructure, and work side by side with Americans to build a better America, and a better world.

Our New Neighbors Foreign direct investment (FDI) is a vital component of the United States economy today and has been throughout the nation’s history. Investors from abroad are a source of growth, employment, competitiveness, and

november/december 2015 | greatercharlottebiz.com

innovation, and their presence is living proof of America’s commitment to openness, market competition, and putting the interests of consumers above the welfare of corporations.

Companies from China have not historically played a direct role in the U.S. economy, and FDI was largely a oneway street from the U.S. to China from the 1980s to the 2000s. In recent years, however, Chinese FDI into the U.S. has taken off, bringing a growing number of firms from China face-to-face with U.S. communities; new corporate neighbors are moving in.

This report details—for the first time— Chinese commercial investment in the U.S. down to the congressional district level, using a unique dataset in development since 2009. With that granular information the report describes the picture so far in terms of investment value, operations, and associated employment. The key findings are as follows.

The recent wave of Chinese FDI has brought new Chinese neighbors to towns across America. From 2000 to 2014, Chinese firms spent nearly $46 billion on new establishments and acquisitions in the U.S., most of it in the past five years. As of the end of 2014, we count 1,583 establishments by Chinese firms in the U.S., stretching across all regions of the country. Importantly, while investments in perceived trophy assets such as the Waldorf Astoria Hotel dominate the headlines, Chinese firms are clearly interested in

2014

2013

2012

2011

2009

2010

2008

2007

2006

2004

2005

2003

70,000

Baidu California Changan Automobile Michigan Cryptic Studios California North Carolina Epic Games North Carolina With nearly $5.5 billion invested, North Huawei California Carolina recipient of Lenovois the second highest North Carolina MiaSole California Chinese investment in the U.S.. The more Riot Games California thanSuning 80 Chinese affiliates California in the state currentCommerce WuXi AppTec Pennsylvania ly provide over 15,000 jobs.

This presence is

Source: Rhodium Group in part the result of acquisitions of U.S. firms located in North Carolina (IBM, Smithfield), but also strong organic growth of Chinese companies in the state in recent years.

One significant in Northin Employment Providedemployer

by Chinese Companies Carolina is Smithfield, which operates 14 fathe U.S. Number of full-time jobs directly provided by U.S. subsidiaries cilities in the state with more than 8,000 of Chinese companies 90,000 employees.

These are spread evenly through 80,000 congressional districts NC-01, NC-03, NC-08, 70,000 and 60,000 NC-09, and most importantly NC-07. The Tar Heel 50,000 facility (NC-07) is the world’s largest pork40,000 processing facility.

30,000 The second top employer in North 20,000

10,000

7

2014

2013

2012

2011

2009

2010

2008

2007

greatercharlottebiz.com | november/december 2015 2006

0

2004

Source: Rhodium Group *Projections are based on three different scenarios for cumulative Chinese investment in the U.S. in 2020 ($100, $150, $200 billion) and the current

many success stories in advanced manufacSource: Rhodium Group turing and consumer goods and there is tre60,000 mendous potential to expand U.S. exports in 50,000 40,000 those categories and new areas such as ag30,000 riculture and food. FDI from China can also 20,000 Companies Operations helpChinese-owned to facilitate the export ofwith U.S.R&D services— 10,000 in the U.S. 0 including entertainment, hospitality, and fiCompany Location Sponsored by nancial and business services—to Chinese A123 Systems Massachusetts, Michigan Source: Rhodium Group consumers.

80,000

2005

2020

2018

2016

2014

2012

2010

2008

Chinese companies are contributors to American innovation and competitiveness. There is no evidence that Chinese Projections for Employment at Chinese-affiliated investors are moving high value-added acCompanies in the U.S. to 2020* tivities back to China. Instead, U.S. innovaNumber of full-time employees 450,000 tion clusters, strong protection of intellectual HIGH 400,000 property rights, and the talent pool are major 350,000 300,000 for Chinese companies, whichMEDIUM draws now 250,000 spend hundreds of millions of dollars every LOW 200,000 year 150,000 on research and development activiACTUAL 100,000 ties in the U.S.. Chinese companies also con50,000 tribute to the training of local workers, and 0

Location

A123 Systems Massachusetts, Michigan Baidu California Changan Automobile Michigan Cryptic Studios California Top 15 Recipient Districts of Chinese FDI in the U.S. Epic Games North Carolina Huawei California District Investment Metro Area Representative ($ Million) Lenovo North Carolina NC-04 3,360 Raleigh-Durham David Price MiaSole California Triangle Riot Games California IL-07 3,210 Chicago Danny K. Davis Suning Commerce California New York City Carolyn Maloney WuXi NY-12 AppTec 2,250 Pennsylvania VA-04 1,980 Eastern Virginia J. Randy Forbes Source: Rhodium Group TX-07 1,780 Houston John Culberson TX-23 1,640 SW Texas Will Hurd OK-03 1,580 NW Oklahoma Frank Lucas FDI can1,380 be a catalyst for greater exKS-03 Kansas City Kevin Yoder ports of “Made goods and serMA-06 1,270 in the NE U.S.” Massachusetts Seth Moulton NC-07 1,250 Growing Southern NC David Rouzer vices to China. investment creates Employment bySan Chinese in CA-17 Provided 1,040 Jose Companies Mike Honda important linkages which can help local the U.S. CA-12 1,020 San Francisco Nancy Pelosi Number of full-time 920 jobs directlythe provided byChristi U.S. subsidiaries TX-27 Corpus Blakewith Farenthold economies reach Chinese market of Chinese companies NY-10 920 New York City Jerrold Nadler theirIA-04 goods870 and services.

There are already 90,000 NW Iowa Steve King

2003

0

2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020

Source: Rhodium Group

Company

2002

2014

2013

2012

2011

2010

2009

2008

2007

2006

2004

2005

2003

2002

2001

LOWER BOUND

Chinese-owned Companies with R&D Operations in the U.S.

2002

2020

2018

2016

2014

2012

2010

2008

2006

2004

2002

2000

500

Danny K. Davis Carolyn Maloney J. Randy Forbes John Culberson Will Hurd Frank Lucas Kevin Yoder Seth Moulton David Rouzer Mike Honda Nancy Pelosi Blake Farenthold Jerrold Nadler Steve King

technology investors such as Tencent and Source: Rhodium Group Alibaba have emerged as important sources of capital for startups and early stage growth companies.

2001

Provided by Chinese Companies in

Chicago New York City Eastern Virginia Houston SW Texas NW Oklahoma Kansas City NE Massachusetts Southern NC San Jose San Francisco Corpus Christi New York City NW Iowa

2001

U.S.

3,210 2,250 1,980 1,780 1,640 1,580 1,380 1,270 1,250 1,040 1,020 920 920 870

2000

0the

2006

Pennsylvania

Employment 50,000

2020

Chinese-affiliated companies now directly employ more than 80,000 Americans. The recent U.S. expansion of Chinese-owned Companies with R&Dthan Operations Chinese companies means more 80,000 in the U.S. Americans are on Chinese company payrolls, Company Location up from fewer than 15,000 five years ago.

A123 Systems Massachusetts, Michigan These figures do notCalifornia include indirect emBaidu ployment during construction Changan Automobile Michigan or at suppliers, Cryptic Studios California which would add tens of thousands of addiEpic Games North Carolina tional jobs.

The top districts Huawei California in terms of jobs Lenovo North Carolinacompanies in are home to Chinese-affiliated MiaSole California manufacturing and services sectors, which Riot Games California have higher employment intensity than Suning Commerce California WuXi AppTec

ACTUAL

100,000

*Projections are based on three different scenarios for cumulative Chinese Source: Rhodium investment in the U.S. inGroup 2020 ($100, $150, $200 billion) and the current employment intensity of investment.

Source: Rhodium Group

LOW

Carolyn Maloney Number of full-time jobs directly provided by U.S. subsidiaries HIGHForbes J. Randy of Chinese companies John Culberson Source:90,000 Rhodium Group *Projections are based on three different scenarios for cumulative Chinese Will Hurd investment in the U.S. in 2020 $150, $200 billion)Outbound and the current FDI in 2020* 80,000 MEDIUM Projections for($100, China’s Global employment intensity of investment.

Frank Lucas 70,000 Stock, $ billion KevinLOW Yoder 60,000 3,000 UPPER Seth Moulton BOUND 50,000 David Rouzer 2,500 40,000 Mike Honda 30,000 2,000 Nancy Pelosi 20,000 Blake Farenthold 1,500 10,000 Jerrold Nadler 1,000 0 ACTUAL Steve King

2018

2016

2014

2012

2010

New York City VA-04 1,980 Eastern Virginia 400,000 TX-07 1,780 Houston 350,000 TX-23 1,640 SW Texas 300,000 OK-03 1,580 NW Oklahoma 250,000 KS-03 1,380 Kansas City 200,000 MA-06 1,270 NE Massachusetts 150,000 NC-07 1,250ACTUAL Southern NC 100,000 CA-17 1,040 San Jose 50,000 CA-12 1,020 San Francisco 0 TX-27 920 Corpus Christi NY-10 920 New York City 870 NW Iowa Source:IA-04 Rhodium Group

MEDIUM Carolyn Maloney Ted Lieu

IL-07 NY-12 VA-04 TX-07 TX-23 OK-03 KS-03 MA-06 NC-07 CA-17 CA-12 TX-27 NY-10 IA-04

2000

2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020

2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020

Number of full-time employees NY-12 2,250 450,000

150,000

2004

OWER OUND

NC-04 for 3,360 Raleigh-Durham David Price Projections Employment at Chinese-affiliated Triangle Companies in the U.S. to 2020* IL-07 3,210 Chicago Danny K. Davis

New York City Los Angeles

200,000Source: Rhodium Group

2002

UPPER BOUND

Representative

2000

2020*

1,100 1,100

2000

si loney

District Investment Metro Area ($ Million)

2008

s h avis s a

300,000NY-12

Top 15 Recipient Districts of Chinese FDI in the U.S.250,000CA-33

2006

rbes

UPPER 2000-2014 were districts in North Carolina,3,000 ects already in the pipeline.

BOUND Illinois, New York, Virginia, and Texas. While2,500 acquisitions (which account for the majority2,000 Top 15 Districts in Terms of Direct Jobs Provision

by Chinese Companies in the U.S. of investment) mostly represent change in1,500 Chinese-owned Companies with R&D Operations District Jobs Metro Area Representative ownership, many Chinese takeovers have1,000 in the U.S. ACTUAL NC-07 7,640 Southern NC DavidLOWER Rouzer generated local investment as the new own- 500 Company Location MI-05 5,230 Central Michigan Dan BOUND Kildee Projections for China’s Global Outbound FDI in 2020* ers have saved firms from bankruptcy and NC-04 4,120 Raleigh-Durham Price A123 Systems Massachusetts,David Michigan 0 Stock, $ billion Triangle California Baidu 3,000 provided new financing lines. In most UPPERcases, VA-04 3,800 Eastern Virginia J. Randy Forbes Changan Automobile Michigan BOUND SD-01 3,400 South Dakota at-large Kristi Noem 2,500 acquisitions have led to expansions, and exCryptic Studios California IA-04 3,290 NW IowaNorth Carolina Steve King amples of downsizing are rare. Greenfield Epic Games 2,000 MO-06 Northern California Missouri Sam Graves Huawei 3,190 projects have already generated billions in NE-03 2,280 Western North & Central NE Adrian Smith 1,500 Lenovo for Carolina Projections Employment at Chinese-affiliated local investment and investments in big IL-07 Chicago California Danny K. Davis MiaSole in2,110 Companies the U.S. to 2020* 1,000 ACTUAL 1,710 NW Illinois Cheri Bustos Riot Games California manufacturing and service sectorLOWER projectsNumberIL-17 of full-time employees BOUND CA-17 1,450 San JoseCalifornia Mike Honda 500 Suning Commerce have accelerated significantly in the past 18450,000KY-05 HIGH WuXi AppTec Pennsylvania Hal Rogers 1,220 Eastern Kentucky 400,000 0 months.

1,110 San Francisco Nancy Pelosi Source: Rhodium Group 350,000CA-12

2004

er

5,230 4,120

Source: Rhodium Group

2002

tive

Central Michigan Dan Kildee Raleigh-Durham David Price Triangle VA-04 3,800 Eastern Virginia J. Randy Forbes SD-01 3,400 South Dakota at-large Kristi Noem IA-04 NW Iowa Steve King Top3,290 15 Recipient Districts of Chinese FDI in the U.S. Top 15 Districts in Terms of Direct Jobs Provision MO-06 3,190 Northern Missouri Sam Graves Investment

by Chinese Companies in the U.S. District Metro Area Representative NE-03 2,280($ Million) Western & Central NE Adrian Smith District Jobs Metro Area Representative IL-07 NC-04 2,110 3,360 Chicago Raleigh-DurhamDannyDavid K. Davis Price IL-17 1,710 NW Illinois Cheri Bustos Triangle NC-07 7,640 Southern NC David Rouzer CA-17IL-071,450 3,210 San JoseChicago Mike Honda Danny K. Davis MI-05 5,230 Central Michigan Dan Kildee New York City Hal Rogers Carolyn Maloney KY-05NY-12 1,220 2,250 Eastern Kentucky NC-04 4,120 Raleigh-Durham David Price Eastern VirginiaNancyJ.Pelosi Randy Forbes CA-12VA-04 1,110 1,980 San Francisco Triangle Houston John Culberson 1,1001,780 New York City investments.

Carolyn Maloney value of American manu-NY-12TX-07 energy or real estate Fears that VA-04the3,800 Eastern Virginia workers J. Randyand Forbes SW Texas Will Hurd 1,100 1,640 Los Angeles Ted Lieu SD-01facturing 3,400 in South Dakota Kristiwith Noem the low-CA-33TX-23 some ofat-large the areas Chinese acquirers could systematically move OK-03 1,580 NW Oklahoma Frank Lucas IA-04 3,290 NW Iowa Steve King Source: Rhodium Group KS-03 1,380 Kansas City jobs back Kevin Yoder est per incomes United acquired assets and related to China MO-06 3,190capita Northern Missouriin theSam GravesStates as MA-06 1,270 NE Massachusetts Seth Moulton NE-03well.

2,280 Western & Central NE Adrian Smith are disThe benefits of Chinese capital have not materialized.

Instead, new Chinese NC-07 1,250 Southern NC David Rouzer IL-07 2,110 Chicago Danny K. Davis tributed nationwide, not just in high-income CA-17 owners1,040 have, in most cases, sustained and exSan Jose Mike Honda IL-17 1,710 NW Illinois Cheri Bustos CA-12 1,020 San Franciscoafter they Nancy acquired Pelosi panded local employment parts of the country.

