Greater Charlotte Biz 2001.08 by CLT.biz & Charlotte Biz & Greater Charlotte Biz

Pull up }Tour socks and grab your knic Ters ... We ha,Te another good one to play! Join us for the Greater Charlotte Biz Golf 0Hting at the Regent Park Golf Club. C::>1H'

.:or ada _ o ·gulf. lu nch a-. d a li . <- ,:!B Dle:' ll taJ15 hip. B r·in g yo u r· r·egu la r gr o up, o r we' hdp :r=>~ nd\\"C• rh •...-ithtli'W folks.

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o st e£ k ~ n, no ·unci ra isin g a m l n otmu ch fu ss. Just a c a~ o f" fun ..m el ge L"

co urse lh ..1t f~llueeo illllll3.Cu la L Bern-u.d .J fri n -v.:t ys li~r ed with oa ks, pines, d ogwood s and azd C nl. ~ ~· : s

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704.676.5850

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,rr 11 -·a.trt"I'ull t- nl grass green s.

Pt son cover s gr·ee ns fees, carl and lunch.

"Wednesday~ ll: 3 ) a.1

August

22 ~

2001

LuncWPractice, 12:30 p.m. Shotgtm Start

ext 101 to register.

Space is Lir.·Li ted.. :w resen.J!! early !

Tc ke ~::"7 soutr of Clx:r rbt·3 to e~i t 90 (Ca rov- ir-:ls EXit). he, 1 Tie soLth on U S. 2J. ~eg~•t "Tk ":; cr thO! lei-.

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2000- 20Cil :-.of : · 9'2~ '"Piac.=; ·c "lay"' .-*** 1999 Ch c.- b~ ~ E-..:51 '•loga;:i 0o3 • ~-=ad3(; Choice 1998 Gall Dtpst - =·l·==;:s to "Icy' 112 1998 Creafve .ocf 19. .'A•:Jgazine- - •:riti='= Choice 1997 Chc.-btt= ~ E:-;t .'Aaga.:i-.e 1996 Metrc h= ::7:::1 lo ~azirE - Fce-a::ler'~ Choice

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Ne-ver l::efore ::.as there been such ::r ex::lus ve ocem-to-Inn-acoasta_ address =nsptingin its classic W~eo ~rr21.2a:1 aTchito::rure, and .:vet) 路ma~:l.able at1.e11i.ry; ircluding work_ -clas; golf. a sp-=cl3cJla- Occ:ar lub, a festi~ Darina Tlillaze, w;:;teGi.:le t:::mis d 路Jb, gated exclusivLy pri\ 1 e brid.~ . fine d ning anL Cfvi.ro- men:a1 gntlenc~s c~nfwm, -n:::-acoastal ard go[ viL:ge ~-estyle horr_es aL a路1aLable h~s is :1 one i:1 ~l life-ime ocenfr-:lrt O??OrtL:1ity olong a splendic. :tvlyd -= B:::ach she> reline. HomesiLE5 frcn_ t:1e SlO:::s. single-farr ily hon.es from _h:: $300~. oc~anfrom ::::mc.:::.mini-..:.m~ ::rorn thE $6JCs.

U\\ll! Ill\!\

cover story

Recipe for Success Tom Sasser, president of Harper's P,estaurants, Inc., has developed a w inning fonrnula w hen it comes to restaurant development in t he Charlotte area. Owner of Charlotte favorites such as Harper's Restaurants, Harper's To Go Go, Mi 'Tlosa Grill and U pstream, he relies on consistently good service and food as the building blocks for a successful eat ing establishment

The Right Tax and Legal Advice

de artments

Dale and Sue Clark appeared to be

publisher's post

biz digest

a typical couple . H owever, they were, and remain, anything but typical. They created an immensely successful business

community biz

by providing a unique service in the suret y industry. But what did they do when the opportunity came to sell their family business/ They

Steeplechasing Becomes Big BusinessThe Queen's Cup

found they needed the help of professionals in order to complete an

Dining Biz

acceptable and profitable deal.

Mimosa Grill

28 Pairing Up In Transition

auto biz

2002 Infiniti Q45

Bill and Robin Crigger have created

biz resource guide

because of t heir successful 3 1-year

regional biz

marriage .The couple owns and operates

Is There Li fe After Defeat?

a successful business conglomerate, largely

not one or two, but three distinctly different human resource companies -The Transition Team, Sedona Staffing Services and The Career Transition Grou p - all serving different aspects of the employment market.

16 A Perfect Match Eight months ago, Scott Toney and his leadership team at UnifiTechnology Group were simply looking for capital funding t o help

on the cover:

This month's cover featu res Tom Sasser outside of his restaurant, Mi mosa G1i ll, in Uptown. Photo by Wayne Mo rris.

build their growing e-manufacturing consulting and integration finrn.Today. they have a new name and have found a business partner which w ill not only provide the funds needed to grow and maintain stability. but one which provides collaborative strength to compete in a global marketplace.

Er e a-:: e r charlott e b i z

cliaflotte iz august 200 I 3

[publisher's

cliaflotte iz August 200 I

stl

Are Computers Costing Us Money or Saving Us Money? It is very difficult in this faster-paced electromagnetic market to stay

Volume 2 â&#x20AC;˘ Issue 8 Publisher John Paul Galles jgall es@greatercharl ottebiz.com

ab reast of the technological in novati ons that may make your business more competitive and more profitab le. More often than not, you have learned with technology that at least sticking to one manufacturer - Microsoft - tends to simplify life. Although Microsoft does produce many software offerings in addition

Associate Publisher Mar y I A Lane maryl.a.lane@greatercharlottebiz.com

John Pout Galles, Publisher

to its standard operating system, enhancing the compatibility of its in-house products relative to other man ufactu rers' software is a sneaky way to maintain and increase market share. Our frustrations are re flected in the actio ns of antitrust enforcers against Microsoft. While the ini-

Creative Director/Asst. Editor Brandon Jordan bjo rdan@greatercha r lottebiz.com

V ic e President/Director of Sales Talbert Gray tgray@greatercharl ottebiz.com

tia l ruling against Microsoft has recently been overturned, Microsoft's direction has been inalterably changed nevertheless. Microsoft has had an extremely savvy marketing approach. In Windows infancy, Microsoft strategically partnered with co mputer manufacturers to bund le its software onto new comp uters "free " to the end user. However, this initial benefit to us has now come full-grown and is talking back to us. Hardly a day passes without another twist on the Microsoft monopoly dilemma - the newest being the antitrust enforcers concern about Microsoft's plan to bundle into Windows XP programs (set to release in less

Account Executives Kathryn Mose ley kmoseley@greatercharlottebiz.com

Cont ributing Writers Casey Jacobus N eth ea Fortney Rh inehardt Lynda A Stadl er

than three months) to play digital music, make Internet phone calls and send instant messages. You may not have noticed the market hype over the XP version of Microsoft's products (XP short for experience, in an effort to stee r away from annual dates). While offering the usual improvements in functio nality, Microsoft does not play up the most signifi cant aspect of the software - the Prod uct Activation. It's a mon iker fo r an anti piracy feature bu ilt into the softwa re requ iring a unique product ID with which to install the program. In short, Product Activation ensures that "casual copiers" - who might buy one copy of Windows but install it on two or more PCs - don't pirate Windows XP. It works by requiring you to "activate" your

Contribu ti ng Photograph er Wayne Mor ris

copy of Windows over the Internet or by phone. Unlike product registration, it is mandatory to activate the product, like product registration it ties a single copy of Windows to a single PC, in this case most effectively. The system generates a uniq ue key based on the Product ID you enter and an unknown algorith m that polls the hardwa re installed on you r system . If you attempt to use that Product ID later to

Greater Charlotte Biz is published 12 times per year by: Galles Communications Group, Inc. 804 Clanton Road, Suite B Charlo t te , NC 28217-1355 www.greatercharlottebiz.com

install Windows XP on a di fferent system , activatio n wi ll fa il. Prior to antitrust acti on, Microsoft con trolled the distribution and dissem ination of its software thro ugh ma nu facturers. As a result of the antitrust action, it is disinclined to co ntinue this arrangement and is instead aggress ively en forcing its li censi ng rights directly. Other software developers cannot complain abo ut that action, it on ly serves their interests as we ll. There is a lot of controversy at present over Product Activa tion . There is some concern that if you

For editorial or adve rtising inquiri es, call 704.676.5850.

upgrade your hard disk or other significant component on your computer system and then re install Windows XP, the Product Activati on will fail because the system will be seen as a different PC. Microsoft

Please fax subscri ptio n inqui ries to 704.676.5853 or e-mail them

assures that you can call toll free, exp lain the upgrade, and have your system re-activated.

to info@greater charlottebiz.com

should change the way yo u th ink about compu ter usage and how you choose your business' software

Unless you're pirating Microsoft software, Product Activation probably isn't a big deal. But it

produ cts . The East So uth Ce ntral region of the co untry has one of the highest pe rcentages of piracy at 26.2% or $60 mi llion worth of software. That means that 73 .8% is not pirated. To inhibit or halt piracy, All contents ÂŠ 200 I, Galles Communications Group. Inc. All rights reserved. Reproduction in whole or in part without permission is

softwa re developers will have to begin serious enforcement of licensing agreements. As a result, business expenses for software will jump dramatically as you pay for each new soft-

prohibited . Products named in these pages are trade names or trademarks of their

ware installation and product update. It may prompt you to seek the services of an IT professional to

respective companies. T he opinions expressed herein are not necessarily

determine which upgrades are most useful and economica l at what time. It may also prompt you to

those of Greater Charlotte Biz or Galles

more accu rately document the ha rdware and software on your existing systems for analysis.

Communications Group, Inc.

One thing is for sure; Product Activation is on both Windows XP and Office XP, and it's safe to say that future Microsoft prod ucts will include it as we ll as oth er software developers.

a u gust 200 I

biz,

gr e ate r c h arlotte b iz

We B

Ill

â&#x20AC;˘

ment

At Robinson, Bradshaw & Hinson, we are dedicated to achieving the most effective solutions for our clients. We recognize and value the trust clients place in our firm. Retaining that trust is our lawyers' highest priority. ViTe know success comes only with commitment- commitment to our clients' interests and to the handling of their needs in a highly competent, professional manner. Our commitment to success

Robinson

Bradshaw &Hinson

a key to our tradition

of excell ence.

NoRTH CAROLINA OFFIC E

S OUTH CAROLINA OFFICE

101 North 'II-yon Street Suite 1900 Charlotte, NC 28246 70-+.377.2536

The Gu<1rdian Building 223 East Main SuÂˇeet- Suite 600 Post Office Drawer 12070 Rock [!ill, SC 29731 803.325.2900

A Professior.al Association

http:/ /www.rbh.com

[bizdigest]

interesting news and useful information

Tech Biz

Verbatim Gears Up For Release DVD Recording Technology for Home Nears Introducti on

METASeS Introduces Security Tool Designed for Financial Services Firms METASeS, a leading managed security services provider, has introduced "GrammLeach-Bii ley Act (GLBA) Surveyor:· a security tool that allows banks, insurance with packaging designs by

companies and securi ties firms to meet

Burke. The DVD-R/- RW an d

security requirements man dated by recent

DVD+R/+RW packaging has

federa l legislation.

a distinctive look and coloring

The company said that the GLBA

to address both recordable formats.

offering helps financial services fi rms save

Burke had previously designed

time and money by tapping the security

Verbatim 's CD-R packaging for

provider's understanding of regu latory

•~-~ jewel case, slimcase, multi-pack

and technical issues surrounding GLBA

tray, and multi-pack spindle products. Creative credits go

compliance.

to Mike Falter and Jamie Allen.

Under the law, financia l services firms

For over ten years, Burke communica-

must adhere to a number of privacy and secu rity mandates relating to the handling of customer and client data. The GLBA

tions has been helping companies nationVerbatim's new line of recordable DVD products

wide improve their image and market their products more effectively. What began in

instructs the Federal Deposit Insurance Corporation (FD IC), the O ffi ce of the Controller of the Currency (OCC), the Office ofThrift Supervision (OTS) and

As the new DVD recording technology

1991 as a one-person operated design serv-

for the home nears introduction, Burke

ice has grown into a full service advertising

Communications has designed two lines of

and web design agency, equipped to meet

jewel case packaging products for Verbatim

all marketing needs.

other federal agencies to set forth rules

Corporation's consumers in North

and standards for the creation and manage-

America. Ve r batim, with U.S. corporate

includes the Portuguese Trade Commission

Burke Communications' account roster

ment of "robust information security pro-

headquarters located in Charlotte, has

in New York, the International Beverage

grams" that insure the "confidentiality and

addressed competing technologies with

Association in Washington , DC , and the

integrity" of data handled by the industry.

two separate lines of products -

Hoffman Group in Myrtle Beach, SC.

both

Agency interpretations of the GLBA require firms to institute administrative, technological and physical safeguards to secure their operations.

Offices To Open in Charlotte and Greensboro

AvidXchange and NOVA Lighting Form Partnership

Birch Teleco'tl has announced that it will

munications solutions, such as a single bill

AvidXchange, a leading provider of compre-

open offices in Charlotte and Greensboro,

for all services and face-to-face consulta-

hensive web-based procurement and

and offer local and long-distance services

tive sales. We think it's important to help

to small and mid-sized businesses through-

people understand what they're purchasing

out the two cities.

before they buy it."

competitive bid management solutions for the commercial and multi-family real estate industries, has announced a partnership with NOVA Lighting. AvidXchange's clients now have access to an extensive, private online catalog of NOVA's lighting supplies at competitive prices. cont1nued on page 8

Birch Telecom Expands into N.C.

a u g u st 200 I

"We're excited to be bringing Birch to

The company, which has grown to

the Charlotte/Gastonia and Greensboro/

be almost 250,000 lines strong across

Winston-Salem areas," says Dave Scott,

seven states in three years , plans to open

Birch president and CEO. "Our success

additional offices in South Carolina later

to date has been achieved by catering to

this year. Birch also serves business

the often-underserved smaller business

customers in other areas throughout

segment with customer-friendly telecom-

North Carolina.

greater char lotte b iz

Hendrick Lexus on "Top 500 Dealer" National Ranking Hendrick Lexus has earned the "Ward 's Dealer 500" di stinction in the nation 's only annual dealershp ranking, conducted by

Ward's Dealer Business magazine. Hendrick Automotive Group, owner of Hendrick Lexus, was congratulated by

Ward's Dealer Business publisher Rich West and edito r Steve Findlay for placing in the I5th annual list, which is based on total 2000 revenue and appears in the June issue of the magazine "The dealers on the Ward 's 500 are doing just about everything right in all facets of running a dealership," says Steve Findlay. "Their vehicle sales are high, their customer satisfaction scores are high, their service an d parts departments are efficiently man aged."