CA-17 1,450 San Jose Mike Honda TX-27 920 Corpus Christi Blake Farenthold KY-05 1,220 Eastern Kentucky benefit Hal Rogers Local economies from great- NY-10 U.S. assets. through greenfield 920 Job creation New York City Jerrold Nadler CA-12 1,110 San Francisco Nancy Pelosi IA-04 870 NWthe Iowa10,000 mark, Steve King er levels of investment. The biggest recipi-Projections FDI isfor approaching with sigChina’s Global Outbound FDI in 2020* NY-12 1,100 New York City Carolyn Maloney Source: Rhodium Group in terms cumulative Ted investment fromStock, $nificant further growth imminent from projbillion CA-33ents1,100 Los of Angeles Lieu

2000

sion

MI-05 NC-04

Los Angeles CA-33 1,100 Los CA-12 CA-33 1,110 1,100 SanAngeles Francisco Source: Rhodium Group Source: Rhodium Group NY-12 1,100 New York City CA-33 1,100 Los Angeles

NY-10 IA-04

Lieu Ted LieuTed Nancy Pelosi Carolyn Maloney Ted Lieu

920 870

New York City NW Iowa

Jerrold Nadler Steve King

Source: Rhodium Group

Source: Rhodium Group

Chinese-owned Companies withOperations R&D Operations Chinese-owned Companies R&D OF INTEREST: Positioning Charlotte Aswith A Global Hub Of Commerce

in the U.S. in the U.S. Chinese-owned Companies with R&D Operations Location CompanyCompany Location Projections for China’s Global Outbound FDI in 2020* in the U.S. Projections for China’s Global Outbound FDI in 2020*

A123 Systems Massachusetts, A123 Systems Massachusetts, MichiganMichigan Baidu California Company Location Baidu California UPPER FDIChangan in the Automobile N.C. by Congressional (cumulative investment 2000-2014) Projections for China’s Global Outbound FDI in 2020*UPPERChinese MichiganDistrict Changan Automobile Michigan BOUND BOUND A123 Systems Massachusetts, Michigan Stock, $ billion 2,500 2,500 Cryptic Studios California Cryptic California Baidu Studios California 3,000 UPPER Epic Games North Carolina Epic Games North Carolina 2,000 Changan Automobile Michigan 2,000 BOUND California Huawei California 2,500 CrypticHuawei Studios California 1,500 1,500 Lenovo North Carolina Lenovo North Carolina Epic Games North Carolina 2,000 MiaSole California MiaSole California Huawei California 1,000 1,000 ACTUAL ACTUAL Riot Games California Riot Games California LOWER LOWER 1,500 Lenovo North Carolina BOUND BOUND 500 Suning Commerce California California 500 Suning Commerce MiaSole California 1,000 ACTUAL WuXi AppTec Pennsylvania WuXi Pennsylvania Riot AppTec Games California

Stock, $ billion Stock, $ billion 3,000 3,000

LOWER BOUND

0

Source: Rhodium Group Source: Rhodium Group Suning Commerce

2003 2004 2005 2006 2003 2007 2004 2008 2005 2009 2006 2010 2007 2011 2008 2012 2009 2013 2010 2014 2011 2015 2012 2016 2013 2017 2014 2018 2015 2019 2016 2020 2017 2018 2019 2020

0 500

Source: Rhodium Group

2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020

0

California Pennsylvania

WuXi AppTec

Projections for Employment at Chinese-affiliated Projections for Employment at Chinese-affiliated Employment Provided

by Chinese Companies in Employment Provided

by Chinese Companies in Companies in the to 2020* Companies in the U.S. to U.S. 2020* the U.S.the U.S. full-time employees Number of Number full-timeofemployees Source: Rhodium Group.

Projections for Employment at Chinese-affiliated * Cumuiative valueofNumber of full-time Chinese of FDIjobs transactions, 2000-2014. full-time jobs directly by provided

by U.S. subsidiaries Number directly provided U.S. subsidiaries 450,000 450,000 Employment Provided by Companies in HIGH ** Number HIGH Companies in the U.S. to 2020* of jobs provided

by Chinese establishments asChinese of 2014. of Chinese companies of Chinese companies 400,000 400,000 the U.S. Number of full-time employees 90,000 90,000

Sponsored by

8

years and nearly 5,000 employees. In 2005, Lenovo acquired IBM’s personal computing business including its operations in the Research Triangle (NC-04). Since 2008, Lenovo also operates a manufacturing facility in Whitsett (NC-06). In 2014, Lenovo completed the acquisition of IBM’s x86 server business, which is also located in the Research Triangle. It also plans to move some server production from China to the U.S. Chinese companies have also invested in North Carolina’s furniture industry, including Fine Furniture and Design, a greenfield investment in High Point (NC-06); the acquisition of Schnadig Corporation in Greensboro (NC-12); and Talon Systems in Statesville (NC05). Homestar Light Industrial Co., which acquired Talon, plans to add 40 jobs and retain all 120 currently at the operation.

NC-09 and NC-10 are home to a large group of medium-sized companies such as Jetion Solar, a solar panel manufacturer, and NouvEON Technology Partners, both in Charlotte. NC-13 is home to another major Chinese subsidiary, Epic Games, which is famous for its game Gears of War. The video game developer is owned by

2014

2013

2014 2012

2014

2013

2013 2011

Greater Chinese FDI marks a new chapter in U.S.-China economic relations.

Growing outbound FDI is a major channel through which the changes in the Chinese economic model will be felt in the U.S. economy. Higher levels of investment mark the beginning of an era of U.S.-China economic engagement that brings a wider array of mutual benefits rather than a limited set of winners and losers, as arose from the deepening of goods trade of the past two decades.

From local impacts to national interest. The United States is competing with dozens of other attractive economies including Europe, Australia, Canada, and Brazil for these new capital flows. Recent years have seen greatly stepped-up locallevel effort by mayors, governors, and other local officials to attract these new investors to the neighborhood. Greater awareness of the local benefits from Chinese investment should help to sustain recent progress in aligning local opportunities and national interests so the U.S. will be successful in that competition.

2012 2010

2011 2009 2011

2010

2010 2008

2008 2006

2009 2007

2009

2008

2007 2005

2007

2006 2004

2006

2005

2005 2003

2004 2002

2004

2003 2001

2003

2002 2000

2002

2020

2018

2016

2014

2012

2010

2008

2006

2004

2002

2000

0 Source:Group Rhodium Group Source: Rhodium arethree baseddifferent on threescenarios differentfor scenarios for cumulative *Projections*Projections are based on cumulative Chinese Chinese in 2020 the U.S. in 2020 ($100, and the current investment investment in the U.S. in ($100, $150, $200$150, billion)$200 and billion) the current of investment. employmentemployment intensity of intensity investment.

Source: Rhodium Group *Projections are based on three different scenarios for cumulative Chinese investment in the U.S. in is 2020 ($100, $150,with $200 billion) and therecord current Carolina Lenovo, a track of 10 employment intensity of investment.

2001

2020

2018

2016 2020

2014 2018

2012 2016

2010 2014

2008 2012

2006 2010

2004 2008

2002 2006

ACTUAL

2001

LOW

2000

ACTUAL ACTUAL

2000

LOW LOW MEDIUM

70,000 nearly 30070,000 jobs in Cary.

90,000 60,000 60,000 80,000 experiencing After major structural ad50,000 70,000 50,000 justments from the reorganization of global 40,000 60,000 40,000 value chains (for example, its historically im30,000 50,000 30,000 portant textile and furniture industries), North 20,000 40,000 20,000 Carolina become one the most important 10,000 10,000 30,000has 0 Chinese investment in the U.S. 0 destinations for 20,000 10,000 Opportunities for expanding Chinese capital inSource: Rhodium Group Source: Group 0Rhodium flows exist particularly in the state’s high-tech sectors (including information technology and Source: Rhodium Group biotech) and other service industries.

Much is still to come. Chinese FDI is only at the initial stage Japanese firms reached in the 1980s, and there is tremendous growth potential for Chinese investment, job creation, and other benefits. If the U.S. continues to be a major recipient of China’s booming outward investment, it could receive between $100-200 billion of investment by 2020. Based on past employment intensity, this would increase the number of full-time U.S. Jobs provided by Chinese U.S. affiliates to somewhere between 200,000 and 400,000.

2012

Number 80,000 of full-time jobs directly provided by U.S. subsidiaries 80,000 internet MEDIUM giant Tencent and provides HIGH MEDIUMChinese of Chinese companies

2000 2004

50,000

2002

2000

350,000 350,000 450,000 300,000 300,000 400,000 250,000 250,000 350,000 200,000 200,000 300,000 150,000 150,000 250,000 100,000 100,000 200,000 50,000 50,000 150,000 0 0 100,000

Executive Summary: New Neighbors: Chinese Investment in the United States by Congressional District. Prepared by the National Committee on U.S.-China Relations and Rhodium Group, May 2015. The National Committee on United States-China Relations is a private, nonpartisan, American non-profit organization that promotes understanding and cooperation between the United States and Greater China. Rhodium Group (RHG) is an economic research firm that combines policy experience, quantitative economic tools and on-the-ground research to analyze disruptive global trends. The full study is available at www.ncuscr.org/fdi.

Content contributed Shumaker, Loop & Kendrick, LLP, a full service law firm founded in 1925 with more than 240 attorneys practicing in Toledo and Columbus, Ohio; Tampa and Sarasota, Florida; and Charlotte, North Carolina.

Our Charlotte office is sharing in the fast-paced development of the Carolinas by providing representation on corporate, securities, real estate, tax, litigation, immigration, employment, creditors’ rights, international business transactions and litigation, financial transactions, health and all other business specialty areas. For more information, contact Scott M. Stevenson, the Charlotte Managing Partner, at 704-945-2180 or sstevenson@slk-law.com or visit www.slk-law.com.

november/december 2015 | greatercharlottebiz.com

GLOBAL LEADERS SEEK CHARLOTTE BUSINESSES Ambassadors, Diplomats and Distinguished Leaders See Charlotte as Entry to U.S. Domestic Market Charlotte is home to over 1,000 foreign-owned companies that have chosen to do business in the United States.

Not only do international businesses benefit from the camaraderie of other foreign-owned WACC President firms, they also benefit from the and CEO L.J. support mechanisms this comStambuk munity provides to help them acclimate and thrive.

The World Affairs Council of Charlotte (WACC) is a very integral mechanism in that regard. As a regional center for education and discussion of world affairs, the Council seeks to provide leadership for global thinking, believing that a broad perspective is necessary for effective competition in the global economy and for responsible citizenship in an increasingly interdependent world.

Here are some of our program highlights.

Major General Michael J. Kingsley, Chief of Staff, United States Africa Command (AFRICOM) The World Affairs Council of Charlotte recently hosted Major General Michael J. Kingsley, Chief of Staff of United States Africa Command (AFRICOM), who discussed the global Kingsley security issues in Africa as they relate to the regular political turmoil in the region, the spread of emergent health threats across borders and the growth of groups like Boko Haram that promote terror and constant crisis in the African continent.

Major General Kingsley also addressed AFRICOM’s role in concert with interagency and international partners to help build defense capabilities, respond to crisis, and deter and defeat transnational threats in order to advance U.S. national interests and promote regional security, stability, and prosperity AFRICOM 2014 Year in Review in Africa.

Karl-Theodor zu Guttenberg, German Minister of Defense ( 2 0 0 9 - 2 0 11 ) , German Minister of Economics and Technology (2009) The World Affairs Council of Charlotte recently hosted Karlzu Guttenberg Theodor zu Guttenberg, former German Minister of Defense (2009-2011) and Economics and Technology (2009), who shared his perspectives on the transatlantic relationship between Germany and the United States.

The United States is one of Germany’s closest allies and partners outside of the European Union. Bound together through historical ties of friendships, both countries share common experiences, values and interests—from climate Guttenberg, Minister of protection, international Defense, financial architecture to Germany identification of the human genome—though both countries have disagreed on policies and agendas that don’t fit their respective national agendas. Despite those disagreements, Germany and the United States have a multifaceted relationship and robust friendship that covers politics, economics, cultural exchange and global security.

Guttenberg provided valuable insight into the current Germany-U.S. relationship through an engaging presentation on global trends impacting Europe and how both nations can overcome their long-standing differences on regional security and political conflicts so they can continue to play a major role in the world.

Corporate Membership and Support: Will You Invest in the World Affairs Council of Charlotte?

• Learn about international affairs from foreign government/state officials, renowned authors, and world leaders.

• Build professional networks through Council events.

• Support international education in the Charlotte community.

• Increase corporate publicity through program and education sponsorships.

• Reach out to sophisticated and high level individuals in the Charlotte community.

• Build, maintain and strengthen client relationships.

For more information regarding Corporate Membership with the World Affairs Council of Charlotte, please contact Charlotte Klopp at cklopp@worldaffairscharlotte.org or 704-697-7759.

World Affairs Council of Charlotte Upcoming 2015-16 Programs November 12 .......... WACC Speaker Series with Carrie Hessler-Radelet, Director of Peace Corps November 18 .......... 2015 WorldQuest / Academic WorldQuest December 3 ............ WACC Speaker Series with Matthew Bishop, Globalization Editor for The Economist magazine January 21 .............. WACC CEO Series with Lynn Good, President and CEO, Duke Energy Corporation March 22 ................. WACC Ambassadors Circle Series with H.E. Gérard Aruad, Ambassador of France to the U.S.

www.worldaffairscharlotte.org

PHOTOGRAPHIC

emory Where?

When?

What?

Why?

Who?

10 MemoryMemo Application Overview november/december 2015 | greatercharlottebiz.com

MemoryMemo and LifeLens Imaging: The Sustained Capture of Memory

by gene stowe

A

picture may be worth a thousand words, but two techno entrepreneurs in Charlotte want to make them worth a whole lot more. Given the accelerating pace of digital photography and social media, they are about to strike a gold mine. For each, it was merely a matter of solving a problem.

Henry Mummaw was frustrated with having to label photos explaining where they were taken and who was in them. He remembers when he was growing up how much time his mother spent identifying him and his identical twin brother on the backs of photographs.

Greg Robey was frustrated by the sheer number of family photos he had amassed—over 12,000—well above the national average of 3,000 (per adult). And to make matters worse, a lot of those photos were deteriorating from the very chemicals used to create them.

11

greatercharlottebiz.com | november/december 2015

company’s software allows the user to see them in the .memo, but more importantly, allows the user to add text and audio to further explain the What and Why. Users can capture up to 30 seconds of sound, called an MTrack, before and after the shot. Audio comments can also be added later. “This is the first technology to allow you to capture comments made before and after the photo is taken,” says Mummaw.

Being able to add text and actual voice to the photographic memory not only preserves the

“There are upwards of 10,000 photography apps available on smartphones alone focused on editing images. We wanted to be the first application that focused on ‘the back’ of the photo.”

Welcome to MWorld

Together, the duo have addressed those issues through the launch separate, but “related” technology companies—one uses proprietary software to create digital “memos” to photos featuring voice and text, and the other is a proprietary service and technology model for restoring and digitizing photos.

“Henry and I believe that memories matter,” says Robey emphatically. “We have both been blessed with great family memories over the years. We want to protect them, and we believe there are millions of people like us who want to be able to do that. We’ve built some very unique technologies to accomplish that.”

“These are important technologies,” emphasizes Mummaw, “to finally create a methodology by which the entire photographic context—reality and memories—can be digitally preserved in one location.”

focused on editing images. We wanted to be the first application that focused on ‘the back’ of the photo,” Robey quips.

Together, he and Mummaw have developed MemoryMemo, an app for iPhone, Android and desktop computers, enabling shutterbugs to annotate each snapshot with voice and text. Their proprietary MemoryMemo software automatically collects that information—the universally-recognized “5Ws” of Who, What, When, Where and Why—in a new file extension: .memo.

The Who (the photographer), the When (date and time), and the Where (GPS location), are recorded by the smart devices used to take the photo and are attractively displayed as text in the app and desktop software. The

context, but enhances the meaning for future generations. The photo can actually “speak,” jogging the memories of family and friends, and providing a much more intimate experience.

The user can add information at any time and ask friends to contribute as well. The inventors created a system based on traffic signals that indicates whether the .memo is incomplete (red), in process (yellow), or complete (green). The .memo file includes an image file, text file and a voice commentary audio fi le. They are archived for free in the company’s cloud, called MCloud where they can be searched by any of the 5Ws. “We capture all that information and encrypt it into one fi le that is your property,”

Digital Photos with Voice and Text

12

The pace of digital photography is staggering. More than 11 trillion digital images have been taken in the past 15 years, and the annual pace now exceeds one trillion. Nearly four trillion are on the Internet already, and more than 200,000 are uploaded to Facebook every minute. Constant advances in smart devices and Internet technology are only accelerating the process.

“There are upwards of 10,000 photography apps available on smartphones alone

november/december 2015 | greatercharlottebiz.com

(l to r) William G. “Greg” Robey Henry H. Mummaw Chairmen MemoryMemo LLC, LifeLens Imaging LLC

Mummaw explains. “You own it. It solves the ownership problem that’s been plaguing photography forever.

“The purpose is to create an easy mechanism by which you can scan and sort through thousands of digital files and find the one you want. When you search a particular date, for example, every photograph you took on that date is found and displayed immediately,” he continues. “Now search engines will be able to create revenue opportunities from digital photos. They will be able to see and read .memo

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and social uses, the MemoryMemo utility technology has a wide range of commercial possibilities for those who use photography in their work.

How to Create a Memo

How to Add and Edit the 5Ws

private or share them, including emailing or posting on social media. Eventually users will be able to print their .memos information. By combining text with images in a new unique file extension, MemoryMemo has created a new communications medium.

The technology opens vast creative possibilities for words-and-picture albums that capture the celebration of a wedding ceremony, the hilarity of a child’s birthday party, or even a compiled life story. The company also provides training videos to make such projects easy for users.

“Instead of a high school yearbook photograph with merely a caption,’ Mummaw comments, “imagine one that, in addition to text, has QR codes next to the pictures so that the voice and words of the person could be heard at the same time. Ten years from now, that person’s voice and words will still be there.”

Other people can contribute to the context or memories at any time. For example, Robey’s mother shared old stories of her life and his childhood that he’s added to her images. “It’s amazing what I learned about my mother’s earlier days and my childhood— more than I would ever have known,” he says.

“MemoryMemo is a memory management system,” explains Mummaw, “wherein the photograph is preserved along with its memories to last forever. We want to be a solution that everyone can use and enjoy.”

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“These are important technologies to finally create a methodology by which the entire photographic context—reality and memories—can be digitally preserved in one location.”

Preserving Analog Memories Digitally “For anyone born before 1995, their childhood memories are on analog photographs or slides,” Robey points out. “The chemicals that are used in the production of photos and slides begin to break down from the very beginning. We want to protect the memories on those photos and slides before they, too, begin to fade.”

With LifeLens Imaging, the founders have a process for preserving and enhancing photographs digitally, correcting for color and quality degradation at the same time. Their strategy addresses major barriers to preserving memories—90 percent of people are reluctant to part with their irreplaceable pictures for weeks while they are shipped elsewhere for processing.

LifeLens Imaging transforms paper photographs and slides into enhanced digital images with the latest Kodak Perfect Touch technology, providing u nprecedented c o nve n ie nc e and econo-

Before Enhancement

After Enhancement my. Customers simply drop off the originals at their local Walgreen’s store and, at low cost and within a short period of time, their irreplaceable memories are transformed into digital photos—and even restored in the process. Walgreen’s national footprint couldn’t be more convenient, and the photos never leave the community.

LifeLens Imaging uses barcodes to track the pictures and return them to the local store in less than a week after pickup. The fast, reliable service costs less while attracting more traffic to partner retailers since the LifeLens uses a proprietary marketing program called Community Partners to produce incremental traffic for their participating retailers.

In addition, LifeLens Imaging permanently archives the images at no cost to their customers to protect them against future loss.

The market for these solutions is enormous. Around the world, some 3.5 trillion analog photographs and slides are awaiting conversion to digital format. Advances in scanner technology in the past five years have enabled enhancements that correct for the effects of aging. The effect can be so dramatic and vibrant that some people replace the original in the frame with the scanned and printed copy.

The founders have completed a pilot launch of LifeLens Imaging with select Walgreen’s locations in Charlotte and plan expansion to surrounding counties and other locations nationwide in 2016. They are partnering with several civic, nonprofit and charitable organizations who earn 15 percent of revenue from their referrals.

They will roll out seven additional processing labs in 2016 that will each serve up to 300 retail stores using a hub-and-spoke system of pickup and delivery. By the end of 2017, they expect to be in all Walgreen’s stores nationwide.

Agreements with some 8,200 Walgreen’s stores, along with other major retailers, will provide access to 70 percent of the retail photo centers in the United

States, and the 95 percent of Americans living within five miles of one of these stores.

To serve them, LifeLens Imaging expects first to establish 52 laboratories nationwide, with plans for up to 150. The offices will be about 2,000 square feet with scanning technicians, logistics drivers, and at least one sales manager to work with Community Partners who help attract customers and share in the revenue.

Photographic Passion Both Mummaw and Robey share the photographic passion. Both have amassed significant experience that has helped them in their formulation of this new technology.

Mummaw has a 34-year senior management career in professional photography, including a nine-year stint with PCA International, Inc., at the time the nation’s largest portrait photography company serving most nationally known retailers. His extensive photography experience includes a long-standing relationship with Eastman Kodak, now Kodak Alaris, the world’s largest provider of photographic equipment.

Robey held numerous business development, sales and ecommerce positions for FedEx in the U.S. and Europe over a 23-year career. He was also vice president of sales operations for AmeriGas, the nation’s largest propane company for six years.

Together they launched LifeLens Imaging in 2012, and MemoryMemo the following year. Scott McNeely, the cofounder of Sun Microsystems, advises the partners in positioning both the companies for global markets. “Scott believes these are disruptive technologies,” Mummaw comments.

Charlotte connections have been central to the launch, beginning with Thurston Investments LLC, which backed the venture— rare support for a technology startup outside of Silicon Valley.

The patent law firm Trego, Hines & Ladenheim handles intellectual property issues. BGW CPA PLLC handles accounting.

CC Communications, Inc. partnered with

Mummaw and Robey in technology development and marketing for MemoryMemo.

Vintage Marketing, Inc. in Davidson handles the website creative and marketing for LifeLens Imaging.

The complementary businesses reflect the founders’ personal interest in preserving memories by safeguarding and annotating the rich photographic record.

“That’s what we began with—a mission to help people understand that if they don’t do something, their photographic memories are going to be lost. It’s not if; it’s when,” Mummaw says, pointing out that while no one would dispose of those cherished memories, fewer than 5 percent have taken the steps necessary to protect them.

“These are solutions to a significant problem—the sustained capture of memory. We want them to be perceived as a solution whose time has come. We want people to identify both solutions as fun and meaningful.”

“I was shocked when I looked at my faded family’s photographs,” adds Robey. “Now that I have scanned and enhanced these images, they are preserved and protected forever, and I can share them and their memories through MemoryMemo, social media or email.”

“MemoryMemo is much more than just an application,” Mummaw states, “It’s an integrated platform that combines our MWorld technology and desktop computer software to capture and maintain memories. This memory management system is designed to be easily used by all.

Both MemoryMemo and LifeLens Imaging present the opportunity to collect and preserve family histories, passing memories from one generation to the next. The applications on a commercial basis are without limits, documenting actual facts and circumstances surrounding the photo that was taken and the entire experience.

“LifeLens Imaging helps you preserve and protect your images and MemoryMemo helps you capture and preserve the

HOW IT WORKS

LifeLens Imaging How It Works

reasons why you took the photo, or in our case, the 5Ws associated with that memory,” concludes Robey.

“These are solutions to a significant problem—the sustained capture of memory,” says Mummaw. “We want them to be perceived as a solution whose time has come.

We want people to identify both solutions as fun and meaningful.”

Gene Stowe is a Greater Charlotte Biz freelance writer.

Some images provided by the company.

MemoryMemo™ MemoryMemo LLC LifeLens Imaging LLC 9506 Monroe Rd., Ste. AB Charlotte, N.C. 28270 Phone: 980-245-8434 Principals: Henry H. Mummaw and William G. “Greg” Robey, Chairmen Employees: 9 Rights: MemoryMemo produces proprietary integration software to capture the entire context of a digital photo—the 5Ws of Who, What, When, Where and Why—incorporating voice and text in a proprietary .memo file through integration technology with Apple and Google Android smartphones; LifeLens Imaging preserves and enhances analog photographs and slides digitally. www.memorymemo.com www.lifelensimaging.com

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What is MANA?

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november/december 2015 | greatercharlottebiz.com

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MANA Nutrition and The Calorie Cloud

MANA is a version of RUTF, or ready-touse therapeutic food, for children suffering from severe acute malnutrition (SAM).

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MANA Nutrition is saving lives with a simple formula by zenda douglas

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T

his dense mixture of peanut butter paste, vitamins, milk, oil, and sugar comes in a small squeezable packet about the size of an iPhone. Administered three times per day for six weeks, it can rescue a young child from the nutritional cliff which is poised to take his or her life.

Called RUTF, ready-to-use therapeutic food, this is the product that Charlotte-based MANA Nutritive Aid Products, Inc. manufactures and distributes under the leadership of founder and CEO Mark Moore. The company’s headquarters is appropriately located in a former grist mill that helped to feed people for over 150 years.

The MANA product is used to treat severe acute malnutrition (SAM) and has been proven effective in saving millions of lives around the world.

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tia Wackerhagen

tia Wackerhagen

Severe Acute Malnutrition SAM is defined as a weight-for-height measurement of 70 percent or less below the median, by visible severe wasting, or by the presence of nutritional oedema. An estimated 20 million children currently suffer from severe acute malnutrition. Most are in south Asia and Sub-Saharan Africa.

Approximately one million children die each year as a result of SAM, which can be a direct cause of death or can compromise a child’s immune system, leading to other fatal diseases. Malnutrition accounts for 35 percent of deaths among children under five years of age.

MANA was founded in 2009. The name stands for Mother-Administered Nutritive Aid and is a reflection of the company’s dedicated belief that moms are the best and most trustworthy allies in fighting malnutrition.

Prior to the use of RUTFs, the protocol for treating SAM was to get the child to a health care facility, a process that was severely limited by logistics. Many countries don’t have a set of national health policies or a health infrastructure in place to treat severe malnutrition.

If a mother is able to bring their child to a hospital, she is more than likely leaving other young children behind in similar condition.

With RUTFs, mothers can directly feed their children.

“RUTF is like peanut butter on steroids.

It’s an amazing product.” exclaims Moore.

Approximately 94 percent of the children who are treated with RUTF are successfully pulled back from the nutritional cliff.

“It’s for kids beyond hunger; they’ve ceased to be hungry due to nutritional deficiency,” says Moore. “When you cease to be hungry—physically, mentally, spiritually— you are dying.”

A child dies every 10 seconds—more than malaria, AIDS, TB combined times three— according to Moore. “SAM is a huge killer of children, dying for no reason…dying simply because they don’t have a little peanut butter and powdered milk.”

Many factors can contribute to children facing the nutritional cliff such as drought, bad government, war, and parents losing a job. “In Sudan, most children born today will be born on a nutritional cliff—born hungry to hungry moms, living hungry, and, in too many cases, dying hungry,” says Moore.

RUTFs can be used starting with children as young as six months old. While breast feeding is always preferable, in many cases mothers are unable to produce and provide breast milk. In order to determines who needs RUTF, Children are assessed using a special band

november/december 2015 | greatercharlottebiz.com

that measures the upper arm “Sometimes they are just measuring the bone,” laments Moore. Six months to two-tothree years is a window of opportunity for good nutrition. The RUTF treatment comes as part of a six week program of community management of acute malnutrition education and counseling, or CMAM. RUTF is a key element to treatment as it helps prevent a return to the nutritional cliff.

Peanut Butter-Based MANA is basically a peanut butter product. Organizations such as Doctors Without Borders already had a powdered milk formula.

“SAM is a huge killer of children, dying for no reason…dying simply because they don’t have a little peanut butter and powdered milk.”

Mark Moore Founder and CEO MANA Nutrition

“The problem with that,” explains Moore,” is that it has to be reconstituted. In many cases, there is a lack of clean water to mix it with and dirty, polluted water may kill the child.”

Additionally, Moore says, mixing such small and precise amounts of powdered milk is often challenging for mothers.

“When the stomach of the kid is the size of a ping pong ball,” Moore acknowledges, “small mistakes can throw the treatment way off.” Also, there are no refrigerators so storage and spoilage are serious problems.

“The formula is effective treatment for a child in a medical facility,” comments Moore, “but isn’t scalable to help the many in need.

To solve the problem, the milk formula is stabilized, without water, in the peanut butter.

“Kids can tear the end off the package and squeeze the formula into their mouths. They can feed themselves. It’s sanitary.”

fenix fotography

Dominique was severely malnourished when he started on MANA.

THE PATH TO SUCCESS IS NARROW. WE’LL HELP YOU FIND IT.

After six weeks, Dominique had gained 2.2 kg.

RUTF consistenly produces similar results in children around the world.

Moore refers to himself and members of his staff as The MANA Village, a community that just happens to be a company. “We imagine the MANA Village to be a forum for other businesses, trade associations, or non-profits to join forces to save children from severe acute malnutrition,” he says.

“The revenue we generate in excess of expenses is re-invested in things like new equipment and additional personnel, which allow us to produce more MANA and save the lives of more children. We not only make a special fortified peanut butter, we also seek to play a wider role to spread awareness of SAM and the 20 million children it affects each year.”

Moore’s knowledge of this crisis runs deeps. He has experience working on the ground in Africa as a rural development worker and also working on Africa-related issues as the Africa Specialist (deleted and added) in the US Senate and other NGO’s in the Washington DC area. In addition, Moore co-founded Kibo Group, which is a development organization that includes many Africa projects.

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From the Farm Abroad MANA manufactures its RUTF in a 35,000-square-foot facility in Fitzgerald, Ga., in the heart of peanut country.

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The need for RUTF is enormous, but the “There was already a big peanut processmarketplace has its limits. “As a business, we ing culture and facility there,” says Moore, have very little power in the market; we tend who became acquainted with the company MANA aims to prevent to just respond to it,” says Moore, explaining called Golden Boy Foods that makes peanut child deaths due to severe of mana a day for that the U. S. and UNICEF budgets together are butter under private labels. acute malnutrition by capped at about $160 million. “But it’s a billion “We told them we wanted to buy bulk and 3 treating the condition save a starving childsproblem. life dollar we built our factory right across the can street. through the production “No business wants to have just one or They take peanuts, roast them, grind them of ready two customers,” explains Moore. “If UNICEF andand turndistribution them into peanut paste. They today sendmana it nutrition can produce up to to use fortified foods. couldn’t buy our product for some reason, it across the street where we add other ingrediwould be bad for us right now,…and more iments and package it with nitrogen flushing for (that’s 46000 lbs!) each day, bad for kids. We’re trying to plan portantly a long shelf life. enough to feed ahead for the future and hedge against chang“The MANA factory currently employs es that might adversely affect both our busi55 local Georgia workers and turns out more children suffering from SAM for than 32,000 packets per hour, enough to feed ness and the kids we serve such as changes from an election that might cut budgets.”

11,000 starving children per day. In all, we’ve Through the establishment of a new non profit organization in 2014, Moore’s team has developed a way to generate more funds for + + “UNICEF and USAID of mana costs MANA and pump out more RUTF. It’s known fortified milk vitamins as Calorie Cloud (www.caloriecloud.org) and it peanuthave butter wide powder distribution and minerals paste trades on the enormous fitness and weight loss networks and establishedto produce and deliver market in America—a $100 billion industry—to generate money for starving children. reputations in our target MANA works with American corporations countries to make sure that to provide incentives for a more fit and healthy MANA ends up in the right labor force which, in turn, reduces insurance and health care costs. Corporations happily hands. They partner with share in their savings by using a small percentlocal governments or nonage of those saving to produce RUTF. governmental organizations “The whole world is in a battle with a dysfunctional relationship with food. In the U.S. working on the ground.” that manifests in obesity,” says Moore. “We thought, ‘What if we could go to these people and ask them to give us their extra calories, and then we turn around and give those calomade 150 million packets since we started, ries to a hungry child?’ That’s a big deal…a real and we’ve treated 1.4 million children with incentive to losing weight and keeping it off. our product,” touts Moore.

It’s a win-win-win for hungry children, MANA, MANA has two primary clients: the United and corporations.”

Nations (UNICEF) and the U. S. government (USAID).

Moore believes the Calorie Cloud concept has huge potential. The Calorie Cloud plat“We’re part of the supply chain. Tenders form already has one large partner in UNICEF come out from these two clients and we seek US fund, where they have launched UNICEF to be the company that fills those orders.”