Ward's Dealer Business is the manage-

Cut cos ts, improve efficiency, merge your voice and data networks! lanVergent, a joint ventu re be~en Synetron, a leader in computer networking, an•j 3afeCa ll, a premier provide· of :elecom soluti ons, ca n show you how. La r ·:ergent, LLC provides solu:i•: ns based on expert knowledge of both the IT and Telecom industri es. We provide ·ella ble technology sol utions with rea l resu lts that will 11pact you r bottom line to:Jay a1d position you r business fo r tomorrow. For a free : onsultation, call Lan Vergent, your single point of contact for voice, data, and the : onvergence of the two.

LANVERGENT

.---

ment magazine for automobile dealer professionals and is sent to all dealer locations in the United States. It is published by Ward's Communications.

4402 - ~

Stuart Andrew Bou levard : harl otte, NC 28 217 L•Jca l (704) 52 7- 5 100 T:J Free (800) 47 5-3869 VIW\v.lanvergent.com

~Safecan ~Inc.

Local Projects Gain National Recognition The non-profit organization,ACCRA (formerly the American Chamber of Commerce

Researchers Association), recently honored I0 economic development research projects at its 41st annual conference held in Austin, Texas.Two Charlotte-based projects garnered awards. The first was awarded to the UNC Charlotte Urban Institute and Central Piedmont Community College for con-

Do they- gi~e away solution s t rying to get orders ? Do the~ prepare proposals before Qualifying prospects ? Do tnei proposals get shopped around? Y£5 answer means that pro spects are in control and yoL- sa .espeople are on th e WIMP TRACK .

An~

T~ere is a beHer waj!

ducting a "Survey of the Workforce Needs of Charlotte-Mecklenburg Employees" fo r the Advantage Carolina program of the Charlotte Chanber. The other Charlotte-area project receiving an ACCRA award went to the Charlotte Chamber and Alfred W. Stuart, professor emeritus of geography at UNC Charlotte , for their " Profiles of Charlotte" report.The cha mber commissioned Stuart to study and analyze Mecklenburg County growth trends and the infrastructure that supports growth . ACCRA is a membership organization of more than 500 economic development research professionals across the United

~tore

business with less unpa id con sulting . P non - traditional, comp rehens ive business system . tl Successful in 230 indu str ies and professions . ~ Works with any personal s tyle.

Reserve your place at our next FREE executive brieftngs, Monday, August 6th 12 p.m.- 2 p.m., or Tuesday, September 4th 8 a.m. -10 a.m., or call for alternate dates.

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Jim Dunn 704 / 536-3277 fax : 70-t/ 536- 1759 6425 Idlewi ld, Suite 2 10, C harl otte, N.C. 282 12 u n n cn t.com du n

States and Canada.

greater charlotte b i z

aug u st 200 I 7

moreTechBiz NOVA Lighting, headquartered in Charlotte, N.C., is the state's largest lighting supply and service company, carrying all nationally know major brands. "NOVA Lighting is one of the only lighting suppliers that provides Sylvania, Phillips and GE, as well as hard to find specialty lamps under one roof," said Robert Fish, senior vice president of business development at AvidXchange. "In addition to an unparalleled product selection, NOVA has put together a program exclusively for AvidXchange customers which includes free energy audits and parking lot monitoring." AvidXchange, which is also headquartered in Charlotte, is hoping the partnership will create an improved, online method of buying products and services more effectively and cost-efficiently from its suppliers and contractors.

Local, Dial-Up Internet Access Available Statewide Leaders of the Rural Internet Access Authority announced that all citizens in North Carolina can now access the Internet by making a local telephone call. This comes as welcome news to state lawmakers who created the authority during the last session to make affordable, high-speed Internet access available to all North Carolinians by December 2003. The first goal set by the General Assembly was to ensure that local, dial-up access was available from every telephone exchange in the state within one year. Since January of this year, the authority has conducted an intensive study to docuDesigner;, 14aoc la<turers & Consukants WELCOAIE TO OOR HOUSE ....

'Enrzn{}[aus IQ.Isu. tC

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ment all companies that provide Internet services to North Carolina. The study

10600 John Price Rd . Charlotte, NC 28273

revealed that, as of June 30, North Carolina

Phone: 1-800-257-5880 Local: 704-588-2887 Fax: 704-588-2888 E-Mail: bdm@ehrenhaus.c om

serve every telephone exchange in the

had 120 internet service providers which

state. Reports from across the state just six months earlier had indicated there were still pockets of people in rural areas that remained unserved.

a u g u st 20::J I

grea t er c h ar lotte biz

[expertopinion]

The right tax and legal advice Making the correct choice can pruve invaluable The right Lax and legal advice in business plannirg decisions pmves invaluable- a case in point C A Surely Ann ounces Acq uisitio n of Tlte Bon d Excha nge CH ICAGC,jtdy 28, 1999- CNA Su rety Corporation (NYSE:SUR) today an110w1ced tlwt it l:a; acquired certain assets of Clark Bonding Company, Inc., a Clu;;rlc-tte, North Caroli na, 111surance agenc; and brokc~ag< doing busmess as The Bond Exchang.:. The Bond Exchange specializes in the disuibution o) surety andfiuelity bonds with 1998 premium prodrction of aprrroximately $4 million. Terms of the crcqu;s&tion were rot disclosed ... The acquisi tion further sur ports CNA Surety's growth strategy by strcngthemng and expanling the company's disllibution in the srurll commercial and contract surety marketplace ... CNA Surety C01 potation is the largest publicly traded surely company in the counlly... CNA Su rety provide, surety and fidelity bonds in all 50 states through a combined IU:tworll of approximately 37,000 mdepcndert ugendes.

We should all be so fortunate to have a family-grown surety bond company bought ou by the largest publicly traded surety company a1 the country. C.ut if you have the right tax and legal advice when making such imporLJnt business decisions, it may prove invaluable _r_ reaching a J=ropitious conclusion with favorabl:: tax and estate planning consequences. LiLLie m路JE than a year ag;), that was the situation for oa:c and Sue Clark of The Bond Exchange.

Dale and Sue Clark ofThe Bond Exchange

greater charlotte biz

As parents of two boys, maintaining a home in south Charloue, auending school activities and participating in community events, Dale and Sue Clark appeared to be a typical couple. However, they were, and remain , anything but typical. They were heavily into bonds- surety bonds. They had grown an immensely successfu l business by providing a unique service in the surety industry. And when the opportunity arose to sell their famil y business, The Bond Exchange, they had some specific ideas about what they wanted , but it took accounting and legal professionals to end up with an acceptable and profitable deal. Dale's father, Leon Clark, had stane I The Bond Exchange in 1975 as a specialty insurance agency serving the perfmmance and bond needs of mall and emerging contractors in the Carolina's. Dale and Sue Clark eventually bought the business from Dale's father. The small and emerging contractor tier of the surety market, which had been the primary customer base of The Bond Exchange since its inception, had historically been ignored by the major agencies and insurance companies. There were three prerequisites that prevemed most smaller contractors from being able to be bonded by the larger surety companies: (1) three years in business, (2) CPA-reviewed financial statements, and (3) specific capitalization requiremems. Where the big companies saw an unprofitable market, The Bond Exchange saw an opportunity. The federa l government, through the Small Business Administration (SEA) , sponsored a program entitled The Small Busine s urety Gua rantee Program that guaranteed the bonds of small and emerging contractors. This reduces the risk to the surety companies writing bonds for the lower tier of the comractor market. Because The Bond Exchange focused exclusively on this segmem of the market, they began to receive contractor referrals from across the nation. Dale and ue we re thus able to capitalize on an area of the market most large surety companies did not wam to serve. As they were growing the business, Sue used her extensive accouming and computer background to work with a programmer to develop unique software enabling the company to serve the bond needs of over 10,000 insurance agems across the country and handle their nearly 1,000 contractor clients. (The significance of this is highlighted by that fact that most agencies handle fewer than 50 contractors.) Consequen tl y, The Bond Exchange grew to become one of the largest producers of SEA-backed bonds in the country. As their expertise and client ba e grew, The Bond Exchange began representing other insurance companies to serve their growing standard co ntracto r business along with commercial surety business. Over the next 25 years, The Bond Exchange became one of the largest "bonds only" agencies in the country. The company also grew along with its customers. When the company was first started, 90 per cent of the company's revenues were from SEA backed bonds to small and eme rgi ng contracto rs. Now, less than 10 per cent of its business is from this market tier. >-

august 200 I 9

ln 1998 the Clarks received purchase offers from two surety companies. Dale

came to Charlotte to meet Dale and Sue.

and Sue did not think the offers met their

CNA Surety, we knew this was the perfect match for The Bond Exchange."

expectations or provided acceptable benefits for their employees and decided not to pursue them. However, it prompted

them to consider that it may be a good time to capitalize on the value of the company and the favorable business environment to sell the company. Dale did considerable research regarding valuing agencies and studied various methods used in the industry to establish the value of a company like theirs; he was fairly certain that they should expect a better offer. Dales higher opinion of the valuation of the company turned out to be justified when he received a call from the CFO of

"From the first time ue and l met with

CNA Surety is the largest publicly traded surety in the country and had the programs in place and the business attitude Dale and ue were looking for. "CNA Surety could provide surety service fo r 99% of our existing client base, which other surety companies could not. CNA

negotiations, while taking responsibility themselves for understanding the process, the Clarks were able to realize their sales price. Their CPA and attorney also advised them

Surety is a great company committed to serving the needs of any size contractor

of significant income tax issues resulting from the

or insurance agent," says Dale. "That is what we were looking for. "

sale. "In my business, l wo rk wi th

Initially it was necessary to estab lish their company's value by havi ng certain

sophisticated

financial statements prepared for prior

Jo hn Blair, of Blair, Bohle & Whi tsitt, PLLC

financial statements every day and have always

C A urety, a major bond company, interested in talking. During the next week the

years. The Clarks turned to their CPA, j ohn Blair of Blair, Bohle & Whitsitt, PLLC, for his expertise. ln addition, Dale

three top executives from CNA Surety

discussed with Blair the approptiate valua-

Business Succession Planning under the 200 I Tax Act

tion method and together they prepared vario us financial projections to substantiate the company$ value.

I still found it necessary to call on John and Paul just about every day"ln addition, Dale and Sue had an

The Economic Growth and Tax Relief Reconci liation Act of 200 I contains the so-called "repeal" of the estate tax. Business owners now face the uncertainty it creates. Essentially. the Act repeals the estate tax, but the repeal will not be effective until january I, 20 I 0. During this transitional period, the Act steadily reduces the estate tax between now and 20 I 0 by 1ncreas1ng the individual exemption amount from $675,000 in 200 I to $3.5 million in the year 2009, and by decreasing the top estate tax rates. Additionally, the repeal lapses at the end of 20 I 0, unless Congress reinstates it. With effective estate tax planning, married couples could take advantage of two exempt1ons in the1r estate. thus effectively eliminating an estate tax problem for married bus1ness owners with up to a $2 million estate as early as 2002.

2001 TaxAct

Year

Exemption Amount

2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011

$675,000 $1 ,000,000 $1 ,000,000 $1 ,500,000 $1 ,500,000 $2,000,000 $2,000,000 $2,000,000 $3 ,500,000

49 48 47 46 45 45 45

Repeal ed

Rep ealed

$1 ,000,000

august 200 I

Top Rate 55%

Soon an outline of the initial purchase proposal came from CNA Surety. The Clark's turned to Paul Hattenhauer, the company's attorney with Culp, Elliott & Carpenter, PL.L.C. , for his guidance. Together Blair and Hattenhauer came up with an alternati ve proposal involving a different purchase method , providing tax benefits to CNA Surety, resulting in fewer taxable consequences to the Clark's and meeting Dale and Sues sales price. The proposal was a deal-clincher. Dale and Sue knew that negotiations to sell a business were not their expertise, so Blair and Hattenhauer handled the remaining negotiations of the sale. "lt was a win-win situation for both companies," says Dale. "Both john and Paul protected our interests with respect to price, terms, emp loyee bene fits, tax consequences and estate planning," adds Sue. "There were so many issues which Sue and I would never have thought about. John and Pau l we re vital to the success of the sale of our business," said Dale. Business owners many times engage brokers to exclusively negotiate the sale of their company However, by allowing their accountant and lawyer direct access to the

been awa re of tax consequences, but

Paul Hatt enhauer, of C ul p, Ell iott & Carpenter, PLLC

existing estate plan, including estate tax and asset protection trusts for their children and grandchildren, which had been put in place several years earlier. It was very important that the structure and terms of the sale of the business compliment the existing arrangements. Since Hattenhauer had implemented the estate plan for the Clarks, he guided them accord ingly When the sale occurred, the deal was structured to dovetail with the couples estate planning objectives. "Paul showed us how to add to the funding of the trusts for our children and grandchild ren that provide tax savings and creditor protection," adds Sue. "We are approaching our second year A Surety family and it has as pan of the been a great expetience," says Dale. "l wanted a five year contract, and at this point would like tore-up if they will have me." Sue also plans to stay on with her husband and their son Btian plans to make The Bond Exchange his career as well. "Sue and l cannot express the value that our pro fessionals, John Blair and Paul Hattenhaue r provided us," reiterates Dale. Blair and Hattenhauer cominue to advise Sue and Dale about tax matters and estate issues. As a result of the sale, The Bond

greater charlotte biz

Exchange is now a su bsidiary of Troy-Fain Insurance, a who lly owned company of C A Surety, although Dale and Sue are still in charge of the day-to-day operations of the business. A large pan of the negotiations in the sale concerned emp loyee benefit issues. Dale and Sue had a committed group of employees that they wanted to protect through the owne rship change and

We Know People. Not all staffing services are the same. And unlike a lot of them, Sedona Staffing Services is a full-service staffing and human resources firm that ca n assist you and you r compa ny with all your staffing needs, includ ing temporary and full -tim e placements, recru itm ent, assessment testing and much more.

were largely able to do so.

Why use a staffing firm? • Extensive Human Resources Experi ence • Effective and Persona lized Process • Cost-Effective for Your Business

Dale and Su e Clark h ave a track reco rd of making the right decisio ns at the right time5. W h en they first took over The Bond Exc~1.a n ge th ey saw an un der-

Why use Sedona Staffing Services? • All of the Above, PLUS • Proven Track Record • Excellent Customer Service • Partn ering with you to ac hieve your goals • Integri ty

served niche in the surety industry and they capitalize::! on it. As their business grew, they leve raged their m anpower by developing and utilizing highly sophisticated compute r programs maximizing their efficiency and profitabi li ty. And they

So whether you 're looking for a dynam ic addition to your staff or for a cha llenging new career, we know what you 're looking for. We know people.

correctly timed the sale o f Th e Bond Exchan ge. They did som e homework and

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assembled a team of legal and accounting

7512 E. Independence Blvd. Suite 105 Charlotte, NC 28227 Fax: (704) 567-5033 • email : rcrigger@sedonagroup .com

pro fessio nals that enabled them w maxim ize their sales price and minimize their Lax burdens while p rotecting their estate

Sedona Staffing Services

plans and e mp loyee benefits. Tru ly a win-win situation .

bi 13777 BaOantyne Corpt!rale Place Suite 305 Charlotte NC 28277-3419 Phone 704.540.5800 www.ineteng.com

This article was contributed jointly by the following: John D. Blair, Sr. , CPA Bryant A. Whitsitt, CPA Blair, Bohle & Whitsitt, PLLC 6845 Fairview Rd. Charlotte, N C 2821 0 Phone 704-365-5400 Fax 704-365-5402 www.bbwpllc.com

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Paul M. Hattenhauer, Esq. Culp Ell iott & Carpenter, PL.L.C. 227 W Trade St., St e. I 500 Char lotte, N C 28202 Phone 704-372-6322 Fax 704-372-1 474 www.ceandc.com

The Bond Exchange PO. Box 77 I 28 Charlotte, N C 2827 1 Phone 704-366-6847 Fax 704-364-32 14 Service: T he Bo1d Exchange assists contractors t hrough the process of applying for bid, payment and performance bonds, co ll ects information to include in a bond application package including business and personal financial information, accepts and reviews applications for bonding assi stance and forwards t he compl eted forms t o an insurance company for final underwr it ing and approval.

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[communitybiz]

Steeplechasing Becoines Big Business \Nith almost $5 million in

purse~

and more -=han a million in attendance , steeplech asing

is fast becoming the "place to be." And Cha-lotte's Queens Cup is no exception. A noted sports journalist once described steeplechasing as a cross between a lawn picnic and a cavalry charge. It is very much an artful blend of elegant social intermingling punctuated with perilous thoroughbred jumping. In the past few years, steeplechasing has been enjoying a resurgence in popularity even though many spectator sports are struggling to hold their own. It is not just the desire to "see and be seen" that attracts record steeplechase crowds -there is a deepening appreciation for the highly refined athletic skills needed to participate in the sport, much less finish in front. It is a sport not without danger and sometimes even death, yet it is one which rewards grace and skill and stamina. Because of its increase in popularity, steeplechase racing is becoming big business and is attracting big business. It offers a unique venue for the entertainment

Excitement

aboun~

at the annual Queen's Cup Steeplechase in Mineral Springs, just

out~ide

CharlottE.

of key corporate clients and the promotion of brand awareness, all while supporting

their mounts durilg the cross-country

has become increasingly more mainstream.

a civic event for charitable causes.

chase over natu ~ l terrain consisting of

Today, steeplechasing is bein g introduced

Charlotte's Queens's Cup Steeplechase is

open ditches, stone walls, post and rail

and is becoming more promirent along

an excellent example of a state-of-the-art

fences, and ever hedgerows of thorns.

with flat racing at major thoroJghbred race ·

facility providing such a venue.

At the time, chu-: h steeples were the most

tracks including Churchill Downs, Pimlico,

The Sport of Steeplechasing The sport of steeplechasing developed from the English and Irish pastime of fox hunting. Hunters would test the speed of

conspicuous po·- ts on the landscape and

Belmont Park, Philadelphia Park,

hence the sport · Jok its name from the

Keeneland and Saratoga.

"chase to the s~~ ple." Not coincidentally, the sport engen c= red the blessings of the rural cle rgy as a 1eans of raising money for

ly at Belmont Park. The major spring racing

their parishes. R.=ising funds for charities

highlight is the annual Steepl ~ chase Triple

remains an in ~e~l aspect of steeplechas-

Crown, a series of $100,000 races at

ing to this day.

Churchill Downs, Pimlico and Belmont

Organized s-=eplechase racing began about 1830. Th~-nost famous steeplechase race in th E world is England's Grand

....

"' ~

Nationa l held e--.·= ry year since 1839 at

E ~

..c

Cl.

Opening ceremonies, the walking of the hounds.

a u gust 200 I

The most significant race in the U.S. is the Grand National Steeplechase held year-

Park, held two days before the flat Triple Crown events. Currently, steeplechasing events are held in 12 states, offer almos~ $5 million

Aintree. Almost i1mediately the sport

in total purses, include the bEst horses

spread to Ameri : 3, first _ong Island and

and horsemen thoroughbred ·acing has to

northern New j~15ey and then to the south

offer, and each year raise mill ons of dolla rs

to the Carolinas ::nd Tennessee. Originally

for charity. Racing occurs March through

the province oftr e well moneyed, the sport

November and attracts in excess of one greater charlotte bi:::

"'....0.. "'

..c Vl

..c

0..

million fans . Steeplechase racing is more multina· tiona[ than ever, with significant activity in the U.K., France, Italy, Japan, Canada and New Zealand. However, Australia conducts more racing than all of those countries put together. As a $20 billion industry employ· ing half a mill" on people, horseracing the largest revem.e-producing activity in Australia, second only to government, and steeplechasing is a major component. The

The hat ccntest is an anticpated annual tradition.

world's richest steeplechase is the

is a p·imary target 'ludience for compan ·es

Nakayama Grand Jump in Nakayama,

that are interested i n promoting before a

Japan, at $1.5 billion.

defined vertical maket. It is an ·dentity field sport- one ill which a merchandisi11g

Steeplechasing as Big Business The demographics of the typical stee-

purchase overlaps 3 special interest market of 3.5 million hJrse owners. It is a 5pe-

plechase spectator are well established. He

cial irterest market whose buying power is

can afford to pay from $2 5 to $150 for the

matched only by owners of race cars,

right to gain entry to the racecourse. He has

yachts and airplanes, yet it is much larger.

substantial discretionary income that he tends to spend on things that give him intellectual as well as sporting enjoyment.

The Queen's Cup Steeplechase The Charlotte Steeplechase

He is a traveler, a businessperson, a per-

AssociatiJn organi.:ed the first Queen's

son to whom others look for trend setting

Cup Steeplechase n November of 1995 en

behavior. He does not decide whether to

leased la'ld in sou· hern Union County.

do things so much as he decides with

Almost immediately plans were in the

whom to do things. His selective process is

works for a greatly expanded fa :ility closer

traditionally guided by the parameters that

to Charlotte, and ir 1997 a prime 260-3c-e

made him successful in the first place. Spectators are roughly split between male and female. Steeplechase meets that attracted 2,500 people a decade ago are

parcel of land in western Union County was found for the event's permanent home. Work began irrmediate ly on a state·of·

today attracting well over 10,000- an indi·

the-a i fenced one-and-one-sixteenth -mile

cation that people of varied backgrounds

course, with specic.lly seeded turf, an

and resources are finding a common social

extensive sprinkler system, a race-course·

meeting grou1d . Mercedes, Jaguar, Delta, Copenhagen

style hub rail, and : he requisite brushy jumps that distingaish steeplechase rac-

Skoal, R.J. Reynolds, and Anheuser-Busch,

ing. The plans incl11ded a permanent stew-

among others, have engaged in promotion-

ards' tower, steepEd terraces for lawn

al visibility at the equestrian sport world-

boxes, and 140 3c-es of parking.

wide. They are taking advantage of an audience with a k1own demographic profile. It greater charlotte biz

The inaugur31 ·aces at the new fac"l it1 were held in the s~ ring of 2000; attenc.Lg .J st 2~0 I

The Queen's CUp Steeplechase Fact Sheet Guest

dance was pegged at 12,000, a sharp increase from the 3,500 of the first year. This spring's sixth annual Queen's Cup Steeplechase had an estimated attendance of over 15,000, offered purses totaling $85,000 and raised approximately $45,000 for charities. Quite a few compan ies have taken advantage of the draw of the Queen's Cup Steeplechase to create brand awareness and entertain key clients. As sponsors of the individual races and/or the event at large, they include Bank of America, A. G. Edwards, Coca-Cola, Hendrick BMW, Hendrick Land Rover, Alltel Communications, VISA, Sonitrol, Tiffany & Co., Donald Haack Diamonds, TruGreen/ChemLawn, The Charlotte Observer, 107.9 FM The Link, Royal & SunAIIiance, Michelob Light, and The Business Journal of Charlotte.

Wolfsburg. German for "This must be my lucky day."

Sponsorship opportunities include race sponsorships ranging from $38,000 to $50,000 and course sponsorships priced at $25,000, as well as a variety of others including race day badges, the race program, raffle prizes, ticket sales, and the after-race party. Sponsorships offer major exposure on banners at the track, in print and electronic advertising, in television and radio promotion, on race posters and promotional materials, and in the race program, as well as the benefits of corporate hospitality tents and special privileges on race day. What was once the passetemps of the bon ton, steeplechasi ng has gotten the attention of big business and is becoming big business. The Queen's Cup Steeplechase here in Charlotte is a good example. It offers an elegant arena for the entertainment of corporate guests as well

The Limited Edition Jetto Wolfsburg. Every Few yeors, we put out o special Jeffa with a little more

as a unique opportunity to promote brand

Autobahn Ia if. With a sport suspension, for drivers who like Ia feel more of the rood. A five-speed manual

awareness, all while supporting a civic

lrunsmission, for drivers who like to

in charge. And a l SOhp Turbo engine, for drivers who like to .

we ll, pass other drivers. All at a price that will make you shake your heod in Verwunderung. Which means

event for charitable causes. And its gentle pretense of highbrow eloquence combines

just what if sounds like. Hurry in.

with the simple fun of an outdoor event in a most agreeab le fashion. It is truly an event

Drivers wanted~

to see and be seen at. biz

CAROLINA VOLKSWAGEN

For more information contact the Charlotte Steeplechase Association, 112 Somer Street, Waxhaw, NC 28173, Phone 704-843-7070, Fax 704-843-7556, www.queenscup.org. Greater Charlotte Biz sponsors the annual Queen's Cup Steeplechase Hat Contest.

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greater charlotte tiz

august 200 I IS

"ht ttris case, it makes more sense to lev~rage

off of other people's efforts

an(J success to grow our business than siiTply have a wenture ca,ital firm back us. I believe this opportunity is a bet1er answer for our employees and ,rovides mo ~e stability.â&#x20AC;˘ -Scott Toney

by lynda a. stadler

What began as a searcr for capital funding to grow Unifi Technology Group, has resulted in a new name and a new partnership for tl"'e consulting and irtegration company.

Eight months ago, executives at Unifi Technology Group were simply looking for capital funding to help build their growing e-manufacturing consult;ng and integration firm. Today, they have a new name and have found a business partner which not only provides the funds needed to grow and maintain stability, but one wh1ch provides collaborative strength to compete in a global marketplace. In june 2001 , nifi Technology Group's <www.unifitech.com> supply chain consulting and services practice was acquired by Campbell , Ca.-based Camstar ystems, Inc. <www.camstar.com> , a leading provider of collaborative manufacturing execution (CME) solutions for Fortune 1000 companies. The newly formed business un it of Camstar has been renamed Camstar Solutions Group but continues to operate from the former Unifi Technology offices in Charlotte. Unifi Technology's management team, led by Scott Toney, continues to guide the new enterprise. As a result of the merger, Camstar employs approximately 200 people- 70 located in Charlotte- and posts revenues in excess of $40 million. >

greater charlotte biz

august 200 I 17

"Camstar olutions GroLp's

busines~

had g:::>od visibility into the r ente:qJtise

"J -c ---c:lin.s cLtSt:::>mers with the ability to

focus remains in line with L11 ifi

resou ~ccs

Technology's mis ion," says bney, presi-

sales, financials and purchases , bot th:re

rte ?;r<.t:: sur:p y chains over the Internet ·,yh.i e en-landng operational manufactur-

planning (ERPJ s:1 stem~ st:d- as

no ~ hing

ba king it up, so thCj-

vr.:.~

rg ~ fficien.::U:s," says Toney. This e-man.J -a::l.uring iofr.1sttl.l ture is ·Nhat is

dent of Unifi Technology Grrup and ne\\-

was

vice president and general m mager of

challen3ed to make gooc

Camstar Solutions Group. " ur expertise

ises and meet their custoners' ex"Jec:ta-

-cfcrre:llo as a "collaborative manufac1L r

theit pt=-

is in helping global manufacuring clients

tions Furthermore," he says, " on:_:J :m es

understand and build flexib·c manufac-

lackd

~ he

ability to track rroduc s b eck

05 s::>lu: ion" which resu:rs in valuable rctu -,son ir·,estment including invento-

turing en\'ironments that pro.'ide the

through the manufacturhg proce;s

r> rcductioos, :::ycle time reductions,

quickest possible return on --.aanufactur-

which , in most industrie;, is a cri icc.

imp-ovec'. f:JLecast accuracy acd deliv::ry

ing investment. By building coll aborative

necessity."

pcrfxmance

infrastructures that support information flow across the enterprise an extended supply chain , clients achieve increased accuracy in tracking and are

~ble

ensure specifi deliverables," ne explains. "The need came about ," Toney continues, "with the rapid evolution of the e-commerce business-to-busi"less and business-to-consumer

mode ~ -

The pres-

sures associated with e-c01mrerce modelo made many companies realize that they did not have the infrastructuce needed to

"V/hat makes ou teorr unique is that we h·:Jve

::::rc~s

functional profes3ionals v.h:::> understand the intricac es of both information technoiQ!.JY and manufacturi1g sysfem3, and we can der::;loy systers very quickly," soys Toooy. "B> leveraging existilg infrasrruc-

ln t~.e pJst , Unifi Techno ogy built rc:l&tbnsbips \.\.ith various ERP and CME ~cftvare

3cXUtions companies and part-

ocr~

with e;\Cil for integratio n projects. [..JJ--., Cc.m9.;:r's solution software, lnS ~e '" , '¥ill be at the core of its imple111ZTL 1tlon

d(j:

strategy and the practice will

nd en e~c u ive rapid ceployment

m::th·Jdo:ogics and reusable temp lates UU\1

n iJ- Technology has developed. "'0/_ut ma<es our team unique is

tlut we

:12\ e

cross-functional professi:::>n-

fulfill product orders. They wuld handle

tures, \\-e build systems tlat link rr::mu-

&ls ·;.-ho 1:ndt:rstand the intricacies of

the customer interface portion and they

fa twing systems and ERP ~-ysteno

nf,yma.t.ion technology and manu-

In starting his own business Scott Toney (left) beli-=-ed that, if he could put a good tea-n logethe - ard l ave < Lr iqLe oier rg, : h.=y could be successful in meeting

august 200 I

greater charlotte biz

facturing systems, and we can deploy systems very quickly," says Toney. Recently, Camstar and Unifi Technology Group helped Cierra Photonics, lnc. to successfully deploy Camstar's ln ite application at Cierra's Santa Rosa, Calif., production facility in only 65 days. Cierra Photonics designs and manufactures wafer scale optical components for the fiber-optic telecommunications industry. "Speed i~ critical in our market," according to Glenn Yamamoto, cofounder and CEO of Cierra Photonics. "To maintain product quality at volume production levels , we needed end-to-end visibility and comrol over our manufacturing enterprise. lnSite met all of our functional requirements, and Unifi Technology met our deployment requirements by helping us implement it in just two months."