Kid Power, billed as the first ever wearable for There are three other companies in the U. S. good platform. Kid Power is an effort to fight that make RUTF. The U.S. government is one childhood obesity and inactivity in the USA of the biggest funders of the product. and malnutrition in Africa as well.

“UNICEF and USAID have wide distribuThe bands are in Target Stores and are tion networks and established reputations in our target countries to make sure that MANA backed by great partners like Star Wars and Lucas Films. Moore points out, “The Kid Power ends up in the right hands,” describes Moore. launch is proof of the wider concept, that peo“They partner with local governments or nonple right here in the USA can get active and governmental organizations working on the help others.” ground.”

MANA has shipped RUTF to 35 countries, Stop Hunger including Kenya, Sudan, Rwanda, Burundi, After graduating from Harding University, Chad, Sierra Leone, Burkina Faso, Ethiopia, a small Christian college in Arkansas, Moore Nigeria, Syria, Pakistan, North Korea, and lived in eastern Uganda for nine years serving Guatemala, to name a few.

3 packs 6 weeks

nearly 20 million children under five suffer from Severe acute malnutrition.

1

A CHILD DIES DUE TO MALNUTRITION EVERY

8 seconds IN A YEAR THAT IS

3,942,000

most children suffering from Severe acute malnutrition live in south asia and sub-saharan africa. . Sources: www.unicef.org/media/files/Community_Based__Management_of_Severe_Acute_Malnutrition.pdf

CENTRAL AMERICA SOUTHEAST ASIA MIDDLE EAST CENTRAL AMERICA SOUTHEAST ASIA MIDDLE EAST

MEXICO 2012 / 0 KIDS 2013 / 6 KIDS

MEXICO 2012 / 0 KIDS 2013HAITI / 6 KIDS

2012 / 25 KIDS

CAMBODIA 2012 / 0 KIDS 2013 / 10 KIDS

CAMBODIA 2012 / 0 KIDS 2013 / 10 KIDS

HAITI2013 / 317 KIDS 2012 / 25 KIDS 2013 / 317 KIDS

PAKISTAN 2012 / 0 KIDS 2013 / 34,784 KIDS

PAKISTAN 2012 / 0 KIDS AFGHANISTAN 2013 / 34,784 KIDS

2012 / 0 KIDS

2013 / 10,145 KIDS AFGHANISTAN 2012 / 0 KIDS 2013 / 10,145 KIDS

AFRICA

AFRICA

BURKINA FASO 2012 / 0 KIDS

GHANA 2012 / 0 KIDS

BURUNDI

LIBERIA

BURKINA FASO 2013 / 1 KIDGHANA 2013 / 21 KIDS 2012 / 0 KIDS 2012 / 0 KIDS 2013 / 1 KID 2013 / 21 KIDS

KIDS 2012 / 0 KIDS BURUNDI2012 / 14,000 LIBERIA 2013KIDS / 900 2012 KIDS / 0 KIDS 2013 / 5,091 KIDS 2012 / 14,000 2013 / 900 KIDS 2013 / 5,091 KIDS

1

UNKNOWN

3 packs 6 weeks CHAD

1

2013 /36,232 KIDS UNKNOWN 2013 /36,232 KIDS

MANA aims to prevent child deaths due to severe acute malnutrition by treating the condition through the production and distribution of ready to use fortified foods.

MALAWI

CHAD 2012 / 2,000 MALAWI KIDS 2012 / 0 KIDS 2012 / 2,000 KIDS 2013 / 1,1252012 KIDS/ 0 KIDS 2013 / 1,800 KIDS 2013 / 1,125 KIDS 2013 / 1,800 KIDS

of mana DR a day for CONGO

NIGERIA

DR CONGO NIGERIA 2012 / 15,000 KIDS 2012 / 45 KIDS 2012 / 452013 KIDS / 1,947 2012 KIDS KIDS/ 15,000 2013 / 52,896 KIDS 2013 / 1,947 KIDS 2013 / 52,896 KIDS

3 can saveETHIOPIA a starving childs TANZANIA life

ETHIOPIA TANZANIA 2012 / 2,0852012 KIDS/ 0 KIDS 2012 / 0 KIDS 2012 / 2,085 KIDS 2013 KIDS / 101,834 2013 / 101,834 2013KIDS / 1 KID2013 / 1 KID

today mana nutrition can produce up to

location unknown.

Delivered throughout the US for International Development.

ExactExact location unknown.

Delivered throughout Africa byAfrica the US by Agency forAgency International Development.

Opposite page photograph byImages.

Silent Images.

Above graphics not to scale.

Opposite page photograph

by Silent Above graphics not to scale.

21,000 kg 15,000 6 weeks (that’s 46000 lbs!) each day, enough to feed

children suffering from SAM for

+

+

1 pack 30 cents of mana costs

fortified peanut butter paste

milk powder

vitamins and minerals

to produce and deliver

november/december 2015 | greatercharlottebiz.com

21,000 kg 15,000 6 weeks 1 pack 30 cents

allison fowler

with his wife as missionaries.

“Because my wife is a registered nurse, we tended to see a lot of people needing health care. Malnutrition was not our reason for being in Uganda, but we certainly saw malnourished children. Looking back we saw them every day and many times did not even know it.

Upon returning to the United States, he earned a master’s degree at Georgetown University and then served as a Legislative Fellow and Africa Specialist in the United States Senate. It was there that Moore was exposed to food aid issues and first learned about RUTF.

starting another hunger-related non-profit in Arkansas.

Moore chose Charlotte as the company’s headquarters, relatively close to the Fitzgerald factory. A main consideration was the accessibility to a major airport. Moore now lives in Charlotte with his wife and four children.

In the beginning, raising the money was tough, according to Moore. The Halbert Harmon Foundation provided $1 million.

The people of Fitzgerald, Ga., wanted the jobs so they backed the effort by assisting on a $2 million loan. The biggest funder was the Children’s Investment Fund in London, which provided $13 million dollars in loans and grants.

MANA is still growing strong. A new construction project is in the works will expand their Georgia factory from 35,000 to 50,000 square feet. Production there will double within three years time, according to Moore.

MANA won’t solve the problem of world hunger. But it will help a desperate mother feed her starving child. And to that mother, and that child, that means everything.

“I love my job,” says Moore. “It’s an honor to go to work every day and know we are making a difference. Someday, we hope, the

scientists and the economists and the politicians will find a comprehensive solution to the problem of world hunger. And we hope that day comes soon. But until then…there’s MANA.” Zenda Douglas is a Greater Charlotte Biz freelance writer.

Some images provided by the company.

MANA Nutrition and NetSuite MANA Nutritive Aid Products, Inc. dba

MANA Nutrition 130 Library Lane Matthews, N.C. 28105 Phone: 855-438-6262 Principal: Mark Moore, Founder and CEO Established: 2009 Locations: Headquartered in Charlotte; facility in Fitzgerald, Ga. Employees: 5 in Charlotte; 55 in Fitzgerald, Ga. Business: Nonprofit manufacturer and distributor of ready-to-use therapeutic food to the global marketplace. www.mananutrition.org

JP Morgan Chase and MANA Nutrition

“I love my job. It’s an honor to go to work every day and know we are making a difference. Someday, we hope, the scientists and the economists and the politicians will find a comprehensive solution to the problem of world hunger.

And we hope that day comes soon. But until then… there’s MANA.”

Moore started MANA with the help of friends Bret Raymond, David Todd Harmon and Brett Biggs. Biggs now serves on the board, Harmon leads the MANA operational team and Raymond championed acceptability studies and other efforts in Rwanda before

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HEALTH CARE COSTS

How Can We Make Health Care More Affordable?

YEAR THREE OF ACA FINDS HIGHER UTILIZATION RATES, RISING DRUG COSTS, AND INCREASED EMERGENCY ROOM VISITS LEADING FACTORS DRIVING RATE INCREASES

2016

marks the third year of the Affordable Care Act (“Obamacare”) and employers, consumers and insurers alike are concerned that the “affordable” component of the health care reform legislation is proving elusive. North Carolina consumers who buy their own health insurance are facing major price increases this upcoming year.

The state Insurance Department has approved rates covering about 610,000 people that will be one-third to one-fifth

higher in 2016. Blue Cross and Blue Shield of North C a rol i n a ( B C BSNC) i s approved for an average 32.5 percent rate increase, Aetna is approved for an average 24 percent increase, and UnitedHealthcare for an average 20 percent increase.

North Carolina’s increases are among the highest for the 37 states that rely on the Healthcare.gov website, according to government figures.

Cost Transparency: Let’s Talk Cost BCBSNC

Uncoordinated Care: Let’s Talk Cost BCBSNC

by michael j. solender

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november/december 2015 | greatercharlottebiz.com

ER Alternatives: Let’s Talk Cost BCBSNC

Why Are Costs Ballooning?

BCBSNC is the state’s only insurer with products available in all 100 North Carolina counties. The company is one of four providers in 2016 to offer plans to North Carolina residents through the Healthcare.gov exchange. BCBSNC, Aetna (which operates as Coventry Health Care of the Carolinas), and United Healthcare are joined in 2016

by Humana which will offer plans in the Winston-Salem and Charlotte areas.

Mainly in direct response to higher than anticipated claims data seen during the first half of 2015, BCBSNC did adjust their 2016 ACA rate filing with the North Carolina Department of Insurance. They upped their request from an earlier ask of 25.7 percent to an average increase of nearly 35 percent. The increase affects rates for individual customers under age 65 with ACA plans both on and off the Exchange beginning January 1, 2016.

“We are working in a volatile environment with high risk,” comments Gerald Petkau, BCBSNC’s senior vice president and chief financial officer. “While disappointing, this year’s results are not surprising given the trends we’ve observed throughout the year.

Having adequate reserves means we are wellpositioned to weather this difficult year; the company is strong, well-capitalized and well positioned for the future.”

John Roos, senior vice president, Sales, Marketing & Communications, says that a number of factors were driving BCBSNC’s rate increase request including an unhealthier-than-projected mix of subscribers, spending that did not level out as anticipated,

“WE EXPECTED THAT NEW ENROLLEES WOULD SEEK CARE UPON OBTAINING ACA COVERAGE, BUT THAT DEMAND WAS EVEN HIGHER THAN EXPECTED. TO PUT THAT IN CONTEXT, LAST YEAR IN THE BCBSNC ACA POOL OF 400,000 CUSTOMERS, JUST 5 PERCENT OF THE POOL ACCOUNTED FOR MORE THAN $830 MILLION IN MEDICAL CLAIMS. DURING THE SAME PERIOD, WE RECEIVED $75 MILLION IN PREMIUMS FROM THAT GROUP—LESS THAN 10 PERCENT OF THEIR MEDICAL CLAIMS.”

dramatic increases in prescription drug costs, and increased access to costlier emergency room care.

“We expected that new enrollees would seek care upon obtaining ACA coverage, but that demand was even higher than expected,” Roos explains. “To put that in context, last year in the BCBSNC ACA pool of 400,000 customers, just 5 percent of the pool accounted for more than $830 million in medical claims. During the same period, we received

23 Transparency: Let’s Talk Cost BCBSNC greatercharlottebiz.com | november/december 2015

(l to r) Gerald Petkau Sr. Vice President and CFO John Roos Sr. Vice President, Sales, Marketing & Communications Blue Cross and Blue Shield of North Carolina

$75 million in premiums from that group—less than 10 percent of their medical claims.”

Like other insurers in the state and nationwide, BCBSNC is still in the learning phase regarding the ACA, what’s working and what still needs additional focus.

“The industry generally had two expectations of ACA customers,” says Roos. “First, that we would see healthier customers enroll

in the second year; and second, that health care costs would level out as pent-up demand for services minimized.

“Based on our data, neither expectation is proving true. Our claims and expenses are higher than our premiums and we need to take steps now to protect the sustainability of plans for our customers over the long term.”

Unsustainable Losses HEALTH CARE CLAIMS ON THE RISE

• ACA customers who enrolled in 2014 went to the ER more this year than last.

• ACA customers who enrolled in 2015 are visitng the ER even more than their 2014 counterparts.

• Prescription drug costs for ACA customers increased significantly between 2014 and 2015 – more than any other medical cost category, including doctor visits, ER visits and hospitalizations.

• ACA customers new to BCBSNC in 2014 and 2015 are driving the majority of increased costs. Many receive ongoing medications for chronic conditions like diabetes and arthritis and are expected to stay on these medications.

• The use of high-cost drugs is more frequent among ACA customers. For example, ACA customer spending is twice as high for expensive hepatitis C drugs, 25 percent higher for mental health prescriptions and 18 percent higher for diabetes medications, compared to other customers.

november/december 2015 | greatercharlottebiz.com

According to Petkau, BCBSNC experienced operating losses in their ACA business of $123 million dollars in 2014. “This is an unsustainable figure,” he says.

BCBSNC’s recent claims data shows a sharp increase in spending in medical services in 2015 compared to 2014, fueling the necessity for the rate increase request.

Additionally, BCBSNC’s recent claims review found some significant unfavorable trends. First, health care spending among ACA customers increased each month, up 30 percent in January through June of this year compared to the first six months of 2014.

Second, there was a 27 percent increase in the number of emergency department visits in January through June of this year compared to the same period of 2014. Many of these were for conditions that could have been better treated in a different, less expensive care setting, such as urgent care.

Third, drug spending increased 33 percent in the first half of 2015 compared to January through June of 2014. This makes prescription drugs the fastest-growing component of medical spending in BCBSNC’s ACA business.

94.2 PERCENT OF BCBSNC’S ACA CUSTOMERS QUALIFIED FOR FINANCIAL SUBSIDIES AND NEARLY A FIFTH OF THEM DISCONTINUED COVERAGE AFTER SEVERAL MONTHS. MOST OF THESE CUSTOMERS PURCHASED A PLAN, PAID THEIR INITIAL PREMIUM, USED COSTLY HEALTH CARE SERVICES, THEN DROPPED THEIR COVERAGE. An additional, somewhat hidden cost borne by the insurer, are the ACA customers who use their benefits early and then drop coverage or stop paying premiums. Other customers who cancelled their plans were among the healthiest customers, those who had not filed any claims. Lacking a balance of healthy and sick customers is yet one more factor figuring into rate increases.

BCBSNC’s chief actuary Patrick Getzen points out that the ACA continues attracting people who had trouble getting insurance in the past: sicker, older customers who tend to run up medical costs. Getzen says 94.2 percent of BCBSNC’s ACA customers qualified for financial subsidies and nearly a fifth of them discontinued coverage after several months.

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“Most of these customers purchased a plan, paid their initial premium, used costly health care services, then dropped their coverage,” he remarks. “This is an unintended consequence of the way the law is written.”

North Carolina has the fourth highest enrollment level under the ACA behind only Texas, Florida, and California according to the Centers for Medicare & Medicaid Services.

Statewide enrollment saw 459,714 North Carolina residents enrolled under the ACA as reported in June.

“As far as projected rate increases across the nation, North Carolina is certainly not an outlier,” says Petkau.

The New York Times reported health insurance companies across the nation are seeking increases between 20 and 40 percent for 2016.

Minnesota alone saw four separate insurers seek increases of 50 percent or more.

Fluctuations in rate requests by states are attributed to differences in population demographics, price of services, local practice patterns and the population of uninsured.

Uncompensated Care Uncompensated care is another contributing factor to rate increases.