A Perfect Match According to Toney and Dave one, CEO of Camstar, their companies' fouryear re lationship --which has included several collaborative projects -- evolved imo a mutual respect and admiration for the each other's people, expertise and services. The merger, they imply, could just be a match made in e-heaven. "We came to the conclusion that in order to better serve our customers we needed an expert implementation and service arm to comrol deploymem and provide clients with overall solutions ," explains Cone. "Unifi Technology Group was an obvio,ts fit. By combining Camstar's industry-leading software with Unifi Technology's proven value assessment and integration methodologies, it creates a comprehensive collaborative manufacturing solution, which is what our clients want." Over the last few years, there were brief discussions between the two companies regarding the possibility of a merger, but no official meetings were ever held. In December 20tJO, Unifi Technology Group began aggressively marketing the company for funding. At the same time Camstar received investment fu nds from individuals open to company expansion opportun ities. After months ::Jf being courted by several >-

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ust 200 I 19

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venture capital firms, Unifi Technology

include Agi lent , Amkor, Corning, IBM,

was approached by Camstar with an attractive deal. "In this case, it makes mo re sense to

JDS Uniphase , Norte! Networks and

leverage off of other people's efforts and success to grow our business than simply to have a venture capital fi rm back us," explains Toney. "I be lieve this opportunity is a better answer for our employees and provides more stabili ty. "We are very excited about becoming part of Camsta r and we know that we are a key element in their strategic plan. We've known them for a long Lime and have had many sue esses with them . It is

pens. We have over 400, 000 products in our database.

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a nice fit and it solidifies each company's vision to serve our clients," he says.

"They have had a good

Branding

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Group is a key tactic in Camstar's strategy to provide multi-plant manufacturing companies with real-time information to plan and execute customer orders more effectively. The co mpa ny chose to base its new b usiness unit in harloue for several reasons, including the cost of living, quality of life and its central location to the Northeast and Midwest, accordi ng to Cone. "There are many things we like about Charlotte, particularly the fact that the city and the state of North Carolina have a great pool of high ly educated technical people which we hope to tap when recruiting new employees," he says. Cone sees the recruiting and growth of Camstar Solutions Group to be in line with their overall business plan. "We plan to have at least a 50 percent increase in revenue this year," he says. With offices in orth America, Europe and Asia, Camstar targets companies in the semiconductor, optoelectronics and electronics, textiles, automo tive and metals industries. Examples of their clients

Tellabs. Indeed, global manufacturers may be the ultimate winners of the two companies coming together, admits Toney. "Having evaluated a wide range of co llaborative manufacturing applications for customers over the past several years," he explains, "we know from first-hand experience that solutions offering a combination of strength, flexibility and functionality are shaping the future for global manufacturers. By combining the InSite application with Camstar Solutions Group's enterprise expertise , it provides a solution that will only increase and accelerate the value we bring to customers." Because Camstar also relies upon several third-party systems integrators to deploy InSite applications to clients around the world, Cone says that Camstar Solutions Group will provide valuable resources to aid in their success. "We will now be able to provide our third-party integrators with the bestpractices too ls, templates and methodologies that were developed by Unifi Technology. They will use these resources to accelerate deployments , increase installation efficiencies and maximize return on investment for more customers." Even though this is not the first merger of its kind in the industry, analysts are talking about the competiti ve advantage Camstar has just bought itse lf. Currently, no one company dominates the industry, and market share is there for the taking. According to Cone, the key differentiating factor for Camstar is having consulting and ROI analysis available to clients early in the selling process, as well as an expe rt in-house implementation team . "This is an important step for both companies," says Greg Gorbach, director of e-manufacturi ng for ARC Advisory Group, a Boston, Mass.-based strategic planning and technology assessment services firm focused on manufacturing. "They have had a good relationship over the years and l believe this reinforces thei.r Learn and wi ll make them stronger as one compan yn

greater char lotte biz

TECHNOLOGY The newly formed business unit of Camstar has been renamed Camstar Solutions Group but continues to operate from the former Unifi Technology offices in Charlotte

SOLUTIONS GROUP Gorbach ays that global manufacturers, particul rly those seeking to realize greater collaboration in their manufacturing enterprises, have begun to carefully scrutinize potential information technology solutions and prioritize project investments based upon the ability to rapidly deploy and quickly deliver value and ROI He acknowledges that the creation of Camstar Solutions Group and the packaging of its reusable tools, templates and methodologie- give Camstar the ability to quickly deliver olutions that allow manufacturers to integrate collaborative manufacturing solu_ions with the rest of their enterprise system architecture.

Staying at the Top of His Game Being at the center of an acquisition is nothing ne路.v to cott Toney who two years ago fou::1d himself immersed in a deal with Greer bora, .C. -based Unifi, Inc., one of the largest producers of textured polyester yarn in the world. At the time Toney wa president and part owner of CIMTEC, lnc., an automation olutions provide:- based in Charloue. CIMTEC wa engaged , along with Camstar ysterr.s, Inc., to help Unifi with its systems integration at its Yadkinville, N.C. plant. L1e project was so successful

greater charlotte biz

in improving Unifi's level of automation and resulted in such tangible benefits that Unifi decided they wanted a piece of the action. They acquired CIMTEC, combined it with their in-house technology team, and created nifi Technology Group in the spring of 1999. Finding himself and his companies so highly respected reassured Toney that hi entrepreneurial instincts were right on target. "I was inspired to stan and build my own businesses becau e l believed that if l put together a good team and if we had a unique offering, then we could be successfu l in meeting the needs of our clients," he explains. "lt is satisfying to have people interested in our company because it confirms that we've operated with integrity and that people ee the value in what we do." For Toney, creating real value i at the core of his personal business philosophy. "You mu L always work in the best interest of your clients," he asserts. "And as long as you create real , tangible value for clients - versus simply a perception of value - you'll always have valueu Toney's road to entrepreneurialism began in 1994, when after ten years with Procter and Gamble, he set out on his own to stan Qualtrol lnternational, an

See Camstar, continued on page 33

by casey jacobus

â&#x20AC;˘

ec1 e or Tom Sasser's acting ambitions were the springboard to his food service experience and his not-so-fishy success

It' s not uncommon for an actor to support himself w aiting tables antic1pating the "big brea k" but, for Tom Sasser, now president of Harper' s Restaurants, Inc., the golden opportunity came from the restaurant, not the stage .

Sasser, a r.ative of Reidsville, N.C., graduated ~rom the University o- onh Carolina at Chapel Hill with a Bachelor of Fine Ans degree in 1979. He decided to take his theater degree to the big city - Atlanta - where he worked in a friend's bar and restaurant while nurturing his acting career. Before long, he was working his w.:~y up at Houston's, a rapidly growing national chain, and he .soon realized his future lay in the restaurant business rather Lhan the world of entertainment. "l spent seven years with Houston's in five or .six cities," says Sasser. "l opened two new stores and got an underlying grasp of the business. l realized l knew how to do this and l liked it." Having gc.ined knowledge from experience and confidence in his abilities, Sasser conceived of an idea for an innJvative restaurant. A restaurant that catered to all customers. A restaurant that was affordable, but a cut above the competition. A restaurant greater charlotte biz

that's number one priority was to provide total satisfaction in addition to serving the very best food and drink. A restaurant that provided an environment in which management and staff could work as a team. Sasser reconnected with a childhood friend of his from Morganton , N.C., John Collett, who shared his ideas and had a commercial real estate business in Charlotte, Collett and Associates. Together, they decided to open a restaurant and, after careful research, chose Charlotte as the best location. Ideas rapidly became reality and Collett's brother Robert and two other Morganton friends, Bill Branstrom and Hugh Bigham, soon joined them in forming Harper's Restaurants, Inc. The name for "Harper's" came to Sasser when he saw the word painted on an old sign on the side of a building along a highway. He stopped at the next phone booth to call Collett and say he'd found the name for their new restaurant. "It fit ," says Sasser. "It has two syllables, it's very Americansounding, and it has positive connotations." (Harper also happens to be Sasser's middle name, a well-kept secret he didn't >-

aug u s t 2 0 0 I 23

shopping center. When they went LO Bank of America to borrow the money, officials asked asser about his plans if the restaurant fai led. Sasser assured them that failing wasn't a possibility. "l was very confident," he said. "Failing wasn't pan of the program" Sasser then brought his sister on board, Sarah Sasser Williams, as corporate chef. Her formal training at a I.: Academie

sh:~re

vith tus partner; un ~il a- er they the cho c.) v\ihcn t1ey decid.::d to OpEn thei ~

h:~J ap:Jr:>\~:1

fi-sr Hcrper's: on Woocl~wn Rc01J, the p;nne5 Jcr-owed enoLsh mcnq to lx-:' mc•re lm .j tl-an they ncded. -=-'ley wanted Harper's l.:) be the c:rx:hor oi a s11all

As the saying goes, success breeds success, and on November 4, 1990, the econd Harper's officially opened for business in the five points area of olumbia , S.C. However, Sasser still saw potential in the Charlotte market where Harper's had grown strong roots, and on September 6, 1992, Harper's opened a second restaurant in Charlone, bringing the total to three. The following year in April of 1993, the fourth Harper's wa opened in Greensboro , .C. Harper's fifth restaurant , a new

de Cuisine in Bethesda, Md., and practical experience in the industry enabled her to research and refine Harper's recipes. Sasser put the same amount of research into the design of the restaurant. The exterior and imetior of the stores contain elements from as far away as Wales and as nearby as

upscale concept named "Mimosa Grill" , was opened in April 1995 in uptown Charloue. The restaurant is based on the same standards which had made Harper's

downtown Columbia or Charlotte. The months of planning and countless hours of hard work paid off almost immediately as Harper's opened for busi-

successful; however, the menu and atmosphere are tailored to the more sophisticated Uptown clientele. Harper's wok its first step out of the

ness on December 18, 1987. The success of the inaugural Harper's far exceeded the expectations of all those involved and, in just over one year, Harper's recouped its

Carolinas with the opening of the ixth store in Louisville , K.Y. , December 13, 1995 , affirming the partners' belief in their recipe for success beyond regional boundaries.

opening expenses and became a profitgenerating operation.

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ln 1999, Harper's expanded it's presence in the food service industry by opening "Harper's To Go Go," a take-out facility offering numerous well-known Harper's favorites and new products for home enjoyment. Last year, in eptember 2000, Harper's opened its newest and most upscale concept restaurant, Upstream , in Phi llips Place . And most recently, Harper's acquired an interest in Louis's Restaurant in Charleston, S.C.

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A Different Recipe In 1987, when Sasser and his partners opened the original Harper's , the restaurant scene in Charlotte was quite different than it is today. There were fewer restaurants that offered consistently good food and good service. "Our plan was to make Harper's an honest restaurant ," says Sasser. "We wanted to create a comfortable , warm atmosphere and serve a hand made product, built from the best and freshest of ingredients, and we wanted to sell it for a fair price." It's a plan that asser adheres to LOday throughout his restaurant empire

greater charlotte biz

of five Harper's, Mimosa Grill , Upstream , and Harper's To Go Go. With about 100 people working at each restaurant, Sasser employs a total of 700 workers. Good service is crucial to the Harper's concept. Every day, each store's manager holds a lineup before the dinner hour and reminds the wait staff how important service is to the customer's dining experience. "It's like preparing for a play and going out on stage ," says Sasser. "The staff needs to learn their lines and know their food bebre they go out there and perform." There are training programs for every position at the restaurants and staffs are frequently rotated from one restaurant to another. There are also Lime standards to uphold. Waiters are at the table within 45 seconds of the Lime diners sit down. Drinks arrive within two minutes of th~ order. "A lot of people can't tell what it is they like about a restaurant," says Sasser, "but il usually comes down to good service and consistently good food. We want our service to say '1 care.' We want to be hospitable." Sasser grew up in a home where bread was freshly baked and good food was a daily event. He says his mother

Restaurnrl ,,..,·-er T:11 "A lot of peopj.:- ccn

Scs~er

a1d

e~cutive

d-EI-C81 ·:adron ::n j:o:Jtio of M mosa Gri I.

I w~at it is thEY like cbod

::1

-ru;tJ .. mnt,'

~y~

Sos;er, "but it usually

comes do ... n to o;:oo:l :e·vice and ·:o,ssently ~ood fo : d . 'f\e ""err! :Jur se,-...ice tc· say 'I care ' '

ing up the voLne

sq:histio::ion

tb:: .llS.les .. Lld _he

:~ean.est , "

Sassct

was a great cook who especially under-

transfonn~::1g

stood local produce and how to use it.

menu at f\:.lmos : GrC in:: an Lps•: ak.

"I grew up liking broccoli, butter beans,

Southern teg:io:- al c :J ~hat inc !...de~

5ays. 'lr'.; 1 ,5 J J li tie ::11etaphor for "'hat "'e =. re rying u; d e here." .::a:=er Sta)~ as: imdvec with thE

and other vegetables," says Sasser. "My

plenty o ~ seako::l. D·_riog :tis tf ure

·o x at li; rescun nts 35 he does

th.:

rne ~_- ;;.:-:.-potaJ.Ces

Condron

nature dish:s , bel e-vir:g in the scJo:s-

Sasser's sister Sarah inherited their

building p::mer d dJ.T n~ ptep:J.r~d

mother's talent.

seafood . IJ M:mo3a Grill~ he 1.a'

Continuing Success

increase.:. seG.fcx:o sa ..: 3 D pe-c2!1.tag;:' points, to 5C p::•::e:r o f the Lata· ~ix

Another of Sasser's successes was his selection of Tom Condron, whom he recruited in 1997 to become executive chef of Mimosa Grill. Condron had had his own measure of successes, studying under no les. than eight Michelin threestarred chefs, armed with a culinary arts degree from Johnson & Wales University in Charleston, S.C. , and being the opening chef at the Blue Ridge Grill in Atlanta (which was named Best New Restaurant by Atlanta magazine in 1995). Sasser charged Condron with turn-

greater charlotte biz

obvious~'

-_a::

n :a ..

ec : sl-.o v.ca~e cf ~ig

mother has a touch for cooking, like a green thumb in gardening-" Fortunately,

:oo.-etl.ing his dier.tek: to i:is

new way .:J din r g. In E·ol9, j ..: 31. tv.":> y::a rs

-::::

wit~l.

q;tl:.e ~cr-Ii cc effbent "!read .:cd

x•c-:s U::e oth:: - pcopl ~ read novels,' he ;:.:tys. "I U :e evc -ytning on t.1e menu , i · l

:lor t lfz:- 3nn1.E hir.g, I take i.t off." VVl_~c ..ter.:; ar~ added a1.d subtra_~d =K>r th: Ha:-pe~ menu!' every quaner. 3as:s.:t· S.J J~ ue lest >elle:- at ooth the ~i.r-i.."VJ

bt ~·.

a=ser

increase·:: C·: ndmns :espon. i" i i.ies ...J include :.on::e-:t ..:alt::. "Ig t:- e ncr u anJ finding go:Jd [o)•: scnra::; fot fu:per'· other five rcsta.wG. ct ~ a: "J'ell. fo ud ir he fall of la:t ·;.::a-. C·· nu on be:am: exe .. utive chef a: :Jpotre: r as -.\en. UJstrcun's menu is :tfprco:dma-: i 85 J=crcent seafood. Th :: te.:tLu-;.n:' >name -v<.s coined frorr_ "t e .bu gh_... thl w~ :ev er happer.: ::' l tbc c·e.::r.nning of d:le s: -eam

a1.d V,.(•od.a'AT stores is one"-"!- .ch en t1 : mer;u. Over ~CC ·ri.:::: h c .zer tc.1da s" ere se-ved at the

"'X:l

~- JH~-s

~ir .i.e\..1

c-J:let : vet-:' week and almost as

:na-.::' .r :1-.e \v: odk."'n ocatim. ..-:a mg the: fre~hesr ngro::dients is 1l:;o rm .:-ru:r t teo :3a::ser. Thi...; sun· mer a local fa T....cr Tezts tic !"refs f·om <Jlthe Hat-:>:r~ r::sta•_racs ::t t.:..~ pukirg lot ·Jf the Go G:• :;:oc.·e-:: "v'Jc.::.nesd~ rLOr:rng w.. th a selecti::r1.

::f b.::-m.~gtxr.VJ m'toe~. sqrnsh , cucu-uter=. M"C -e::l atd g ·en pep1=ers. >august 20C I 25

Still a Challenge While "making it" in the theater world is tough , Sasser says succes in the restaurant business may be j ust as difficult to achieve. ew restaurm ts open alm ost every day and Charlou eans tend to fl ock to the late t "hot sp L." Laying contemporary is difficult in Lhis co mpetiti ve business. "It's a hard business," he says. "You can lose more money faster h the restaurant business than at any other ex ept perhaps a d ot. com. l've put in a lot of sleepless nights. In the restauant business, you're reinventing things all the time-" Sasser says he's still tryi r g LO fi gure out Harpers To Go Go, even though it's

Mimosa Grill, one of Sasser ' s more upscale dining establi311men~, Lses hand-laid stone and cherry wood in the interior to convey a feeling of opL lence.

au g u st 200 I

in its second yea r of operatioo. Designed for the diner in a hurry, Go Go offers a good meal to take home and eat ri ght away or to wait and reheat. There is no kitchen in the l ,000-square-foot store, so it uses the Harper's at Fairview kitchen . "It's a fun and interesting challenge," says Sasser. "We've flipp ed the concept upside down three or four times."

gr e ate r ch ar lo tt e biz

~est:~.ua1t 0"\<=TS

must also pay careul at::rnt on .C• ~tate healt"l standard;. Peri.:Jclc irsp!:ctions rank restaurant~ on 1 3cc:le c · _ w 100, 'A'ith point · dedLcted ;:) r~ wee nnge of defects from faulu eqnurnent to dirty res: rooms. Nc owner wu ts :a sc::>re of less u:an 90, yet Sasser sa:~ tre reg~;ations aIT so stringen: that a..1y restauant in C:1.arloue could l:es1u do.v-n en any given day. 'It CJnlj han:~n to anybJdy," he says. "Tte bx·k is h...t5e. Still, we try to we:orr.e Lle i::' st=ec:ors and to treat them we.· . If tl:.e resLau:rrt is clean. I believe the bod ::::stes bee.>-.' Sasse::- is disap:x>inted in the defeat of tre u::tvWl acna referenC.um and con::.::rne:l atoJLt:c econorr.i:: slowdown in t'-e ccn :::J co~, bUL cot overl:r so. He hor:;es the : it·J wil figure out another wa:r _o gu th2 Jr-:11"-. built , but believes that \!limo~a :Jril i; in such a good loCJtion J.ha: i : w 1\ro. ; dfer even if the aren,_ ne--er 1:-a"Jt=en:.. And, while he adm ts tb__ }- ar~~= is feeling the slowdow< wi r a hw ~es llat from last ye.ar and Jthe-5 e\en ~ovJU , he remains opti-

11isti:: about ..::1e future. 'l see il as an opportunity, a chance ·o lean," s::.y.:: Sasser. "We have to find ·Nays. to tm,(e the staff more efficient, :o waste less, o manage better, if we're z;oing to cb ·=·~ tter this year than last -,~ear.'

"It's a hare business," Sasser says. "Y:>U con ::>se more money faster in the restaurant business than at any othef' e::cept perhaps a dot.com. I've put in J lot of sleepless nights. In the resDurant business, you're r':!inverti11g things all the time." - asse~ believes it takes a certain type Jf m na5cr· tc succeed in the restaurant Jusiuess. Not only is it a Lime intensive Jusiuess, it is repetitive. 'Wh.- \\'~ do every day is the sum otal of 1 ,00=1 details ," he says. "l work Jll tl-e Li.rn:.'. Our restaurants are open :;even d::.ys a -veek. It's like walking on a ·.vire without 1 net." Howner Sasser has no plans to ~etirE frorr. t:-:~ business anytime soon. 'I'll do i: br:'7er," he says.

MORRIS,

asser ays he has at least two mon: restaurant concepts to try out in Charloue. And , he hopes to expand the Harper's concept to the north side of Charloue and to other citie5, possibly Raleigh. The partners have recently acquired an interest in Chef Louis Osteen's restaurant (Louis's Restaurant) ' n Charleston; further develop:nents remain to unfold. "We've become multiconceptual," Sasser says. "And , we'll probably open another store every year or two for awhile." Married , with two children -Miles age ll , and Holden , age 7, two horses, a dog and a cat, Sasser often takes his work home. He is the cook in the house: and experiments at home with dishes that might make it to the restaurant menu. His family appears to approve. Daughter Miles is planning her eleventh birthday party. What she wants is a lim ousine to take her and three friends to Mimosa Grill for dinner. biz

Casey jacobus is a Charlotte-based freelance writer.

ANNING & MARTIN, LLP

ATTOR . EY3 AT LAW Charlotte gre:~te -

char :•:te biz

Washinglon

>Connected. >Experienced

Ready to hefp you grow. august 200 I 27

To;Jether, Bill and Robyn Crig!;er ow1 T ~ e ransition Team, Sedona StaffinJ

S=.rvi :es and The Career Transition Gt'QuJ; all of which serve ve;rious aspects of thE employment market. 2f

august 200 I

neth~c fortn~·;

Pai n

nineha ·dt

The cr·ggers are :eo 11ates th--ough transition - retping others e11ploy, bee: -ne emplo~'ed and be e11 oya8le

Ro byn and Bi[[ Crigger

· ·ne crea:ed

The Crigger's knJw fir:s .rard he c:isis sur -oundin?, _Jl· Eil , a human rE.S•)urces e>J::cu.ivE. 'A·c.s downsized h Koge- in EJ;.2 after a ~2-~:tr ~a reer. fL tlat t.me, Krcog·::r 1.00 be ~ r; the or I,; ::nnloyt:r he: lud c·rcr lm:_o"Vll. B 11 cycled r::•L.gh I:W'D rro-e job Lhangcs tef.--e h~ fo Jnd his- call ng: helpi::..g ::empanic ... f1cih:r ~ e:np oy ~ e : _r ttJI15 Lion. l:::~s.

a su ::es~~JI bu ~ i 'lE 3~

o~k:mera te,

lar;Jely b~CJJse Jl :~eir

not o1e : r t.vc, tut tlr~e d .:tinc:l.,. differe1t compn e: - T-8 Transi i:::r -eon- , Sedor: The Coree · -ram tier

Gr(~- ~-

-L

'mn rEsoJ rces

Stcffin~

Servia:s arc-

all serving diHe -€fl :JSped ; of

the enp Ofme -,: narkE1:. 3. . -: this r umar -=scx.'c-3 entErJYise

The •:::rig ; ers' fir;: com pan,., The Trmsitic•n lea-n, h·:JS it: ' )ot; in a

p::::~in1-l

corpxate ::looJW 'tSi:zirg

greater ch .::. rlottE b

he Transition Tea-n In 1gg.e., tne #if~ md lLSbn:l te:tm c•pened a CJ-arloJt e tran : hse of ThE -=-ransition T~ao <www.tttsolutions.com, , a nJliorally re :·Jgn.zed J"Jtplacemn_ sn, i ::~ . with Rob·m ;;as c:c w.::l B 11 as "J-::sid ~nt The lhn:.it Xl Tom is an outpb.::cn ~ n_ c.n.::l hJrnan f(SC•urces-cJn::-utirg fi·m J-iTerl bycorporaE c-ie1ts to ma1age a ccrnpary CO\..oilsiz ng, clc·si 'lf , acquisition., ucrg~ r. conso idation .::.oc othe1 h_rrar r...50u-Lc-telated conc~r:;. Si lCt: th;ll time , t:l ~ Ct·isgEr~ ha-c.o:: )p 2ned l\F more offices (•[ - J-e •

august 2)( I 29

Tr:or.s:hion Tearr_ in Richmond, 'h. , atd M_-ine, J. \i>.'--et ?r the changes affecr a LV" h•_: v_juals or J large group, c:-__ :_nive Jr J·oJ~ errploy::es, The TransiLo:J. Ton~C""2L' 3 a co ruprel1 ensive :Jiar t: crsw-e Ll.c succc~s of .;:veryone involvd Eill h3. bx:cne cquainted wi h Th2 Trx.silion Te:m through his w _.rl< · n [:etsOOnel

"l d acrua lly used The ~rarsition Ie:Tn br d,spla:::ec emp loy ~es :ltr"1g my :a=~=- 1 . ~~ -o5c r," he says. 'WI-. n J; obyn md l :lose to go into this bus:"1e3= , we fdt Jut The Trans tion Tea11 v:13 u'le n ··.st e]Ecllve ·~mpany we had ·.vorkec witl-, 3:J we I o<ec into franch 3Iti'O'' F.c-:y-1 5ch' re~. "We've been thr:n.gl:: the strc5s j:Jb los> ·::J·eates on marri;.1g,2:S a 1d Lun:. l:.~3 L's net ea3y deciding '"J.::thzr u ::.k:: n ~evc ra nce package:, LEtr.sLr or r~l re ~rl:'. We prc·vide the kird of s::nice Jla w .;: -wish we'd had o;vhe- Eiii was ~ is ..1a_::ed I I I

t 1is sl..tg_?;ish economic o:: T.ri o:r-

a_ gust 200 I

Whether the c:han~es affect

a few i1dividuah or a la·ge ~.roup,

e .. ecutive or 1•>urly

employeesr The Tr•m.lim Team develop, a cCimprehfnsne plan to msure f1e suc(ess of evervont" iwc v£d. m ~ n, ~he