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Nearly 40 percent of North Carolina’s uninsured are eligible for Medicaid or subsidized insurance yet have not enrolled, according to 2014 FINANCIAL PERFORMANCE a recent Kaiser Family Foundation report. The billion Revenue report showed 289,000 people $8.0 or 25 percent million) Net Income ofConsolidated the 13 million uninsured had($50.6 not enrolled through ACARatio exchanges. (.06%) Net Income The report ACA $266.7the million Taxes Paid in 2014indicated because

2014 FINANCIAL PERFORMANCE $8.0 billion Revenue

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Fully Insured Claims and Medical Expenses Paid

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($50.6billion million) $8.0 (.06%) ($50.6 million)

Fully Insured Taxes Paid in Claims 2014 and Medical Expenses Paid Fully Insured Claims and Months Claim in Paid Reserve Medicalof Expenses

$266.7 million $6.4 billion

Percentage of Premium Dollar Months of Claim in Reserve Spent on Medical Expenses Percentage of Premium Dollar Spent on Medical Expenses

$266.7 (.06%) million

3.6 months $6.4 billion 87.3% 3.6 months 87.3%

envisioned low-income people receiving coverage through Medicaid, it does not provide financial assistance to people below poverty for other coverage options. As a result, in states that do not expand Medicaid (such as North Carolina), many adults will fall into a “coverage gap” of having incomes above Medicaid

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greatercharlottebiz.com | november/december 2015

• Government officials and the insurnce industry knew that the ACA woudl bring a surge of people seeking needed care in 2014. However, the expectation that the healthier ACA customers would enroll in 2015 has not proven true.

• Health care claims are not leveling out. Many ACA customres have chronic conditions, such as heart disease and diabetes, that contribute to higher health care costs.

• The current health care spending trend and mix of customers is not sustainable.

Without sufficient rates, we will not be able to cover the cost of services that our customers rely on.

eligibility limits but below the lower limit for marketplace premium tax credits.

More and better education may help address the inherent contradiction between the high subsidy rate and stubbornly high rate of uninsured.

Petkau notes that while income-based subsidies provided by the ACA help defray insurance costs for persons with incomes between 100 percent and 400 percent of federally established poverty levels, many residents eligible for coverage are not obtaining it.

The National Center for Health Statistics

reported during ACA’s first year, North Carolina’s uninsured rate fell 13 percent in 2014.

Estimates indicate nearly 90 percent of North Carolinians covered in 2015 got subsidies. Yet according to a recent survey conducted by the Commonwealth Fund, a private quality health care advocacy group, affordability remains a top reason amongst people seeking health care coverage today.

Their research found among those adults who said they did not enroll because they could not find an affordable plan and did not enroll through a different source, more than half had incomes that made them eligible for subsidies. It is unclear whether the subsidies are insufficient across income levels to help all those eligible enroll or whether there is a lack of clear information about the subsidy assistance and the actual net costs of insurance to potential enrollees.

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BCBCNC is working hard to underscore transparency at all levels in the health care equation, confident that better informed members make better and more cost effective decisions regarding their health care.

“Price transparency is tremendously important to us and we will be even more transparent in 2016,” says Roos. “We recognize health insurance and health care can be complicated. We’re working to provide resources to make plan and health care service shopping and provider quality information easily accessible to our members.”

Health care consumers are well-served to evaluate not only premium rates but co-pays, deductibles, drug coverage and quality of care information regarding providers and facilities they may access. To that end, BCBSNC is also better arming their customers, and the general public, with information and tools available on their website to help them make better and more informed choices about their care.

“We’re working to take the mystery out GAP IN COVERAGE FOR ADULTS IN STATES NOT EXPANDING MEDICAID UNDER THE ACA

BCBSNC INITIATIVES THAT ARE making health care better all across North Carolina

of health care by providing cost information about more than 1,200 procedures,” touts BCBSNC President and CEO Brad Wilson.

“This information will help consumers get more bang for their health care buck.”

Roos points out, “You can get a printout that will provide you with what your policy will cover as well as what your co-pay and deductible will be for any of the listed procedures.”

With the new Web-based tool, consumers can easily compare the cost of common procedures— an important factor in ensuring they get the best value for their health care dollar.

As an example, the amount a customer might

“PRICE TRANSPARENCY IS TREMENDOUSLY IMPORTANT TO US AND WE WILL BE EVEN MORE TRANSPARENT IN 2016. WE RECOGNIZE HEALTH INSURANCE AND HEALTH CARE CAN BE COMPLICATED. WE’RE WORKING TO PROVIDE RESOURCES TO MAKE PLAN AND HEALTH CARE SERVICE SHOPPING AND PROVIDER QUALITY INFORMATION EASILY ACCESSIBLE TO OUR MEMBERS.” pay for a knee replacement in the Triangle can vary by nearly $15,000 depending on which hospital the customer chooses.

Many consumers believe that the highest cost facility is the highest quality facility, but that’s often not the case, Roos points out: “We know that our customers want the highest quality health care, but like any purchase they make, they don’t want to pay more than they have to. Our tool allows them to make informed decisions about health care just as they would any other major purchase.”

The cost comparison tool, bcbsnc.com / healthcarecost, enables consumers to compare cost of common health care procedures at hospitals and other health care providers based on BCBSNC’s broad-network Blue

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HERE’S WHAT HAPPENS WHEN 60,000 PEOPLE DROP THEIR INSURANCE COVERAGE

Health insurance works by having a large pool of customers paying in. So when a fraction of that pool drops out, it’s no big deal since there are a lot of people left, correct? It turns out that it actually is a pretty big deal. These numbers matter because the people who drop are no longer paying into the system. It puts a ripple in the insurance pool by reducing the amount of money paid in to offset the cost of people who need a lot of expensive medical care. And it makes predicting future insurance rates even more challenging. For BCBSNC, a higher-than-anticipated number of customers not paying premiums or dropping coverage has introduced volatility to the rate-setting process, and contributed the average premium increase of 34.6% for 2016 (for individuals under the age of 65 with an ACA plan).

CEO Brad Wilson of BCBSNC on Carolina Business Review

plan with their preferred health system of choice through Blue Local and Blue Value.

These plans have been a popular and affordable choice. Nearly 60 percent of customers in the Triangle and Charlotte areas are currently on a lower cost plan.

“North Carolinians are more actively involved in health care decisions—including choosing a health plan—than ever before,” adds Roos. “Offering the right balance of cost and plan design for consumers is vital to our business.”

Those searching for silver linings for the future of ACA and the state of health care are not without hope. Better informed consumers can make better choices about their health care and drive an increasing industry movement towards better, not simply more health care.

“NORTH CAROLINIANS ARE MORE ACTIVELY INVOLVED IN HEALTH CARE DECISIONS— INCLUDING CHOOSING A HEALTH PLAN—THAN EVER BEFORE. OFFERING THE RIGHT BALANCE OF COST AND PLAN DESIGN FOR CONSUMERS IS VITAL TO OUR BUSINESS.” Accountable Care Organizations are one example employed by BCBSNC where doctors and hospitals work together as a team to deliver high quality efficient, results-based care. Efforts to reduce medical errors are returning multiple benefits, notably patient safety. Here hospitals are incentivized in reducing their error rates

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which contributes to higher quality care.

BCBSNC is also working to make more affordable, convenient care options and alternatives to costly emergency room visits. These options include urgent care centers and 24/7 staffed nurse advice hotlines to help customers choose the right treatment options.

BCBSNC uses its experience and purchasing power to negotiate discounts on its customers’ behalf so they don’t pay more than they have to. The company has on-site representatives at hospitals throughout the state to directly answer questions and provide support to customers.

Roos points out that establishing and maintaining a healthy lifestyle are arguably the first, and best, line of defense against illness. To that end, BCBSNC continues into 2016 with their very enthusiastic Live Fearless campaign inspiring North Carolinians to get inspired to take action to work hard, play hard and live life to the fullest.

The insurer has a number of programs including nutrition counseling, fitness discounts, community gardening activities, and a network of greenways and trails contributing to a healthier state.

With nearly two years of ACA experience under their belt, insurers and consumers continue to look for market stabilization and better, more affordable health care. Clearly, there is still much work to be done.

Michael J. Solender is a Greater Charlotte Biz freelance writer.

Charts, images and information provided by BCBSNC.

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Blue Cross and Blue Shield of North Carolina (Not for Profit) 5901 Chapel Hill Road Durham, N.C. 27707 Phone: 919-489-7431 Principal: J. Bradley Wilson, President and CEO; Gerald Petkau, Sr. Vice President and CFO; John Roos, Sr. Vice President, Sales, Marketing & Communications; Patrick Getzen, Vice President and Chief Actuary Founded: 1933 Employees: Over 4,800 Taxes Paid: $266.7 million (2014) Business: Serves more than 3.9 million members and is state’s largest health insurer; network includes more than 98 percent of medical doctors and over 99 percent of general acute care hospitals in North Carolina. www.NCHealthReform.com; www.BCBSNC. com; www.connect.BCBSNC.com; www.

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WHY ARE HEALTH CARE PREMIUMS STILL BALLOONING? NORTH CAROLINA’S LEGISLATIVE DEBACLE CONTINUES TO HIKE HEALTH CARE PREMIUMS

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hen Blue Cross Blue Shield of North Carolina announced a 32.5 percent average rate increase in health care premiums for 2016, it came as no surprise given the losses they had accumulated since the implementation of the Affordable Care Act (ACA). They indicated that “pentup demand”—new ACA subscribers’ previously unmet health care needs—far exceeded their expectations.

According to John Roos, Sr. V.P. of Sales, Marketing & Communications, “In the BCBSNC ACA pool of 400,000 customers, just 5 percent of the pool accounted for more than $830 million in medical claims. During the same period, we received $75 million in premiums from that group…less than 10 percent of their medical claims.”

Even with federal reimbursement of losses from subsidized policyholders, the losses are extreme and unsustainable. Adding insult to injury, BCBSNC also witnessed a 33 percent increase in drug costs during that same period.

This is the third annual renewal period for the ACA, yet there continue to be significant premium increases and non-stop escalation of health care costs. Expectations for leveling of costs have not been realized even though more individuals are obtaining coverage and consumers are beginning to shop for health care more aggressively.

Unfortunately, the health care quagmire is not being helped by the continuing battle between Republicans and Democrats waged on the federal and state levels with no consensus about confronting costs and/or expanding coverage.

Since the implementation of the ACA, North Carolina has refused to expand Medicaid and only recently opted to set up its own privatized Medicaid system—which has yet to be established. As a result, the impact of people receiving uncompensated care continues to grow, thereby shifting costs on to premium payers.

In North Carolina, insurance commissioner Wayne Goodwin can be given credit for battling rising homeowners’ insurance rates and pushback against hikes in auto insurance rates. He is widely lauded with delivering some of the lowest rates in the country to North Carolina policy holders.

With the same tenacity, commissioner Goodwin says he was hoping to expand competition for health care and had identified at least two additional companies to participate in a state-based exchange and was confident of a handful more, boosting competition and pushing premiums downward, or at least constraining premium increases.

However, he has not been allowed.

A 2013 law passed by the Republicancontrolled legislature actually blocked him from taking a tougher line on rates and forbid the office from offering advice on how to shop for more affordable plans.

Furthermore, the N.C. Departments of Insurance and Health and Human Services were barred from expanding Medicaid and from setting up a separate North Carolina Health Exchange, and the legislature ordered them to, in fact, return the $74 million in federal aid that had been allotted to support the creation of a state exchange and to provide support to people choosing health care coverage.

“I’m frustrated, angry and sad that… our office is prohibited from acting in ways that I expect and the people expect. We can do better, as a state we can do better,” says Goodwin, a statewide-elected Democrat.

Ned Barnett of The Raleigh News & Observer has commented, “For Republicans, the messier and more expensive ‘Obamacare’ gets in North Carolina, the better. After all, they said it would be a ‘trainwreck,’ and in North Carolina they did all they could to bend the rails.”

The legislature’s resistance to all aspects of the ACA results in increased premiums for North Carolinians to cover (i) a 4 percent tax for using the federal exchange that might have been lower in a state exchange; (ii) higher rates to cover sicker and more expensive patients in the ACA pool that would otherwise have been covered by a Medicaid expansion; and (iii) increased costs for hospitals because of the lack of expansion.

Goodwin maintains that cooperation in Congress could fix some of the ACA’s flaws and the legislature could reduce costs through Medicaid expansion. No state exchange, no state insurance department advocacy, no Medicaid expansion, Goodwin says, have “put us in North Carolina, in many respects, at ground zero for the worst possible result.”

On the other hand, some support the state’s decision against expanding Medicaid, citing other state that did expand Medicaid and are now experiencing rising health care costs that will eventually exceed federal reimbursements.

Businesses may want to provide coverage, but unpredictable premiums that have swollen beyond affordability make it increasingly difficult, and in some cases prohibitive, to do so. Unfortunately, there is little progress for premium payers. So the battle over health care continues, with no end in sight.

29

Building YOUR Beverage

BRANDS

BYB Brands Creates and Sells

People Want!

N

by arden mclaughlin

orman George sat among his Coca-Cola Bottling Co. Consolidated peers antsy—ready for a change. He’d been with the company for several decades. He loved the complexities of the beverage industry; that every day brought a new challenge and new reward. He also appreciated the Christian-based leadership of J. Frank Harrison III, chairman and CEO of the Charlottebased company.

But, his entrepreneurial spirit needed to be fed in a new way. So, he decided to toss an idea to the board.

“At the time, I was wondering how unknown beverage ideas bring their flavors to life,” George remembers, leaning back in his chair. “For me, Coke would always be at the top of the list. But, I knew that people’s tastes were expanding, and I thought the company had an opportunity to expand with them.”

31

greatercharlottebiz.com | november/december 2015

Norman C. George General Manager BYB Brands, Inc. (Part of Venturing and Emerging Brands of Coca-Cola North America)

VEB Brand Building Phases

With the agreement of the board, George began the process of creating BYB Brands as a division within the company dedicated to brand creation for new beverages with George as general manager.

“I wasn’t aiming for the role, but I guess he who has the idea has to make it happen, right?” he chuckles, recalling the swift transition in his career.

In the last 10 years, George and the BYB Team have launched two major beverage lines and elevated the company to new ownership and a wider distribution base.

Building a Brand

32

The first brand created by BYB was Cinnabon Lattes. George, with his creative passion for business, saw an opportunity in beverages that started as niche.

Bottled coffee was a new concept and popular with a wide demographic, so BYB cut a license deal with Focus Brands, Cinnabon’s parent company, to build the sweet and decadent flavor of the world-famous Cinnabon rolls into a premium ready-to-drink coffee.

Cinnabon Lattes were in the marketplace for about a year and a half while bottled lattes were all the rage; however, this brand could not gain national consumer traction and the BYB team decided to retire the product and move on.

“The beverage industry is tough,” George affirms, shaking his head. “I’ve been in it more than 30 years and I continue to marvel at what works and what does not.”

Over the years, George’s team built and launched a multitude of beverages including Country Breeze and Bazza Teas, Bean and Body coffee, Fuel in a Bottle, and Tum-E Yummies. Of these, only Tum-E Yummies remains in the marketplace.

In fact, Tum-E Yummies is growing in reach. The low-sugar, fruit-flavored beverage is No. 1 in retail dollar sales in the convenience retail channel across the U.S. (AC Nielsen) in the Juice Drink Category and now expanding into grocery stores.

Tum-E Yummies hit the market in February 2006. George and his team saw an opportunity in low-calorie beverages for children. With a marketing plan targeted specifically to parents and caretakers who want to treat their children with a low-sugar drink, his team began formulating Tum-E Yummies.

november/december 2015 | greatercharlottebiz.com

Tum-E Yummies is a line of great-tasting, non-carbonated, fruit-flavored water drinks.

They are loaded with 100 percent daily value vitamins B6, B12 and C. Each bottle has 50 calories, 13 grams of sugar, and no sodium.

Tum-E Yummies are packaged in a 10.1 oz. bottle with a sport cap and are available in five flavors (Very Berry Blue, Orange-arific, Fruitabulous Punch, Greentastic Apple, and Sour-sational Raspberry).