Trar:.sitior: Tr. c:.tr~ 3:::ni:::~s ar::: pr:::cbmin,; nl;- focus.2d en :io.P s:i:::ing, aqt.isi.iors ar :. reotgn.zi- g. [n~oyee~ :lre often fac.ec .., th o;~r wl-ehning c1.o ces- LC· e:a->e th~ compan)-. reue :::aJy, trans~a<C a lateral mwe. TI-e Iransili:::Jr Tearrs ~-L;Li t ~ ~1Ssist connanies in planni::lgand oc::c..n•g di TicuL situat ns -w 1il ~ 1-clJ:u g empl·Jyce= ceterminc .he best ~ ::::it su-c tcg)- A~ hi ;~h y ~ rai1 ~ d ~JrSL taT_, · >- c; Jevelop a colll prehz•s ,•e pi;;-, o pt.,.se·v;: and pr:: nuote th clgnity Jf 1 l c- oyces as well .as the posi ti ve tn~~ L· · l - e enplo:ier JS. a respt•nsible c.•q:::onl, cl.iE-.. - he Tra l.S_ion T"aCl ol:tcr; goup an::l "Jrivate se:::s1ons 'or empko ees that inclt.:de f:lr:r ly :·artie pH C•r 1- cli"Klual Jn::l ~rc-up sct--..ces s.pau Hnn ::ial rlannir.g job 52:.J.rc• ski t -, -cb::at •) I" :csistaocc, entr:::'Jrc:neurL-1 oor:;di..•g c:J-en ;;nd l fe planrrTI§. Cxn.xts :tre ~- • Jtlishec 7Vdl chaml:::z·s _. f ·:::>D"t1erce, 3LLe e mplo ~ n- ~ nL scrvkc~ anc. o . h ~ r l3sociations fo- ::om:m.nil y St. Pl· cnL -he To1s ion Tc::an w rh t< redu :e the 1·ot : ntial : o~ l 3 ao - dated wL. h rest·IJC.u-ing or cl sur : . :Ju trlace tre:n t :leL1s.:s b o~ L i_·; in Lhe ·v-·c·rkplace. cac ·eclu: e Jl:::r b~> n·em n'wance ta-x -., less01s o .p 13_ reF lid,?;J·iol and no-e effecti•c lr T.nc:.gc.s the ~ erm nation pt···cess. lL Is.:: ~Jx.!: he :rauna for Lie emp l.-yeo:s Ll-::rt <(C p the obs. But fm tl::e ri~?.e-~. c: berdits a·c fa m:Jte pdsomL. E-ill S<I}S, "·t·s rea ly ~ ~ collpassiGl. We arc a =trm that tea y c.a ·e~ " f . c:::mrror misc.m(cp 1 is II· .ll The ~ransi i )n Team :Jllll. ;' run. les do-wnsizi n;?;. But :~s >ill pc nts o·.L. . lC:Ie's mo re tc bus ness tra sirin1s: tb 1r r1eets the: e,re. "There <re S•Jme .1p3i eo,' 1c insisr'

'like mergers and acqu i sit i Jr~. 'We also :to career coachinglcounse irg, esp::ciall·,r ::me-on-one, pro fili ng and 1ssessL1ent _esting. We also help comt=ames with _raining issues. The Transition Team ar::praises 1-.uman re ources practices to help ccmpm·es 'Jeller attract and retain exc:::llent :::mp~oy :::es. The Criggers have assembled a co::l30rtium of nearly 30 colliu Lan.s ...,h:J 1re dispatched nationwice D .:tddres.:; J ut placement and huma:1 rescur.-es s~rat :::gy. The staff is compose::! d seasoned 1uman resources veterans will. aC\•anced J egrees. Perhaps not surpri ~ingl y, many )f those consultams ha\'e also exp:rienced 1 downsizing at some point ir heir .::areers. The Charlonc office a ~o retair.s 1 professional psychologist. The Transi tion Team h.:ts wo-ked for : orporatio ns in many states inciLding he Carolinas, Florida, 1.iC1i.?;Jn. :)regon, Texas, Virginia, and Nashington. Companies li ke Bark of '\merica, j ohn Deere, First Union and ~eynolds Metals have all useJ it~ outJiacemem/strategy servi:es. What distinguishes The T-ansaion Team from other outplacem~nt col.lpal ies7 For the Criggers, the an!:wet- is cl::ar. "This business really is abou r relaionships," says Bil l. "All o[ our cutpl aceLlent plans include follow-..lp. It doesn't ust end when we leave the s te." Robyn agrees, "We pride ouGelves •m personalizing our ser.ri.crs. W th Bill 1aving gone through displ,; cemnt, we mow the things people go tholJ:5h. We I real emp loyees, th eir sr :mse3 and ~ heir rh ildren'' Bill Crigger acts as con>ultat in ;~. cldition to handling his m:magement -esponsibili ties. Robyn is a master of organ ization, overseeing day-t• -cay npcrations. While the cc·uple finds their -vork immensely satisfyi:-tg, Rcbp (rigger wants to clarify ano ther lingering misperception. "We are hired by :Jusinesses, not employees," .:;he sJys. "Tho:: - ransition Team is not a stofftng compaoy or an executive recruiter" Outplacement is a supporr s~·stem lor the employee that is esuthsh:::d lhrougb the emp loyer. But Je riggers lound that the general public ha~ greater cha -lorte biz

difficulty distinguishing ::>etwcen ar outplacement company ~nj a staf-.ng company, which matche; peinl~ \,·i:h jobs. The Transition Team c: ·tro to:k calls from job seekers b)ki-.g for wollt.. The Criggers felt torn. "l hated turning pec<pl~ a·.:.rc.y.' Robyn adds, "W;c saw a 1exl for pco-, ~ looking for help. So tha··s Pl1. n \\ 2 st<. ·ted up a Charlotte office Jf Sn om Staffing Services." The Start of Something New

Sedona Staffing Ser.,.-'c~o <www.sedonagroup.cant> is c. jcb placement service that lnl-.s j ,[: hunte:I:S to full and part-.ime as "'lell os ernpcrary jobs. The Criggers .orcloned oiT office space for the ncw.y ·rrnecl :;_iliLig company in nc;7. Wit:! tvu ~c:ou-. t executives, Sdc·na Staffbg :icrYia:s was open for business. E.ir ar J Rctyn Crigger are bCOLh partne::s in thE c..,-np"ny, with Bill's role as ad· iser c.nd Fc·t ,'D's as vice presidcn. of ope ;lliortS. But Sedona isn't a t:. pic.1l stan"lg company. Robyn ex::Jlains, "Fur lc .zn us th::y feel like a numl:er at or:.er stJffin~ fira.s. We work hard t·J get to raw r·eo1·lc to understand what job w Ll1 ezllr -.a ·e them happy. lt's so impcrtmtto ~ 1'.'e a good fit-" The Crigge1 's relatice1~hip \.Jith The Sedona Group is also c. p111nc-3:1 J. While the natio<wide o Ticcs are r?md

by individual entrepreneurs such as the Crigg~rs, The Sedona Group provides payroll and invoicing and manages worker's compensation and unemployment insurance. '"Ne do everything else," Robyn says. "It works quite nicely as a fit with the other services we offer." A Long Transition

While many people are reluctant to work with their spouse, for the Criggers, work.ng together is a lot easier than work ng apart. ln fact, it's a natural extension of their marriage. Robyn says, "It's great to love your spouse, but it's so important to like them Bill and l were friends long before we were married, and we have a lot of respe:::t for each other-" "And," says Bill, "we communicate well, which makes us a good team." Their friendship began when the Criggers were two 14-year-olcls in South Charleston, WVa. Bill walked Robyn home from school one afternoon and sever years later in 1970, they married. Robyn received a degree in elementary education from Marshall University. Bill earned a business degree from West Virginia University and later received a master's degree in industrial relations. During his college years, Bill took a job bagging groceries pan-time at a Kroger store. Kroger executives recognizee. his potential and recruited him

Let I Consulting fild fUur place in the future.

for a management position. Bill Crigger rose from trainee to store manager to a position in the training department. "l did training for new stores," Bill explains. "I was on the road a lot and covered all of West Virginia-" In 1974, Kroger transferred Bill to Roanoke, Va., as an a sistant personnel manager. In 1980, he was transferred again to the Kroger Savon division in Charloue. The Criggers spent eight happy years in Charloue, immersing themselves in the community. But by 1989, the Kroger avon division wa closing and Bill either had to accept a transfer to Atlanta or lose his job. Robyn says, "We examined the pros and cons of the situation. Bill had been with Kroger for so many years. How could we turn down the offer to go to Atlanta7" "But our hearts were in Charlotte," she confesses. " ow when l counsel people, l tell them they have to look at the facts, but they also have to listen to their instincts-" Bill Crigger went to Atlanta as human resources manager. But Atlanta didn't feel like home. "Taking a transfer doesn't mean you're going to be happy," says Bill. "lt wasn't a good fit for us-" When Kroger underwent yet another downsizing in 1992, Bill Crigger accepted a severance package. After over twenty years ascending the corporate ladder, he was without a job. ~

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greater charlotte t z

august 200 I 31

E-il found

conx .ti ng jot ir

W<.stirgton, D.C. ·11h.l.:: Rcbyn

~tayed

"! spent six montts working as a

for tht: 11ai.Lb•: ttrir.g as~is :anc ~1nc.

TTT ::orsultant , learning the meth Jdo o-

l:ar.:::•>g;_-::·Jp W•Jrk -,...,::.do,' F.ot)n Sa)S 'Tht tE \\ b.U ::: ing - 3.5 gi·.';:n LS Qore

behi1.J b A l111ta . o >~ll their 1011e. But

.?Y from the ground up , ' he says.

hs Eil fied .vi· b the wni- .

~ oby1

a 'ter nine m•

"'G.S

sti U dissatis-

"'o h ac::cp ell a fO:ition n 'v1.oline,

lll. , _s ·; ce

for

::a~c

csi.dcr- c•f ·umar resources

Fo:· :l :::n _::r-.. Howe"er, that

corrnan·1 wi.IS c: so in c.. trnaround situaII

ople te I us t 1ey feel ke a

nu111ber a1 nt!- er ;taffing f rms," R[ yn ex I ir.s. J W~ work hard to !.et to

people. to under-

•.:M

stand \'VRat j<:tJ \\ill really make

tht::m !-lapp)'. I '- S<J important to h ve a good fit." ti ::n For twn

y . ~rs,

c t•l led long hours,

b.ll _ wa~- nnt ' Ill a '·< .isfJcor>' ~tua ti::n ;; rd so Eill k.-tt~ .ompany [;ill LCo C

~nd

t:obyl l:: r gcd t·J

at! . tc .\i

r ~ tun

c.::i1g some research ,

B I' <..Ort:ctc:. The Trar~ : on T~ am to d s:::t. ss b·:mchis: _ I=JJCt.nities.

Eill tapped into hi:; lifelong pa· tner, to bring order tc the operation,.

'·P-~ f=r t-an -iti.DrL centers to

,,·o < wit1 .r:ci\i ::..ual

::...nJ r•·om

e-~ec

~=hedulcs

· ;.;s .,

wJ rcs-pon-

'w'hilc BiJI was in training Robyn rcbcatcd

0 ( -'Jitc t1ci.r busy

the family back to Charlo· e, initiated a

'ihilti_s , the Ci_sg-er:; ha\·e laL

rnark::ting campaign , Jruide sales c lls

'lcr

~n·

and hrcd consultants. -=-ne duo found

the- rl"\..r bJ.:iness- Ttc Career - rJr.si· on ::: rc•q: - -~orne arg:: l : o - hei r

The Transition Team a perfect comple-

p ·: • be")()

ment to their skills and their interests.

" ·- neti . es 'W. u ·aJ: job 'ce..z.::rs •.•n _.aru -c.c..·",' Ei l SJ)"S 'I also) hdp •: u:.: rdi-

The tr sons , Mauhew· 2-: , and Jim ,

Vl•X ~

wi-:h peor: I.e i-

2.5 , hJve also gravitated -J the couple's

n;:..c a Ole ~- cans.ti >1. gr:::up ~u.

humm tesources hold-r gs. Mauhe·N

d ·,rr:::h. Tl· ~ Cacc Trm =ition

now 'No-ks for The Trc.rsition Team,

·arl=.ition.

~ro- _ p

is<.

a 1d J m is a sLUdent in in.:-o-mation tech-

ca :: ~r

nology and assists with the company's

hur er:. -=- be 'une c .ttpla:::mt:u ·c ·.·ices

cJmputcr systems and i:- other areas.

c•n::~ r~e -\cd

onuscl ng Sl::l',icc fl)r - i - ~ b> job for co--porate c. ::rts a-e

now a· >;: ilab c .o je t

Ever in Transition The Criggers recert :- rr oved The --ans.tion Team and Sed.ma taffing ~ rvices to

a larger offi.:: _ ::JLilding at

Crow1. foint Corporate Cener. The new

ekers

Ul&c..

T li .ted

\.Ti.th a ::::•npar;>. lL :::ome:. -~ 01r a nee c.," f<., •:::>1 s 1ys. "lt ''"a"' t t1:U. v;c \-JC

,.,~ ~ lol)kir~

t to LO. lt j.tSt f:...l

t1ir.~tOL0 1

lik~

f:: r more

th ;:- f;h .

bfz

'1 ,90C-scuare-foot space _,ffers moE g ·owi.ng room , includil,?; -::onference and

Ne-'--.ea cortne.'

F<h.~ard:

nainilg facilities. "Mo~t iolks know us

tc.se-j

vvrr:.t?":

~lan:e

is a -::f-.a.-iotte-

Sometimes the road less taken is the best road. life ~ a xre.. d 'lrl<; ir the racd. !1 one Ie -il• l iE~ ·I-E ~3den patr.ln the athf· ~irerlb1, tB JO:Illess taken. lor mosl ~ik=J5, ilEm ce is simple. The road to ir.: .pe!lluce an: m:M!nture dwats calls the JJde>·. FJr ~ CJB, ·h1t same indlpendent t n~i"g [ob t Jt il their croicf of mot: r:y E. l<bn. -r.e Mew American Mot :t:yde.,...,.. t-Id tE tJ 1ious chJice but l ilsli.l •ii•e a· e

MP5l ER _/;;{;, DE.\ LE R.

Vfth t1e ;co ch~! and irJI'OYnert; 'Vi:tcrr VatJn:yddas !TiliE ·or ::n1. it '; as it 1.e're ir•rd•cin£ il·Ee a...mJttqdt s, rot L;l one. A.lt~ e ir'•mJticn a ~u.f Yico~ 's:. rtest a1i gre e!:f ;cr bE fe11d rith· b-a- i1 our ;kn. ~ J Clllle lll' -· IE ~ The ~eJ ;.nricar !.1Jtor.1o -A. W1a· 1re / I U wcifr ~ for!