Within in three years, Tum-E Yummies grew into 85 percent of the Coca-Cola Bottling direct store delivery markets. In 2009, when many were having challenges, BYB’s Tum-E Yummies was succeeding. Tum-E Yummies is now in more than 100,000 retail outlets across the U.S. “Tum-E Yummies was cash-positive after three years and has been every year since,” George remarks. He hails his hard-working team for the success; many were selling Tum-E Yummies out of personal vehicles, in parking lots, basically anywhere and everything to build a product in which they believed.

The brand has also launched a multi-pack line extension sweetened with a blend of real sugar and stevia. The additional blend features the same vitamin-packed ingredients as the company’s original product, while being responsive to the growing demand for alternative sweeteners.

Beverages That Succeed George’s pride in his team has helped them reach the shared destination that completes the vision of BYB. The company’s destination is to “Be leaders and win in the marketplace.”

ONLY13g SUGAR

50 CALORIES

“The best potential product in the world will not overcome picking the wrong distribution partner.

Not all products are suitable for the big brand beverage companies. Some are better served through more nurturing routes that will allow them to build to scale. It’s for that reason that BYB exists.”

Creating a beverage that succeeds in the marketplace takes a balance of art and science.

Choosing different drinks, flavors and ideas requires a variety of tactics: evaluating categories and consumer needs not being met or with few choices in the space, attending beverage entrepreneurial shows to see emerging products, and entertaining very small beverage upstarts interested in investments or purchasing from BYB. Once a beverage is in the BYB wheelhouse, the company begins to study its competitive landscape.

100% They need to underVitamin C, B6, B12 stand the

NO SODIUM

targeted consumer base for the product and the growth potential in the marketplace.

The beverages are then packaged and branded for testing in consumer focus groups throughout the country. BYB tests things like the concept and packaging first, i.e., no brand name is attached to a beverage when it hits the senses of the consumer focus group. The idea is to gather as much information as possible regarding the consumer’s willingness to purchase it before branding it.

However, George knows that testing, research and data analysis can only get a beverage so far in this highly competitive industry.

“The best potential product in the world will not overcome picking the wrong distribution partner,” he explains. “Not all products are suitable for the big brand beverage companies. Some are better served through more nurturing routes that will allow them to build to scale. It’s for that reason that BYB exists.”

George points out that building the next billion-dollar brand takes more than tenacity. “It takes an understanding of the industry, the courage to take risks, the grace to accept failures, and a leadership ability that embraces success while exuding humility,” a talent that he comments is almost lost in the business world today.

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who he is and what kind of people he wants to lead. He emphatically states, “I have passion every day I get up. I enjoy the industry and its complexities. If you have a good product and good people who believe in the product, you will do great.”

“Hiring is the most important decision you will make,” he declares. His hiring process has always been a team activity from the very beginning.

The process centers around the mission of BYB Brands: To create and sell brands people want! It then leads into values which include: innovation, passion, undying optimism,

In fact, Tum-E Yummies is growing in reach. The lowsugar, fruit-flavored beverage is No. 1 in retail dollar sales in the convenience retail channel across the U.S. (AC Nielsen) in the Juice Drink Category and now expanding into grocery stores.

BYB Brands will continue to move down the path of trying to answer consumer need states that haven’t been met yet, George says.

“We’re innovators, and we’ve got to think differently,” he says. “We’ve got a different mission that has a different feel to ensure that we’re quick, nimble and easy to do business with. We’ve got to be quick to respond.”

Creating a Culture

34

George admits the first 18 months were tough. Through the brands launched and many more ideas considered, he discovered success has a short memory. He’s learned from mistakes made, but has not dwelt on them. And, he’s surrounded himself with a strong team.

He says his folks hustled for their success because they believed in the brands they were creating. But even more than belief in the brands, they believed in the culture being modeled by the leadership team.

George readily acknowledges he knows

and respect. During interviews, candidates are asked situational questions in an effort to glean how they have responded to similar situations in prior work and life experiences.

Through the interviewing process, George and his team begin to assess how a candidate will respond to another core part of the BYB culture: The “Gotta Do’s.” Upon talking about the “Gotta Do’s” George presents a freshly laminated document listing them to demonstrate how serious he is about these 14 actions that each person on his team has “gotta be willing to do.”

The actions include: Always do the right thing; be flexible and fast; take action; live within our means; have fun and demonstrate a sense of humor.

november/december 2015 | greatercharlottebiz.com

George says that to succeed, potential team members have to have muscle and experience. They have to be willing to share experiences in the field—be book smart and street savvy. George also stresses the importance of surrounding one’s self with different people who have different experiences from different walks of life.

Team members have bought into George’s vision and “Gotta Do’s” readily. What started with George and his idea has grown to 40 full-time team members stretching from San Diego to Charlotte to Boston.

George emphatically attributes their success and growth to the culture. “People look at your feet, not at your mouth,” he says repeatedly. “Culture is a huge part of who we are. I’m so proud of our folks.”

Expanding Horizons BYB Brands success isn’t limited to the brands it has built. It recently was acquired

by The Coca-Cola Company in a stock purchase, becoming the newest addition to the Venturing and Emerging Brands (VEB) business unit. BYB Brands now finds itself in unit with such illustrious brands as Honest Tea, Hubert’s Lemonade, Hansen’s Natural Soda, and ZICO Coconut Water.

Coke’s VEB unit was created in 2007 to identify and build the next generation of billion-dollar brands in North America.

VEB breaks down the players in the beverage market into one of five phases of development based on company revenues: Experimentation (less than $10 million), Proof of Concept (between $10 million and $50 million), Pain of Growth (between $50 million and $150 million), Scale to Win (between $150 million and $350 million), and Mainstream (billion-dollar brands).

Rather than waiting until a company breaks into the mainstream to consider an investment or acquisition, VEB identifies interesting companies earlier along the growth curve. Specifically, VEB targets companies that have reached the Proof of Concept phase, since they have already beaten the odds and established themselves in the marketplace.

VEB’s strategy is to take a minority interest in the company first and, then, if the company continues to be successful, The Coca-Cola Company might acquire 100 percent of the business.

Only 3 percent of all beverage brands reach VEB’s Proof of Concept phase, and George and his team can take the credit for boosting BYB’s Tum-E Yummies into the inner circle.

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greatercharlottebiz.com | november/december 2015

and equally grateful for the incredible support of the Consolidated board,” George says, with more than a little pride.

Being part of the larger entity will extend BYB Brands Tum-E Yummies’ reach into grocery stores.

It’s currently No. 1 in consumer sales in the youth drink category in the convenience retail category. George believes this top rating, along with the nurturing environment with VEB, will bring strong standings in

grocery stores as well.

With change in ownership comes a new opportunities for BYB, too. In September 2015, the BYB teams began helping support Peace Tea. Bottled teas are the top product for the late teen to early 30s demographic and second overall for most-consumed nonalcoholic beverages.

Peace Tea is marketed as the connector of people, places and things which inspire, encourage and promote peace. It comes in six flavors and is only 50 calories per serving, with no high fructose corn syrup and no artificial colors.

George knows working on Peace Tea is an exciting moment for his team. It allows them to leverage previous learnings to lead to more success.

George says he is looking forward to continuing the integration with Coca-Cola North America’s Venturing and Emerging Brands business unit, and to support new opportunities while experiencing compounded growth for the Tum-E Yummies and Peace Tea brands.

George enjoys building…building brands… building divisions…building cultures. It’s likely, within the next decade, he’ll build the next billion-dollar beverage. It’s also likely he’ll give

“We’re innovators, and we’ve got to think differently. We’ve got a different mission that has a different feel to ensure that we’re quick, nimble and easy to do business with.

We’ve got to be quick to respond.”

all the credit to his BYB teammates as he sits back in his chair and enjoys a cool beverage of his own design.

But then, maybe, he’ll throw back an ice-cold Coca-Cola in celebration of the brand’s 100th anniversary of its patented “hobbleskirt” bottle.

Arden McLaughlin is a Greater Charlotte Biz freelance writer.

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BYB Brands, Inc. (Part of Venturing and Emerging Brands of Coca-Cola North America) 2101 Rexford Rd., Ste. 236E Charlotte, N.C. 28221 Phone: 707-319-0390 Principals: Norman C. George, General Manager; Erin Kelly, V.P. Marketing; Michael Rigtrup, V.P. U.S. West Region; Kyle Thomas, V.P. U.S. Central Region; Brad Keinsley, V.P. U.S. East Region; Gerry Vetter, Director of Supply Chain/Procurement In Business: 10 years (purchased August 2015; created by previous owner Coca-Cola Bottling Co. Consolidated) Employees: 40 Current Brands: Tum-E Yummies; also supports Peace Tea Business: Incubation unit, founded by CocaCola Bottling Company Consolidated, is now part of Coca-Cola North America’s Venturing and Emerging Brands (VEB) business unit, for brand creation. www.tumeyummies.com www.bybbrands.com

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LinkedIn has come to your rescue! There are over 3 million groups on LinkedIn. Essentially, groups are virtual networking events that are available 24/7. They may be local, regional, national and international in scope. Their subject matter covers almost every conceivable industry in existence. Best of all, you can attend, contribute to, and participate in these virtual networking events from the comfort of your home or office at any time.

dropdown list on the left. Then type in your keywords or group name to search. Once you receive your search results, you may refine your search using the checkboxes on the left; or Move your cursor over Interests at the top of your homepage and select Groups. Select the Find a group link on the right side of the page. Type in your keywords or group name to Search.

Is A Group Right For You? Find out by clicking on a group’s About tab. Here you’ll find group rules, a description written by the group’s owner, and the group owner’s name with a link to their profile and when it started. You will also see which of your 1st level connections are members.

The Two Ways to Join a Group 1. Click “Join” on the group Discussions page or anywhere you see the button.

2. Respond to an invitation from a group member or manager.

Strategy for Joining a Group

LinkedIn allows you to join up to 100 groups. We suggest you balance out your 100 to include a variety of groups such as: industry, local, regional, national, international, alumni and personal interest groups. At any time you may decide to leave one and join another.

Some require the approval or invitation by the group manager before you are accepted into the group to make sure you meet their membership criteria.

Contributed by

It is important to join and participate in groups where your target audience can be found. Too many people only join groups within their industry and their peers. For example, a career coach could join a peer group such as the International Coach Federation (61,000 members), a job seekers group such as Job Posting Group (318,000 members), a local business group such as the Greater Charlotte Biz group (665 members), and an Alumni group such as Duke University Alumni Network (29,000 members).

By strategically selecting your 100 groups, you now have the ability to search through the group members to find valuable prospects.

This is accomplished using LinkedIn’s Advanced Search tool available to all members.

Participation in Groups LinkedIn Group Classifications In an effort to keep the groups free of spam and allow for easier navigation, LinkedIn recently changed the classifications to Unlisted and Standard.

Unlisted Groups

Standard Groups

 Unlisted Groups will not show up in search results,  Only the group’s owner and manager can invite members to the group.

 Standard Groups will show up in search results;  Any member can invite any of their 1st degree connections to join.

 Monitor the conversation and interject and contribute to the discussion.  Post news and content that is relevant to the group.  Message members of the group without even being directly connected to them.  Never sell. Educate, communicate and connect instead. This is the essence of social selling.

LinkedIn groups has the potential to expose your profile to hundreds of thousands of people within a short time. This would never be possible by attending networking groups. Join 100 today.

Happy networking!

How to Find Groups LinkedIn has made finding groups easy. You may do so by searching for groups from the Groups You May Like page or the Search field at the top of your homepage. Here’s how: In the search box at the top of any page, select Groups from the

Content contributed by Linda and Ira Bass of IB Media LLC, an advertising media planning and placement firm built using the strategic power of LinkedIn to serve agencies and marketers with a targeted approach to reaching their customers. For more information, please contact Ira Bass at IraBass@IBMedia.biz or 704-989-3790.

Learn more at www.IBMedia.biz or www.LinkedIn.com/company/IB-Media-LLC.

Basses

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greatercharlottebiz.com | november/december 2015

HR/ Administration

Information Technology

Executive Search

Accounting/ Finance

Empowering People, Powering Success!

by gene stowe

S

hared cultural values—strong work ethic, great company culture, and unsurpassed service for clients—are what propelled the union of three regional staffing firms to expand CRG, a staffing and consulting firm with more than 20 years’ experience in the Triad, Triangle and Charlotte markets.

The firm has leveraged its distinctive strengths, recently completing a branding overhaul, and is poised for expansion across the Southeast with a model that gives top talent a stake in their office’s market success.

Jason Heller, a veteran of the staffing industry since 1998 and presently CRG vice president of mergers and acquisition and sales, is credited with corralling the talents of Edmund Walker of W2 Financial, Christiaan Militello and Dianne Gold of Professional Computer Resources (PCR), and Tim Sessoms of ComputerNet Resource Group in High Point, to form a powerhouse staffing firm.

CRG Leverages Staffing Strengths

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greatercharlottebiz.com | november/december 2015

40

Principals of CRG (l to r): Dianne Gold, Director of Human Resources (previous owner of PCR); Christiaan Militello, V.P. IT Consulting (previous owner of PCR); Tim Sessoms, President and CEO (previous owner ComputerNet Resource Group); Jason Heller, Senior V.P. of Mergers & Acquisitions and Sales (previous owner of Mobius Search); and Edmund Walker, V.P. of Staffing Operations (previous owner of W2 Financial).

november/december 2015 | greatercharlottebiz.com

Heller says CRG aims to reach $30 million next year and $50 million in five years. The combined firm has both a Charlotte office and High Point office covering the Charlotte, Triad and Triangle markets, and plans to expand to Raleigh, followed by Washington, D.C., Tampa, and Atlanta as early as 2017.

Leading an Evolving Industry The staffing industry, both permanent placements and temporary contracts, has evolved significantly in recent years, with jobs reaching to high-paying levels.

“When you say ‘temporary,’ most people think of that entry-level admin, somebody on a ladder in a warehouse.

Temporary includes a hundred-dollaran-hour IT professional or accounting professional.

We’ve got people out in the field at over $200 an hour.”

mac330.com

“The idea was to put together a group of companies as a rollup, allowing for greenfield opportunities as well as dynamic growth, as well as being able to do acquisitions,” describes Sessoms, who had turned down earlier overtures to join the initiative until they gathered at Heller’s kitchen table in Cornelius one morning in November 2013.

“I went there, we talked about it, I met the other people and realized it was a quality group of people that looked at this industry

and this business much the same way I did,” continues Sessoms. “I felt like all of them were folks of good character. I got excited about the concept: I looked around the table and thought this could be a great combination.”

Sessoms remains CEO of CRG, Heller is senior vice president of mergers, acquisitions and sales, Walker is vice president of temporary operations, Militello is vice president of IT search, and Dianne Gold, is director of human resources.

The partners spent last year merging their staffs, policies, procedures, and software. This year, with the integration complete, the company has added 19 new clients, for a total of 46 and expects to reach $26 million in revenue, including $20 million in IT alone, along with a stable of over 300 consultants.

“Our candidate databases and CRM’s were combined and we now have access to over 100,000 candidates with 90 percent of them within 50 miles of either office,” touts Sessoms. “That along with keeping 95 percent of the customers since the merger has put CRG on a trajectory of double digit growth.”

In addition to IT, CRG focuses on accounting and finance as well as human resources administration, including executive searches for global directors, CIOs, CFOs, and controllers. It keeps a diverse portfolio rather than relying on the large banking industry in the area.

“Ideally we’re looking for the producer who’s tired of working for the large national firm,” Heller says, explaining that the arrangement combines the most desirable qualities of entrepreneurship and big-company affiliation.

“They can join our company and grow to the next level. That’s how we envision growing this company.”

Accountants First, Advisors Foremost

“When you say ‘temporary,’ most people think of that entry-level admin, somebody on a ladder in a warehouse,” says Heller.

“Temporary includes a hundred-dollar-anhour IT professional or accounting professional. We’ve got people out in the field at over $200 an hour.”

Workers recognize that drastic economic changes have ended their parents’ and grandparents’ expectations of career-long stability at one company, ending with a gold watch and pension.

“In corporate America, there is no more security,” Heller says. “People know they don’t work anywhere for 20 years any longer. You don’t want a temporary job? Every job is temporary. What you’re finding now is people saying, ‘I don’t want a permanent job.’ They love working on an assignment for six months, then getting to go do another one. The whole dynamic has shifted. Companies have started to see it as well.”

“CRG enables such a career by providing a generous benefits package for not only their internal employees but also all their contract employees, with access for everyone including $12-an-hour workers, we offer full medical, dental, disability and 401K options for all their employees and consultants.” Gold says.

“We make money by treating our people like gold,” Sessoms says. “We want to make sure we are different. I fully understand the bad reputation our industry gets. What you hear from candidates is, ‘They just want to get my butt in a seat and get billing.’ The culture I want to have is, ‘Treat them the way you want to be treated.’”

On the permanent-placement side, the firm differentiates itself by finding candidates through networking rather than on job boards.

“I’ve been in this market for 20 years,” Heller says. “I’m not going to go to the job board to find your next candidate. I’ll call CFOs to see who is looking and find a referral candidate.”

“We have a referral bonus plan that is second to none, with referral fees ranging from $250 to $2,500 by just providing a name and contact information,” Militello contributes.

“This type of plan helps us grow organically and build a solid foundation for our future growth and turn candidates into long-term clients.”

Audit & Attest Services

Tax Compliance & Planning

Accounting Services

Real Estate Consulting Services

Governmental & A-133 Audits

Estate & Trust Tax Planning

Merger & Acquisition Planning

Multi-State Tax Planning

1 0 8 1 5 SikeS Pl ac e, Su ite 1 0 0 | c h ar l otte, N c 2 8 2 77 7 0 4 - 8 4 1 - 9 8 0 0 | www.bbwP l l c .c om

Hampton Inn & Suites SouthPark at Phillips Place

SouthPark’s most prestigious hotel. Surrounded by retail shopping, dining, and entertainment venues. Features 124 beautifully decorated guest rooms and suites. We offer special Bridal, Shopping, and Couple’s Night Out Packages. Select rooms feature balconies, patios, mini refrigerators, microwaves, whirpools, and garden bathtubs. Two room suites feature full refrigerators, microwaves, sofa, recliner, end tables, and select suites have a whirlpool spa and replace.

41 ›704.319.5700 www.hamptonsouthpark.com

“A SouthPark Tradition of Execellance”

greatercharlottebiz.com | november/december 2015

The Synergies of CRG “People First” is No. 1 on CRG’s list of values, as it is core to the combination of the firms itself. The component firms had worked alongside each other, respecting each other’s work and ethics.

Sessoms started CRG with a partner in 1994, after a friend in the business told him that he thought Sessoms was perfect for the work. “He called and said, ‘I do a job every day that you were born to do,’” recalls Sessoms, who quit his job with Gov. Jim Martin and joined a staffing service. “And I’ve never looked back.”

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The mix of permanent and contract placements safeguards CRG from economic swings.

“When the economy is good, they’ll hire more permanent, so our permanent business will go up,” Heller explains. “When the economy gets soft, they’ll bring on temporaries because they have to get the work done. If you structure your business correctly, you can make money in both markets.”

These days, the pendulum that had swung far toward temporaries during the recession is at an equilibrium on its way to a tighter market.

“As we came through 2010 and 2011, the abundance of candidates was great because of the economy,” Heller continues. “Right now, I think it’s ideal. It’s been almost perfect for the last year. I think what we’re going to see going into 2016 through 2017 is a tight talent market. When times were tough, even people who didn’t like their job wouldn’t leave their job.

Things kind of go stagnant.

“I remember telling my clients: I promise you, when this economy starts turning for the positive, you need to pick out which employees you want to keep. Most people want to change. They think a change will help them.

You’d better identify the employees you want to keep and you’d better go love on them before it gets too good.”

november/december 2015 | greatercharlottebiz.com

“We make money by treating our people like gold. I fully understand the bad reputation our industry gets. What you hear from candidates is, ‘They just want to get my butt in a seat and get billing.’ The culture I want to have is ‘treat them the way you want to be treated.’”

Sessoms, who worked in his father’s plumbing and heating company from childhood, aimed to apply the family firm’s values to his company.

“I do have a very strong work ethic,” he says, “and I appreciate a good team of people.

Together, we wanted to make CRG the fairest place you could ever come to work.”

Heller, who had spent seven years as a securities broker, moved in 1998 to the staffing industry, “I started like a lot of people in a sales role and recruiting role for a large national firm,” says Heller, who quickly rose to manager in the Washington, D.C. area and was eventually transferred to Charlotte.

Heller ended up starting his own search firm with a partner, which they successfully grew and sold to a national firm. In 2013, Heller and his partner were talking about starting a new staffing company with a different approach.

“Instead of starting it from scratch, we wanted to raise private funds, then look for private equity to bring together a couple of different staffing firms,” he says, “with a goal of starting as a $10 million to $15 million company.”

That’s when Heller approached Sessoms, whose 19-year-old $15 million ComputerNet Resource Group, specializing in information technology, had long-established enterprise relationships.

Heller also talked to a former competitor, Edmund Walker, who started W2 Financial with Dann Wall in 2002, and Christiaan Militello and Dianne Gold, owners of 18-yearold PCR, an IT staffing firm.

“The principals of the companies knew each other and had competed against each other in some form or fashion,” Heller explains. “I wanted to beat W2 when I competed against them, but I respected them. I knew

Gene Stowe is a Greater Charlotte Biz freelance writer.

Some images provided by the company.

CRG Workforce, Inc. dba

CRG 9335 Harris Corners Pkwy., Ste. 250 Charlotte, N.C. 28269 Phone: 704-665-9555 Principals: Tim Sessoms, President and CEO; Jason Heller, Sr. V.P. Mergers & Acquisitions and Sales; Edmund Walker, V.P. Temporary Operations; Christiaan Militello, V.P. IT ConsultingDianne Gold, Director of HR Offices: Headquartered in Greensboro/High Point, N.C.; Charlotte office Employees: More than 300 In Business: Founded 1994 Business: Recruiting and consulting services company focused in the areas of information technology, accounting and finance, human resources and administration and search. www.getCRG.com

Water Wise

From France, With Love

A

ccording to the United Nations, 1.2 billion people, or one-fifth of the world’s population, live in areas of water scarcity. It’s a problem that affects every continent and is expected to be an issue for many societies in coming decades.

In the United States, drought levels from moderate to exceptional stretch from California to Texas; the Colorado River is starting to run dry in places; and Lake Mead, which currently supplies water for 22 million people, may be a thing of the past by 2021.

When most people think of water scarcities, they think of water for household use: water for drinking, showering, washing clothes or watering lawns. What many don’t realize is the essential part water plays in their local economy.

by barbara fagan

TEAM CRÉATIF USA PRODUCES APPEALING BRANDING AND PACKAGING by andrew rusnak

J

ust last year, France’s largest privately owned design firm opened a U.S. headquarters in Charlotte. Team Créatif USA, located uptown in the Carillon Building at 227 W. Trade Street, brings with it a powerhouse of branding and package design from working with some of the world’s leading brands.

“The agency was founded in 1986 by Sylvia Vitale Rotta and Nick Craig, two designers who met in Paris, France,” explains Team Créatif USA CEO Attila Akat. “The company’s first major brand was Dannon, the yogurt company, and as Sylvia and Nick grew the business, the pet care division of Mars joined our family of clients.”

Attila Akat CEO Team Creatif USA, Inc.

Water as an Economic Driver Water is an economic driver. The agricultural sector most obviously depends on water availability, but so do many other industries. Water supply/ demand imbalances also affect decisions on corporate locations and expansions.

In other words, an adequate water supply supports a region’s economic growth.

For the same reasons, a growing region requires more water. And Charlotte is growing.

With a projected annual population growth rate of 1.98 percent and an annual job growth rate of 3.1 percent, the Charlotte Metro Area (including parts of Upstate South Carolina) ranked ninth in Forbes 2015 list of America’s Fastest-Growing Cities.

Water for the people and businesses in the Charlotte Metro Area is supplied by the Catawba-Wateree River Basin extending from the headwaters of the Catawba on the slopes of Grandfather Mountain near Blowing Rock, N.C., to the Wateree River's confluence with the Congaree River east of Columbia, S.C. The Catawba and the Wateree Rivers are essentially one 224mile river that begins in the Blue Ridge

thirst for growth requires managed use

16

17 fenix fotography

Team Créatif USA march/april 2015 | greatercharlottebiz.com

greatercharlottebiz.com | march/april 2015

Mountains of western North Carolina and flows through the Charlotte metropolitan area into Lake Wateree in South Carolina, 30 miles northeast of Columbia. The name of the river changes to the Wateree River in Lake Wateree and eventually joins with the Congaree River upstream of Lake Marion.

There are 11 major lakes or reservoirs in the basin and the dams that form these lakes have a major impact on the flow of the river. Largest of these in terms of usable storage capacity are Lake Norman, Lake James and Lake Wateree which provide recreation, water and hydroelectric power for the area.

Duke Energy is the managing authority for the reservoirs and 13 hydropower stations (Catawba-Wateree Hydro Project) under a license from the Federal Energy Regulatory Commission (FERC).

The licensing process defines how the basin will be managed over the license term, which could be up to 50 years. During Duke Energy’s re-licensing process with FERC (the license, issued in 1958, expired in 2008), a water supply study uncovered a critical problem. Namely that, without intervention, given the current rate of growth in this region, the water demands on the Catawba River would reach maximum capacity by the year 2048.

It was in conjunction with the re-licensing process, in concern for this situation, that the Catawba-Wateree Water Management Group (CWWMG) was formed in 2007.

Your Business is Unique!

The CWWMG Cooperatively Works to Ensure Our Water Supply Meets Future Demands

Catawba-Wateree Water Management The CWWMG is a 501(c)(3) non-profit formed to identify, fund and manage projects that will enhance the capabilities of the Catawba-Wateree River to provide water resources for human needs such as water supply, power production, industry, agriculture and commerce, while maintaining the river’s ecological health.

The CWWMG has 19 members; one member representing each of the 18 public water systems in North and South Carolina which rely on the 4,750-square mile river basin, and one member representing the utility company Duke Energy Carolinas, LLC, which built the reservoir system beginning in the early 1900s through the 1960s.

Without intervention, given the current rate of growth in this region, the water demands on the Catawba River would reach maximum capacity by the year 2048.

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march/april 2015 | greatercharlottebiz.com

greatercharlottebiz.com | march/april 2015

› Great design makes

by zenda douglas

All Seven The Best of

educate empower engage

BOTH WORLDS Carolina Urology Partners Wraps Its Offices Around the Community

I

t all started with a phone call from urologist Todd Cohen to his former colleague, Michael Cram.

That, in turn, led them to host a meeting with several other urologists having practices in the Carolinas. Gathered around a platter of sandwiches and a batch of fresh ideas, the group spent three to four hours discussing the feasibility of creating a new, combined practice group.

Then, the serious work began. It took a year of research, legal strategy and requirements, vetting background and compliance records, contract negotiations, asset acquisition, real estate assessment, licensure and privilege applications, human resources development and a new Medicare identification number, to combine 31 physicians and 200+ employees under one group name with 13 urology centers—Carolina Urology Partners, PLLC. The newly formed entity was official as of March 1, 2011.

The ambitious merger of seven independent practices, now called divisions, extends Carolina Urology Partners’ footprint across seven counties in the Charlotte region and makes it the eighth largest urology group in the country.

“We cover a very large swath of the region,” says Cram, co-CEO for the group. “Between the seven divisions, we take care of about a quarter of a million patients.”

“One of the things we want to communicate to our patients is that the long-standing relationships they’ve had with their physicians and their community won’t be changing,” says Cohen, sharing CEO responsibilities with Cram. “We have different scrubs on and a different sign on the door, but none of the doctors from the practices are changing as a result of this merger.”

Combined Benefits The compelling reason for a merger of this kind is the rapidly changing medical environment towards protocol care; that is, standardization. Protocol care requires a certain level of sophistication that is difficult to provide in a smaller environment.

“Protocol care provides the best quality and makes sure nothing falls through the cracks,” says Cohen. Most of the established protocols for urol➤ ogy are designed by the American Urological Association.

Focuses on the Development oF a Globally competitive WorkForce For charlotte area employers

“We cover a very large swath of the region.

Between the seven divisions, we take care of about a quarter of a million patients.”

W

With the issue of jobs reigning supreme in the minds of business, government and the american family, charlotte Works has just one thing on its agenda—getting qualified people into suitable jobs.

by zenda douglas ith the issue of jobs reigning supreme in the minds of business, government and the American family, Charlotte Works has just one thing on its agenda—getting qualified people into suitable jobs. To

accomplish this, however, means spending a great deal of time and effort working and collaborating with businesses and organizations, municipal governments and schools and colleges to develop a globally competitive workforce for employers in Charlotte and Mecklenburg County.

“We’ve just celebrated our first anniversary rebranded as Charlotte Works,” announces Steve Partridge, president and CEO of Charlotte’s newest one-stop, which is a consolidation of former offices.

The 501(c)(3) organization was established in 1998 as the Charlotte-Mecklenburg Workforce Development Board with the passage of the federal Workforce Investment Act. As in other states, federal funds are provided to the governor’s office and channeled through the Department of Commerce and down to local levels. In 2012, Charlotte’s Workforce Board was rebranded as Charlotte Works.

“Our goal is to get people out of unemployment and back to work,” says Partridge.

“The rebranding was needed to improve employment-related services for both employers and potential employees.”

“Previously, we were a much smaller organization and subcontracted out most of our services,” explains Partridge. “We realized that to carry out our mission to upgrade and expand services, we were going to have to raise the bar on the qualifications of the people hired to deliver these services.”

Now, with 24 professional employees, Charlotte Works is directly engaged in a broad array of customized services including coaching, training and networking—all targeted to the ever-changing needs of the Charlotte-area employers.

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›

Steve Patridge President and CEO Charlotte Works

~Michael R. Cram M.D.

m ay 2 0 1 1

w w w. g re a t e rc h a r l o t t e b i z . c o m

c o n s t r u c t i ve c a t a ly s t fo r c re a t i ve c o n s c i o u s n e s s

m ay 2 0 1 1

17

by jim froneberger

Growth

A Southern

GENTLEMAN

Fenix Fotography

I’m definitely a southern boy, there’s no question about that. The day we were unpacking, Interim City Manager Julie Burch dropped by with a bottle of champagne. That was a sure sign I was back in the South, because nobody in Washington ‘drops by’ to see anybody, anywhere, anytime. That really told me that I was out of Washington.”

Charlotte’s New City Manager Carlee is Well-Suited to the Job

C

Equity

› Great design turns

by jim froneberger harlotte seems like the perfect fit for new city manager Ron Carlee. He spent over three decades in the Washington, D.C.,

Show me the Money!

suburb of Arlington, Virginia, but even though he’s been on the job here in Charlotte for just a short time, the Birmingham, Alabama, native already feels right at home.

“I’m definitely a southern boy, there’s no question about that,” he says with

Frontier Capital Partners with High Growth Business Services

W

a big grin. “The day we were unpacking, Interim City Manager Julie Burch dropped by with a bottle of champagne. That was a sure sign I was back in the South, because nobody in Washington ‘drops by’ to see anybody, anywhere, anytime. That really told me that I was out of Washington.”

Carlee says he stumbled onto the Charlotte opportunity almost by accident.

He was working as chief operating officer of the International City/County

leads into customers.

What does a profitable, high growth company do when it sees an exciting new

Management Association (ICMA), but had served as Arlington County manager from 2001 to 2009. In the fall of 2012, he ran into an old friend who happened to work for a search firm that was competing for the contract for the Charlotte city manager search.

“I was very happy at ICMA and wasn’t job hunting, but I did miss city management a little,” Carlee admits. “The Charlotte job profile had my name all over it. If I were writing a profile for myself, I wouldn’t have changed a word.