The New American Motorcycle n. 100 N. Main St. Stan le y, NC 28164

704-263-9085 www.polarisco J ntry.com

Vlaer eljJ\'1[ your .ir.-'> moton:yde. olt.--.,; wan J ldrr Jt pill~ ~/eWem Jr ddoit 1!. ln3sl yas iJIS<:rgedne some. RdJ Wltlr th< Iiili's Jf te l•w :n:•rur ovrn olilne<. l •d

Cam st ar, continued from page 21 international automation hardware company. He later sold the company, merging it with CLMTEC Control Solutions and CLMTEC , Inc. m Charlotte He also founded and remains a part owner of oftware Toolbox, a company which se ll computer software via the Internet, based in Mauhews, J.C.

"We utilize -he Intranet to really over-communicate with employees in an effort to keep

u ii..l<:e; ;.ha- h ~ kno.vs best- tec-IDckg? - tt•l·.eq:: ~11.:' t~Ul t··gc th ~ r "\Ve Lih the [n· r~cet to really O\er-co-nmt cic.:r \.\-it _ ~Tf" byee; in an eTc-_ tl• kcc-· thc:-1.1 info• me:i and •ecling inol,o;:d in LJe cor::<..ny II rc OZ)S "We're in ;] pc::: J~ b.l~~<:s:; 3nd we: want om e:nplc:,_e:. _c• fee -n1Ld. ''M-..at 11e d J is di iTia..!J.. and ...,_ ma ~ :;u:e t- at ·;.:e alTer o.tr a330ci _L tbe n<..i ning an:! :;u ppo-t t11cy :1e::d t J ::lo tbe:..t j::>b~. trc J:.cst trey can f.:r thz::-r c ic-t,.' To ··Js._c- tru;t ar___: l oyal~,r T:·"Ier

U•DCenl.ratcS 01 COIUJ:lU nic...-rg o _L:r ,. son. sCI.t n.: lllJiJ.Lble god; <..nd 1Untc-ining JD JJ:n-dccr, suppoll ·•c re!Ltb-,sh t, -.v t!- crnp cy~es. "l c. n m:::tiv<..ted to l::e i..< l:x&1es~ b ::ca u~e I I lc he: pc-soml illv-::•l,•oru'TI . v.ith the xo:~ \vho wo rk ...,_t.h 1 Lc ~1-p u:: grc v. anc be. s~ro:tg. h _ ><>'s- " It i~ tl1e -~a 11 t ~-n 'WC :uild thT --uks _he clileren::c' btz

L-rda / .. :tcdtr is a

C.harlc•tte-ba;~d

fr=elarx:e w-1t:...-:

them informed a nd feeling involved in the com pany," says Toney. Toney credits his alma mater, Georgia Tech, and his former employer with fostering his abili ty lO think strategically and tactically, and apply it successfully to the marketplace. The world of high technology may be a far cry from the sales and ccvelopment function at Proctor and Gamble, says Toney, but the business principles are the same. "My panrers and l combined technical prowess wi th business savvy and that was what helped us become and remain successful. Many organizations break down because they don't have a strong combination of these key elemems," he says.

Maintaining an Edge Toney faces his new challenge of building Camstar Solutions Group with the same emh siasm and strategies that have made him a player in his industry. "We will wo rk hard to stay on LOp of the latest technology and figure out how be t lO utilize that technology lO provide rea l benefits for clients," he says. His approac h to g~owth involves always keeJ ing one eye on the bouom line while growing at a steady incrememal pace. This year, the company has targeted a 38 percem growth rate and expects lO meet, if not exceed, its goal based on the first and second quarter results. Creati ng and maintaining a positive culture in an organization where "nearl y 80 percent of the people travel 80 perccm of the time" is difficult, says Toney, yet he

greater charlotte biz

In ro

a~''s

bnsir es:;c w:>rld o.u u ·i:i=5 are co1 ··anti; tcst2d P€irg

p·epa-ec 'or chalkn&.n~ s itu atia::n~ teq·ires a le1-2Lof ~nc-"VIo:!d~ that

g:e; ~yon.J tllC bxi ~ It t~kes 9\il u:d :Usightto

nk o' 1"E.al sd .cious At tl1E_I' ceo I Schcl)]of Busi:r~. on· ~IBA anc ex eo Jti·t= edll: llic•n ,....., eou•., .r ct aJc:~o p·ogran3 C•ffer :lO"'e t1a..1 ciassrc )rt 13:·ures. lour rrofemlS "Vii Ot!~e Lea::-:1 ]Ecarrinf;, nuafiol15 I• i"Eh :lOu ~n:s- c. yc·ur abii·ies :md bJi L your Kocrw. c •nfideucE, so yoL c:..n fa:e ti-e :::rall~""JgES that :ome "'it.1 3~' day Becooe. Flea:.e !!"'e us 1 call f ~'OU wa..-r to ~ :u-:1 1nc. k1 o-.v more.

augLst

::.oc I

n ex-E!cutive gwide

~1in1osa

dining oJt in f reuer charlotte

Grill

UptoVvl, Upsc:1le . . . a Dazzl lg Dning E><:)erienc:: f..s r/1 mosa :;rill was being constructed, its

O"mer, Tom Sasser, ~atchec

a 60 ~ear

pr~e =

along. The n, ust as Sasse- .vas

al:ou: to question his ambiti•Jns, · -e

"D up

G-ill is uptowr and upscale and dedicated tc prO\." ding fine Southern regional cooking

old caftsm c: n study a mound af field-

craisn3n begc: n to S:rategiully

stan:! for ov=r an hour before touc1in5

1h ~ stone~

eve1 one p ~c e . -he sto1e had been

are no.\ tl- e attra : ti•e :enter of til ~

"c: uthe1tic sout1Hn fare with a classical

oeliv~red

1.1\in J~c

t~ist," • inncvative

b> true< from -ennessee and

carried in to the construction site by

and fi: them into colu-u-s that

G-ill decor.

Lie= t e cBhm3n, Sas:=€r IJ- : 3 plenpl:.-~ning

'Nith a11 inte ·national flair. Re3taurant rEView ~ rs

describ:! ·t with such phrases as southern cuisine with a

gbbal lair c: nd an enticing w·ne list," and

you1g workers w th thei · wheelbarrcws.

ty :::f:l-c·ught and

Thei dump~ the stones in piles at :h e

beb r~ vo r k actually :Jegins. :::reahg

feet c·f the c-aftsman. Sasser wJncerEd

fJiin~ ::

hoY\ kmg tl- = ma would take tefcre he

orifi1 c: l creatio1s., Haper's P..=staL :lnts.

Second and Tryon Streets, Mimosa Grill

beg:tn work; he was amdous to mcv-= the

\Vh I= -larper's are n:::>re casLal, ft mosa

p10vides a delightfLI ambiance with cherry

irto a :ro ject

G·iil was a d:=parturE fro~ 1is

''t1e gBciousnes5 of the Sou: h paired with new wc rld influences." Lccated i1 Tv10 First Union Center at

Mimo: a Grill is a ceparture from Sa~sers orig na creati:::r.s, Harper'~ estaurants. vvt- !.: Harper's are more cas Jal, Mimosa Grill is uptown, Lpscale and dedicated to providi g f11e 5outhe:rn :gi::>'l211 <:coking with an interwatiCB3 flair.

augL3t

200

grea-:er charlotte biz

tables and scenic murals by Charlotte artist Paul Russo surrounding handsome columns ofTennessee fieldstone and views of the open exhibition kitchen. The resta urant provides a warm and homey envi ronment for a relat ive ly quiet and classy dining experience with seating for 185 diners. The copper topped bar surrounded by cherry wood barstools and booths provides additional seating for 35. And seasonal outdoor seating for approximately 40 is available in a cov-

The open kitchen design of Mimosa Grill allows patrons to feel like they are a part of the excitement taking place behind the scenes. Tom Condron has dual roles as execu-

under no less than eight Michelin three-star

ered patio area adjacent a popu lar uptown

tive chef at Mimosa Grill and as the concept

chefs at various restaurants including the

courtyard with statues and fo unta ins.

man :research and development) for the

Dorchester Hotel in London (Anton Mosimann)

five -Lnit Harper's Restaurant chain owned

and Maxim 's in Pari s, and worked under the

by t1e same company. He took over the

supervision of Joel Robuchon in Paris, Daniel

kitClen at Mimosa Grill in 1997, focusing

Boulud in New York and Jean-Loui s Palladin in

on Low Country and "New Southern" cuisine.

Washington . He holds a bachelor's degree in

Origina lly esta bli shed in 1996 w ith a more trad itional meat and potatoes fare, owner Sasser recruited Tom Condron from the Blue Ridge Gri ll in Atlanta to become executive chef of the Mimosa Grill in 1997. Sasser charged him with

:ondron was born in Pennsylvania in

economics from th e University of Florida and a

turn ing up the volume on soph istication,

1962, but as the son of a British Royal

culinary arts degree from Johnson & Wales University in Charleston, SC.

transforming the menu into an upsca le,

Marine brigadier general, he calls London

Sou th ern regional idea l tha t includes

his 1ometown. In the course of his father's

p len ty of sea food. Over his ten ure,

wor-< with various British embassies,

at Atlanta's Blue Ridge Grill (which he

chef Condron 1as crea t ed a showcase for creat ive Southern cuisine with such signature menu items as Georgia

Condron has cooked professionally

Condron has lived in more th an 50 coun -

op ened), the Bo ston Museum of Fine Arts

tries. Among his travels, he has particularly

restaurants, and the Peabody Hotel in

enjoyed the culture and cuisine of

Orlando. In 1997, he was recruited by

Country Shrimp & Grits, Iron Skillet North

Singc.pore, Malaysia and Thailand, and

Harper's to transform Mimosa Grill from

Carolina Mountain Trout and Smoke Trout

the fish of Fiji, Australia and New Zealand.

a casual eatery into a destination for fine

and Crabmeat Cake. His artistry produces

He credits the Caribbean with a large

dining. He is also executive chef for Harper's

some of the fi1est seafood entrees in t he

influence on his cooking, but he claims

newest restaurant, Upstream, at Phillips

Southeast.

his :ulinary soul lies in France and Italy.

Place in the South Park area, which opened

Hush puppies, Iron Skillet Muscles, Low

With over 100 restaura nts in t he uptown area and t housa nds of new

greater charlotte biz

.! \sa chef, Condron has apprenticed

in September of 2000. august 200 I 35

Mimosa Grill -wo First Union Center 327 South Tryon Street Charlotte, NC 28202 :'04-343-0700 Phone :'04-343-9002 Fax www.harpers-rest.com or www.savvydiner.com/charlotte/mimosagril l

First Opened : 1996 Seating: Interior Dining Room- 185 Bar Area- 35 Outdoor Covered Patio - 40

Menu:

11:00 a.m.- 10:00 p.m. 11:00 a.m. -11:00 p.m. 5:00p.m.- 11:00 p.m. 5:00p.m.- 10:00 p.m.

Southern regional cooking with an international flair.

Prices:

Entrees: $18 to $28.

Misc.:

Full bar; extensive wine list Free valet parking from 2nd Street after 5:30 p.m. All major credit cards accepted.

it makes it so easy for food to be delivered fresh and quick. Condron is big

dining experience that sets it apart from

on area farm-raised fish and vegetables,

others in the area. According to Sasser,

especially locally grown organic food.

"People in Charlotte want more sophistica-

He regularly obtains vegetables, cheese,

tion and Center City is becoming a hub

fish, quail and lamb from local farmers.

for that kind of dining." While Sasser plays

Owner: Tom Sasser Executive Chef: Tom Condron (1997)

Service: W\onday-Thursday Friday Saturday Sunday

seats being created in the last several years, Mimosa Grill provides an exceptional

Condron is also quite adamant about

a major role in the development of his

using day boat fish. He explains, "Day

restaurants, he credits his staff and man-

boats generally leave the docks at five

agement team with his success. Together,

or so in the morning and return around

they have created a mission statement for

noon. Because they are small boats, they

Mimosa Grill that reads, "We are committed

don't have enough gas, and they bring

to providing a dazzling dining experience.

the fish back right away. The fish never

Our main objective is guest satisfaction.

touch ice." Utilizing the speed of Internet

This is achieved through an ultimate level

communications, Condron learns about

of service, quality food and an ever-chang-

fish as it is being caught, places orders

ing menu in an inviting dining atmosphere.

and arranges for transportation

Our success is determined by exceeding

of fishermen's catches while still on

expectations."

board the vessel.

Chef Condron credits Charlotte's

Mimosa Grill also has a catering

proximity to Atlanta and Charleston as

division to meet corporate needs and

primary influences on Charlotte's cuisine.

fast-paced executives. The restaurant

He notes that "a lot of really good chefs

mails fliers to nearby corporate offices

have moved to Charlotte, bringing with

and periodically checks with the chamber

them the cuisine of their upbringing, edu-

of commerce for updated business list-

cation and experiences." He also credits

ings. "We also call up businesses and

the US Airways hub in Charlotte because

invite key people [like executive assis-

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tants] to lunch to give them samples of our selections," says Jessica Vasher, director of catering and sales. The Mimosa Grill caters 200 plus events a year both on-site and offpremises, inciJding being the preferred caterer for the outdoor atrium and plaza located adjacent to the restaurant. "We do events in private homes, fundraisers, holiday black-: ie affairs, backyard barbecues, and corporate lunches and dinners," says Vasher. In addit ion to customizing menus, the Mimosa Grill also offers several theme menus, including the Virginia Reel with "Jumbo Crab & Artichoke Dip With Bread Display" and the Carolina Shag with "Roasted Jumbo Mushrooms With Housemade Sweet Sausage & Herbs." Proud of their consistent quality and first rate service, Mimosa Gri ll is definite ly up-to-par, living up to expectations on a reliab le basis, providing an atmosphere for fine dining that is most

~laBsical )~ ~

Underwriting on WDAV gets the job done. Call (704) 894-8900 for details.