It even said that experience as a chief operating officer in the private sector would be helpful. When I sent it to a couple of my references, they read it and said, ‘This is your job.’”

17

opportunity—whether it be a major new product initiative, a geographic expansion, or a major acquisition—but lacks the capital required to move rapidly?

It might approach Richard Maclean, Andrew Lindner and their experienced team at Charlotte-based Frontier Capital, a 13-year-old growth equity firm formed in 1999.

(l to r) Michael Ramich Partner Andrew Lindner Managing Partner Joel Lanik Partner Richard Maclean (not pictured) Managing Partner Frontier Capital

30

Growth equity firms such as Frontier provide companies with the capital they need to seize such opportunities. Similar to venture capital firms, but focusing on established companies rather than startups, growth equity firms receive investments from high net worth individuals and institutional investors and then redeploy that capital in profitable, high growth companies. The equity firm and their investors share in the profits as those companies grow and prosper.

Ron Carlee City Manager City of Charlotte greatercharlottebiz.com | may 2013

september 2012 | greatercharlottebiz.com

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greatercharlottebiz.com | september 2012

by pete prunkl

Eden ■■■

urban

The Scottish Muir

Revisited by zenda douglas

UNC Charlotte’s Solar Decathlon House Combines the Best of Education and Industry for Sustainability

the Club at longview is a vision unCompRomised

E

The Club at Longview

mericans invented the solar cell, wind turbine and lithium battery. Not a bad start in the highly competitive, alternative energy marketplace. While the U.S. earns points for genius, our impact on society has been tepid at best. For example: solar power. It is a free, renewable, clean and seemingly inexhaustible resource. Why isn’t the sun America’s

ach time Mel Graham passes through the gates at The Club at Longview, he is struck by the natural beauty of the land—the rolling topography of old trees, natural streams and Six-Mile Creek, along with natural land preserves.

“God gave us a wonderful canvas to work with,” says Graham, the founding partner and visionary of The Club at Longview. And what a

masterpiece he and his partners have created.

The Club at Longview is situated in a 500-acre private gated residential community south of Charlotte with the region’s only Jack Nicklaus Signature Golf Course. The Club is consistently ranked one of the top 20 private clubs in North Carolina by Golf Digest ‘Best in State.’

Graham began design and construction of the Club in 2000 and completed it in 2003.

He owns it in partnership with James Little, formerly an investment banker, and Bruce Anderson and Pat Welsh of Welsh, Carson, Anderson & Stowe.

Together, the partners have built a community that promotes an atmosphere of relax-

38

ation and exclusivity with uncompromised conveniences and amenities for members to enjoy, with respect for the highest quality design concepts and land preservation.

The Club at Longview is situated in a 500-acre private gated residential community south of Charlotte with the region’s only Jack Nicklaus Signature Golf Course. The Club is consistently ranked one of the top 20 private clubs in North Carolina by Golf Digest ‘Best in State.’

may 2013 | greatercharlottebiz.com

primary source of power?

The poet T.S. Eliot knew the answer. “Between the idea and the reality, between the motion and the act,” he said, “there falls a shadow.”

An enormous portion of the solar shadow is cost. A few years ago real estate agent Binnie Orrell investigated running his Charlotte home entirely on solar power. He received an estimate of $25,000 to install a single photovoltaic (PV) solar panel on the roof. “It was absurd,” comments Orrell.

“Prices for photovoltaic systems that generate electricity have dropped dramatically in the past few years,” says solar energy engineer Tommy Cleveland of the North Carolina Solar Center. “A quote today

greatercharlottebiz.com | may 2013

UNC Charlotte’s “Urban Eden” house incorporates truly revolutionary approaches to sustainable design and construction, including the choice of building material (geopolymer cement concrete), an innovative passive cooling and heating system integrated into the walls and ceiling of the house, and responsive technology that allows the house and its inhabitants to adapt to changing environmental conditions.

Envisioned as an urban infill project for empty nesters or young professionals, the house design is defined by a strong connection between indoor and outdoor living areas; even in an urban context, the outdoor living area allows one to privately enjoy the outdoors.

The UNC Charlotte team began work on the design in October 2011, broke ground in February 2013, and will complete construction over the summer before transporting the house to California in September 2013. The competition takes place October 3-13, 2013.

9

greatercharlottebiz.com | march 2013

by paul matthews

GLOBAL

& COMMUNITY

Opportunities Grounded in Ethics

Gardner-Webb University's Godbold School of Business: Where Bright Futures Ignite

bu i l di n g

“I

Pappas Properties’ Vision Creates Extraordinary Value by jim froneberger

When you listen to Charlotte developer Peter A. Pappas talk, it doesn’t take long to understand why he’s been so successful in the Charlotte real estate market. He absolutely loves what he does.

“I really enjoy real estate,” beams Pappas. “It’s not just my career. It’s my hobby and it’s my passion. I don’t feel like I’m going to work. I’m just going to do something I love doing every day.”

Over the last 25 years, Pappas has been at the center of some of the most transformative real estate projects in the Charlotte region—Phillips Place, Birkdale Village, Metropolitan, and now Sharon Square—all innovative developments that have changed the way area residents live, work, dine and shop.

Guided by two of the most influential real estate developers in Charlotte history—Johnny Harris and Smoky Bissell—Pappas learned the trade from the best and has continued to expand the boundaries with his own firm, Pappas Properties, and a new venture announced in May, Terwilliger Pappas Multifamily Partners.

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Peter A. Pappas Founder and President Pappas Properties, LLC july 2013 | greatercharlottebiz.com



march 2013 | greatercharlottebiz.com

PLACEMAKING

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Tommy Cleveland adds another solar fact of life: “It costs more to retrofit a house for solar than new construction.”

The Club at Longview

SHARON SQUARE

“Our vision at Pappas Properties is to create places and build communities that add value to the cities that we work in. We’ve always said that any project that we undertake would need to check that box or we wouldn’t do it.”

would be half of what it was three to four years ago.”

Part of the reason for the price reduction is the Chinese government. When they decided to subsidize solar panel production, other manufacturers like Bosch Solar in Mooresville, quickly dropped their prices.

8

greatercharlottebiz.com | july 2013

38

n business, the greatest rewards come to those who can adapt to the changing dynamics of a global economy without losing sight of their core values. These are the ethical entrepreneurs—innovators and leaders who understand that maximizing profits and maintaining integrity aren’t mutually exclusive,” maintains Dr. Anthony Negbenebor, dean of one of North Carolina’s rising star schools and insightful thought leader.

That is how success is defined at the Godbold School of Business at Gardner-Webb University, a private Christian school with its main campus in Boiling Springs, N.C., and satellite campus in Charlotte. The school’s renowned graduate programs—including its online M.B.A., ranked No. 1 in the U.S. in 2012 (U.S. News & World Report) and No. 9 worldwide (BusinessMBA. org)—are led by seasoned practitioners from around the world.

march/april 2015 | greatercharlottebiz.com

your marketing materials more attractive and eye-catching, as well as easier and more enjoyable to read.

Great design conveys your message clearly and impressively at a time when every moment counts.

july 2013 | greatercharlottebiz.com

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Your customers and potential clients choose your business through your marketing materials.

Photos: Fenix Fotography

[bizprofile]

Photos: Fenix Fotography

them and knew they were good guys; we had always stayed in touch with each other. We wanted to work together.”

At first Sessoms wasn’t interested, but eventually Heller convinced him to come to a meeting that was the beginning of molding these great companies together. As a matter of fact, it was Sessoms who suggested using CRG as the foundation for the combined entity, rather than seeking private money.

“The whole thing changed at that point,” Heller recalls. Sessoms remained CEO of the combined entities and the new CRG was born.

“As far as making this thing actually happen, that’s Tim,” Heller says forthrightly.

With his extensive background in combining companies, Heller was put in charge of synthesizing the partners’ firms as well as merger and acquisition work.

“The hardest part has been integrating the owners,” Heller quips. “We’re all used to doing things our own way. But seriously, we’re basically integrating three brands to have the same CRM, procedures and policies. You’ve got to keep your front office driving the business while the back office integrates people and practices from three companies.

Even as the details were ironed out, the

Photo: Fenix Fotography

“In corporate America, there is no more security. People know they don’t work anywhere for 20 years any longer. You don’t want a temporary job?

Every job is temporary.

What you’re finding now is people saying, ‘I don’t want a permanent job.’ They love working on an assignment for six months, then getting to go do another one.”

in North Carolina, the answer is always, “Yes!” There is no doubt CRG is well-positioned for unprecedented long-term growth with just the right combination of owners, management and key employees in place.

total value of the company’s Charlotte operations grew from $7 million to $10 million by the end of 2014, with a total of $24 million counting the Triad/ Triangle operation.

“I look back, and I’m so blessed it happened,” Heller says. “The No. 1 word I can tell you is ‘humility.’ I said, ‘We’ll make this successful if we can stuff our egos in our pockets.’ The owners had to swallow their pride and say, ‘I know this is how I used to do it, but what’s the best way to do it together?’”

The firm leverages its location and long experience in Charlotte to maintain a healthy, diversified client base.

“Everyone thinks about Charlotte as being the banking capital—which it is—but we’re able to grow and drive a business without doing any banking because of where it’s located—the airport and Fortune 500 headquarters here,” Walker comments. “Candidates from all over the country want to come here. It’s such a desirable place to be for all ages.

“This is a great market for our business.

It is much easier to recruit to North Carolina than to a lot of other places. Whether you call an IT professional, an HR director, a CPA or an MBA—working in Detroit, Buffalo or Columbus—and ask if they want to come work

The Gardner-Webb Brand

Boiling Springs, N.C., Founding Campus

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Dr. Anthony Negbenebor Dean Gardner-Webb University Godbold School of Business

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greatercharlottebiz.com | march/april 2015

greatercharlottebiz.com | november/december 2015

[publisher’spost]

OF INTEREST: Promoting Thought Leadership Across the Carolinas

UPWARD MOBILITY? NOT BY A LONG SHOT

CHARLOTTE IS THE NATION’S WORST BIG CITY FOR CLIMBING OUT OF POVERTY

T

he American Dream is a national ethos of the United States, the set of ideals (Democracy, Rights, Liberty, Opportunity, and Equality) in which freedom includes the opportunity for prosperity and success, and an upward social mobility for the family and children, achieved through hard work in a society with few barriers.

It is a basic part of our fabric, rooted in the Declaration of Independence proclaiming all men created equal with the right to life, liberty and the pursuit of John P. Galles happiness.

Those ideals have recently been put to Publisher the test by a pair of economists at Harvard, known for their work on income mobility.

They have released a report on factors across the nation within Please feel free to contact me at communities correlating 704-676-5850 x102 or jgalles@ with income mobility: The greatercharlottebiz.com.

Impacts of Neighborhoods o n Inte r g e n e ra t io nal Mobility. Their findings took many by surprise.

Across the country, the researchers found five factors associated with The Equality strong upward mobility: of Opportunity Project less segregation by income and race, lower levels of income inequality, better schools, lower rates of violent crime, and a larger share of two-parent households.

a local level.”

They found substantial variation in intergenerational mobility across geographic areas within the U.S., although upward mobility is especially low across the South. Most important, their fi ndings confirm that Charlotte is the worst big city for climbing out of poverty in the nation!

Charlotte’s ranking is especially surprising in light of the national and international accolades the city has received over the recent years as one of the most entrepreneurial, fastest growing, best places for families to live, U.S. cities attracting the most families , most livable cities for people 35 and younger, cities where AfricanAmericans are doing the best economically, best metro areas for STEM professionals, best performing cities, and—ironically—one of the world’s most competitive cities.

In reaction to this study showing that upward mobility for children in poverty is more difficult in Charlotte than any of the country’s 50 largest cities, the city formed its own special task force to investigate why, in the words of one member, “If you’re born poor in Charlotte, you’re mostly likely to remain poor—more so here than anywhere else in the country.”

A CharlotteThe upward mobility Mecklenburg study of Cha rlottePerspective

WHAT A CHILDHOOD IN MECKLENBURG COUNTY DOES TO A FUTURE INCOME

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In general, the effects of place are sharper for boys than for girls, and for lower-income children than for rich.

“The broader lesson of our analysis,” Raj Chetty and Nathaniel Hendren write, “is that social mobility should be tackled at

november/december 2015 | greatercharlottebiz.com

Mecklenburg’s “Opportunity Landscape” was released this spring, presented by UNCC’s Metropolitan Studies and Extended Academic Programs and prepared by UNC Charlotte’s Urban Land Institute with support from Foundation for The Carolinas.

Here are a few of the findings or highlights from the Charlotte-Mecklenburg study:  38 percent of households with children are single parent;  Segregation is evident in neighborhoods, by race and class;  One fi fth of the households made more than half the income;  Many households would fall into poverty after 3 months without income;  Differences in mobility emerge when children are young (based upon reading skills);  Inter-racial trust has remained flat.

The task force recognized Charlotte’s ranking as a clear challenge and stressed that overcoming impoverishment needs to be addressed through NYT: Best and Worst Places to long-term communityGrow Up wide solutions that address the systemic nature of this highly complex issue.

T hat our cit y ca n ga r ner suc h outsta nding recog n ition nationa lly and internationally, yet cultivate such a dismal landscape of opportunity, particularly for those most in need, is indeed food for thought. We cannot truly advance our community if we are leaving people behind in that process. Let’s get our competitive juices flowing to float everyone’s boat!.

We want to say

Thank You

to all of our members!

1st Americard Adams Outdoor Advertising American Red Cross American Security Mortgage Andrew Roby AVP Nationwide Productions Bethlehem Center BlueCross BlueShield of North Carolina Boatsman Gillmore Wagner Boingo Graphics Business Wise Carolinas HealthCare System Carolina Panthers Charlotte Hornets Charlotte Knights Charlotte Observer Charlotte Regional Partnership Classroom Central COGNITION CPI Security Systems Crisis Assistance Ministry Diamonds Direct Southpark Duke Energy First Tee of Charlotte Greater Charlotte Biz Greater Charlotte HTA Hampton Inn & Suites at Phillips Place Hilldrup Movers Hood Hargett & Associates Humane Society of Charlotte Ike Behar Jamie Kimble Foundation for Courage Keffer Hyundai Killingsworth Environmental L.A. Management Company, LLC Larner’s Office Furniture Littler Mendelson, P.C. March Forth with Hope Foundation NewDominion Bank Palm Restaurant Piedmont Natural Gas Premier Sotheby’s International Realty Red Rover Communications Ronald McDonald House of Charlotte Rose Chauffeured Transportation Ltd. Second Harvest Food Bank of Metrolina See The Matrix Simile Imaging Solutions Time Warner Cable Business Class UNC Charlotte Extended Academic Programs WBT Radio 1110-AM Wells Fargo Advisors-The Golden Group WTVI-PBS Charlotte YMCA of Greater Charlotte

Membership has its rewards year after year at Hood Hargett Breakfast Club!

Don’t miss our 2015 speakers. Join Today!

Friday, January 9th Troy Vincent Former NFL All Pro & Current NFL Executive VP of Football Operations

Thursday, April 2 Woody Durham “Voice of the Tar Heels”, former play-by-play radio announcer at University of North Carolina at Chapel Hill

Friday, September 11th Elizabeth Smart Abduction survivor and Founder of the Elizabeth Smart Foundation

Friday, February 13th Jim Knight Culture, Branding and Customer Service Catalyst

Friday, March 6th Jim Morgan President & Chief Executive Officer Krispy Kreme

Friday, May 15th Nick Faldo & Ian Baker-Finch CBS Sports Golf Analysts

Friday, October 9th Jonathan Karl ABC News’ Chief White House Correspondent

Friday, November 13th Michael Leiter Former Director of the National Counterterrorism Center

Interested in Membership? Contact: Jenn Snyder at 704-602-9529 or email jenn@hoodhargett.com www.hoodhargettbreakfastclub.com