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Nissan is rebuilcing its Infiniti flagship sedan to compete Vr'ith the Lexus LS 430 , BMW 7 Series and )Aercedes-Benz 5-Class, all of which have owned the Infiniti in terms of road-ripphg performance. A new 4.5-liter, DOHC, 32-valve V8 engine shoJld change that. It pumps out an impressive 340 horsepower (an increase of more than 25 percent over the 2001 model, which managed just 266 horses) 3nd 333 foot-pounds of torque. Mated to a new

a new multi-link rear ;eti..p i'l :e- ded to improve handling, stability and steering feE - c:l positive attributes for driver control. The new Q also h::s

"'€n d ;: Jynamic Control (VDC),

lnfiniti-speak for an a L t CCJ a~ i ·= : ;stem that senses understeer, oversteer and loss of ~:tiel c.rd then uses brake pressure and suppression of e- gi- e1D T JE to keep the Q in line. In addition, traction corrtrc and fCJ r-wheel disc brakes with ABS are standard. And just in case c: l t - i5' :EChnology can 't help you avoid an accident, dual fro n ~ c.

txgs :: nd side-impact air curtains are also standard .

high-torque capacity,

lnfiniti also doesn't

electronically con-

want its valued cus-

trolled five-speed

tomers stopping on

automatic transmis·

the side of busy or

sian (the prev·ous

deserted roads to dea l

model offered only a

with a flat, so it includ-

four-speed), lnfiniti

ed run-flat tires (avail-

claims the new pow-

able only with the 17-

erplant rockets the

inch wheels) that can

Q45 from zero to 60

run 50 miles at 55

in 5.9 seconds. Wow!

mph. An automatic

If those numbers are

low tire pressure moni-

accurate, the new

toring system notifies

Q45 will leave the

the driver of a leak or

competition at dry

puncture so they can

dock.

seek help.

According to our

One feature of

2000 Super Luxury

the new Q that lnfiniti

Sedan Comparison

emphasized during the

Test, the new Q's

car's media preview

reported zero-to-60

was the power of its

The 2002 lnfiniti Q45 appears to have the horsepower to leave its com:~e11:crs in the new seven -lens hightime beats the Audi du;c with claims it can go from zero to 60 in 5.9 seconds. intensity discharge A8 4.2 quattro, the Jaguar XJ8, the Lexus LS 4C•O and the V12 BMW 750iL by near(HID) headlights. Conce rot:ilg on headlights is a little Merc ~ des-Benz

comes close.

strange since, let's facE :, =ew r;: eople care about the effectiveness of nighttime llL -n na: ·:Jr and the car has so many

Although empirical prcof is still at large, the new Q's performance numbers should launch it from also-ran ~ o segment

other attributes and o c tc·v ~ . For instance, the pc-•Jef rE-ated outside mirrors include

leader.

turn signal indicators aoo OI I Oiatically dip when "reverse"

ly a second. Only the

S500, at 6.1 seconds,

But the al l-new engine is only part of the redesign. lnfiniti wants you to keep its new flagship on course, so it equipped

is selected to aid dri\·er -isioJ n Inside, there's a new control interface with a 7-in cr, oc[-}. ~: reen LCD display that allows

the Q with four-wheel indepen dent suspension, including

the driver to control e·;erJt irg ~rom heat and A/C to auto

greater charlotte b i:::

a u gus t 200 I 39

rior cabin space and trunk volume so that passengers, esj:ecially those in the rear, rave more knee, hip and headroom. While the rear passengers are Iolli lg about on the same high-quality leather enjoyed up front, they can use :he rEar p:>V113'5eat adjustments to get really comfortatle c.nd tr= re.3r aJjio c:>ntrols to make use of the 238-·Natt, eiglt-spE3kE1" E.cSE audio system. ~: eal

wood trim, a \o'Ocd 3nd leather-wrapped steering

wheel and other luwri •JU!: Dpo intments make tt-e Q45 one door Icc<. and headlight settings. The screen also supports the :} s 011)-based "Birdview" navigaticn systerr and, this s real.'!' cool. a rearview monitoring system. That's right, it is exactly what it sounds Ike: a small cam· era 11ount~d near the rea license plat~ (c.ctivated when the

o=the world's prem·er :;urer lu~ury sedans. And now that its p~rfcrmance las bEen boJS::Ed, it challenges the competition for tc p honors.

On pa:>er t loJk s goJd, xt stcry tuned for future driving inpressions to see hJw -veil lriiniti's new flagship really sails. biz

driv~r se ects "reverse") provides a picture ofwha:'s behind

the

CL which is displayed on the screel. Amazing. V.E alv1ays thought tt- e Q45 provided ex em :>lary passen-

ger :orr fort end luxury and the new Q is expected to please in

Edmundscom, Inc. wcr; t:un _d ., 1~6E to publish new and u~ed vehicle gLides In 1995, E:lmuo<:E bee ~m'! :r"'! first company to establish a site on the 1/\'eb on wht::h consu-ne-s cculc c t:lain vehicle information at no cost, and in

this reg:n. Wider and ta ller thar before, the new::)_ benefits

2000, :Odmur ds became 11e fr"st 3oJL -ce fc r vehicle pncing infCYmation for

from a stretched wheelbc.se that s nearly 2 incres longer, yet

users of ·Nireless Net-e-.able-:J oe~ic~s. :::::rnunds.com continues to provide

overall ength is the same. ThEsE chanses hcve bcosted inte-

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=. u gust 200 I

gr e ate r c h ar l otte biz

Future, continued from page 4-f

We're going to have to work

defeat with the referendum A recent

He remains optimistic about the cemer

harder now to recruit new

editorial in The Charloue Observer reminded readers that seventy percent

city's future. "The seven projects in the referen-

businesses to the center city, 11

referendum vote, but far from devastated.

dum would have li fted the center city to new heights ard created a big boost

Walsh said. 11 But, we have a lot going for us, including a strong economic base. 11 He hopes a new task force formed with the support of Bel!South will

of great value to the city, and we should continue to pursue them in one way or

h~lp

another," he said . These leaders believe the cultural

• The expansion of the Museum of the New South. • First Union's Flans to create a l-l/4 acre park on South Tryon.

ter cit·,r," Walsh said. "But, we have a lot g;)ing for us, including a strong economic

hotel, a 700-room Westin expected to pump $5 million into the economy. • The 46-stor:; Hearst Tower with its outdoor plaza, which has been called "a compac_ \ ersion of Rockefeller Center." • The creation of an "urban village" on 18 acres in Second Ward. umerous residential projects in First, Third and Fourth Ward. Sti ll , Walsi hopes the city will find a way to move a:-~ead on at least some of the projects included in the referendum. "Number oJne, we must not lose our NBA franchise, which brings in revenue and national and international recognition," said Wa lsh. "We have to put as ide our emotional considerations and do what it takes, even if it means retrofitting the current coliseum." Walsh also hopes the city can find a way to finance a new baseball stadium, which he says would bring reasonably priced fami ly emertainmem to uptown. l le points out that Discovery Place. which auracts a half million people a year, is in desperate need of an overhaul and is a project the city cannCoL afford to defer. He also believes the Mint Museum should be re located uptovvn where it can draw \'isitors to the center city Without the "homerun projects" of the referendu:n. Walsh acknowledges it will be harder to auract new economic greater crarlotte biz

"There is no question in my mind that

d ~ve lcpment.

find ways to attract new businesses. "vve're going to have to work harder now to recruit new businesses to the cen-

• The groundbrcaking this fall of the long-awaited cmwention cemer

projects were an opportunity to move the city forward in a dramatic fashion. the seven projects on that referendum arc

• The joe and joan Martin Children's Learning Ccmer, wh ich will unite the strengths of the Children's Theatre and the Publ c Library

in Charlotte. Lewis also believes the referendum

in growth," said Walsh. However, a large number of initiati':es are already underway and will continue despite the referendum set back. These include:

of the eligible voters did not even go the polls. lt urged city leaders to find a new solution to keeping the Hornets

base. We just need to keep building on the in frastructure, which is already here. We also have to diversify our economy. We can't rely on Big Reel and Big Green any Ienger. Those days are over." Wany, besides Walsh, are hoping city leaders can find a way to build at least some of the projects that went down to

and entertainment facilities proposed in the referendum would ha\'e had a significant economic impact on the city.

uch

facilities generate revenue by incrca ing the value of the property, raising revenue from sales taxes, and creating jobs and auracting tourist dollars. UNC Charloue economist john Connaughton, who has done extensive research on the economic impact of the arts, said they also helpde-

Ser Future, conlimrcd on page -+2

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august 200 I 41

Future,

continu ed fro m page 41

termine where companies re locate. Acco rding to Connaughton, arts and em en ainmem are on the sho rt list of things business executives consider when they loo k at a com munity as a potemial site for relocati on or ex pansion . Lewis agrees. "It's easy to ge t focused on financial statements, economic projections and demographic reports, and forget the importance of education and the arts, " Lewis said. "But none of us would choose to live in a place if we didn't think our families had opportunities to learn or to be enriched by m usic, drama or visual arts. " Regrouping after the referendum defeat will take some work , but Walsh beli eves the leadersh ip is in place to fo rge ahead . "We have a strong wi nd at our back," he said . "Bank o f Ametica, First Union and Duke Powe r have provided the lead ershi p that has led to unprecedemed growth in Charl otte-" Walsh says there are more people at the table now, mo re people making decisions, and there is more di ve rsity among that grou p. Fo r example, the board of CCP had two wome n on it when Walsh came to Charlou e, now there are Len . "There's no 'good old boy netwo rk'

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an ym ore," said Walsh . "Things are changi ng and we need to be reaching o ut more. Debate is healthy. It's important to listen and un de rstand each other. If we had done more listening before june 5th, it might have had a different outcome. " The referend um defeat has mad e it clear that build ing community consensus is more irnponam than it has ever been . At the same time, it is a more challenging task than ever be fore. As Charlou e's leaders prepare fo r the future, they would do we ll to study the text of Lewis' remarks to that june conference of economic develope rs: "Fo r cities li ke Charlon e, which have ex perienced rapid gro wth , the issue is how to maintain our momentum, whi le at the same time working to im prove the q uality o f life for the greatest number of citizens. The challenge is as much about getting better, as it is about geu ing bigge r. "

a u gus t 200 I

biz

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autos I transportation Carolina Volkswagen www.carolinavw.net 704.537.2336

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it I internet services lnfovision www.infov.com 704 .365 .9077

delivery services Nimbaco Express www.nimbacoexpress.com 704.338.9355

displays

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promotions

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media

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Wachovia Bank, N.A. www.wachovia.com 800.994.9222 golf course

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printing Dun hill Hotel www.dunhillhotel.com 704.332 .4141 1 800.354.4141

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sales training

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Queens College of Charlotte www.queensorg.com 704.337.2314

events

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cliaflotte

august 200 I 43

[regional biz] by Cosey jacobus

Is There Life Af er Defeat? Charlotte's Future Following the F~ferendJm Charloue has been growing dramatically for the past ten years. Uptown has been almost transformed by the new business towers, football stadium, convention center, restaurants and hotels. But now that Charloue voters have soundly defeated the referendum that would have approved financing for seven new cemer city projects, Lincoln Harris has put its 39-story office tower and hotel project on hold, and the merger of US Air and United has failed, giving rise to speculation that changes may be in store for Charloue's airport. What does all of this mean for Charloue and especially for the center city which fuels the growth of the entire region? When the Council on Urban Economic Development met in Charloue in june, Ken Lewis, Chairman and Chief Executive Officer of Bank of America, talked to the members about Charlotte's "astounding" growth over the past decade. "One of my teammates who moved here about six years ago remarked recently that after 5:00p.m. on any given day in 1995, you might have seen tumbleweeds rolling down Tryon Street," Lewis told the economic developers. "Today, if you wa lk clown Tryon Street after 5:00 p.m., you'll see what any urban developer wants to see mostcollege kids out on the town, geuing into trouble. You'll also see friends, couples and families everywhere you turn, out having dinner or going to shows. You'll see new business towers, beautiful public spaces, a football stadium, and a new convention center." This spring, city leaders put together a multimillion-dollar arts, cultural, entertainment and sports facilities package that they hoped would build on the achievements of the past decade and jump-stan the next wave of growth

august 200 I

ard devdoprren in ti-e cen.o::r ciry. The proje::ts ·;1-icJ- 'ND .1ld h<.ve ~Ecn Lrded tluou.~h t >mist-o riEnted .ax-:::;_ ildudecl a - evv tnL ti-plrp::J:.e areca, .:xpa:::Is-.cn art! r~loc3 t iJr o- .1-e Min :.1x:L11 Ermr sion anc. Lpgr:rl.::l.g ::Jf th": IJ 3CJ\'~r:· P lCe sce1c~ mLsenm a -e... :a,~i:::al l sta::limn ir So.rth E-d, reno Jt ic·r ::f the h >:.ore Caro lir a - 1- eatre. o::Jnan ·:..:>r ::f tl-:: Afro-Arreli.::n •:::uhurcl :=en-cr. ard re-o\ ati J r to I- ~ctre Char :me. Whcr pres-::rec w th d16 p1:b_~e of pre: ect~ in m, :dviso-y -de:-e:-.dur .o ti-e vows •lrt j Jll.:' 5. 2001, tl:e vot::r; clkln't ju.;t ::lcfe:>tthe rderend.::m- :.1ey fir-.ly reje::ted it. f ifty-se\':'::1. :er::en: '-'C•tec.

"no", while only 43% \'Otecl in favor. inee the referendum's defeat, the city's leaders have been mostly quiet. There have been few statements and even fewer suggestions about what to do next. "There's definitely a lull now while people son this out," said Center City Partners president Rob Walsh. "There's a referendum hangover right now, but despite june 5th, 1 feel real good abo ut the direction the city is going in." Walsh came to Charloue four years ago to head up Center City Partners (CCP) <www.charlottecentercity.org> , an organization formed in 1979 by business leaders to facilitate private and public development in Charloue's uptown. Funded by a municipal service tax appli ed to property owners in the center city, CCP promotes, encourages and coordinates center city business, cultural , retail and residential endeavors. CCP has been credited with bringing new businesses and developme nt to uptown . Since his arrival, Walsh has been a spokesperson for the efforts to create a livelier, pedestrian-oriented street life in the city. lie points to the ope ning of Dean & Deluca, Starbucks Coffee, the increasing amount of retail in store fronts, and the preservation of historical structures such as the old Radcliffe building and the Charlotte Couon Mill, as examples of the direction in which he hopes Charlotte will continue to grow. "Ci ties aren't made of silver bullets," Walsh said. "We have to look at the city block-by-block to see what we've accomplished. Four years ago, there was no on-street parking, no street cafes, no shuule system, no trolley, and no farm er's market. We have to celebrate the small victories." Walsh was disappointed with the

See Future. continued on page 41 greater charlotte biz

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