Greater Charlotte Biz 2001.11 by CLT.biz & Charlotte Biz & Greater Charlotte Biz

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cover story

Hospital Heartsaver The wonder drug that Ed Case has administered to Presbyterian HealthcarE is that age-old business prescription, "Put the customer first." It has been the driving

:orce tehind Presbyterian

Healthcare's dramatic recovery from what some once feared was a life-thre1tening disease.

departments

Survival of the Fittest By steering clear of the dot com firms, instead focusing on the more established

publisher's post

biz digest

brick-and-mortar companies,The Revere G-oup has built a unique company fo:Lsing on the needs of their clients ard employees.

biz interview

20 Vets Take Stock in Bond At Total Bond Veterinary Hospitals they believe in the philosophy that there is something special and unique about our relationships

Sue Myrick & Mel Watts: Life kter September ll th

auto biz 2002 Volkswagen Passat

biz resource guide

on top

with companion animals. In building their new clinic, they plan to refiect that philosophy.

34 "The Little Bank That Could" First Commerce has been recognized as a

on the cover:

"small business-friendly bank," and

Business Week recently named it one of the "Little Banks That Could" for its customer service to businesses. They believe their achievements are a result of locki1g at how they would like for a bank to work.

This month ~ cover features Ed Case inside Presbyterian H ealthcare~ Center for Preventive Cardiology.

40 Doing Business the BetterWay In working to establish Charlotte as a good place to do business, the Better Business Bureau's role in society is to help handle customer disputes -

not

only for the customer's benefit, but for the benefrt: of the businesses themselves.

g- e 3. -:e - : h a rIo tt e biz

cliaflotte iz nov~mber

200 I 3

[publisher's

cliaflotte iz November 200 I Volu me 2 • Issue I I

st]

It is all that I can do today Te n yea rs ago, during Desert Storm, I received a letter from my co llege roommate who now lives in Israel. He had moved to Israe l with his wife soo n afte r graduation. He incl uded an

Publisher John Paul Galles jgalles@greate rcharlo tte biz.com

op-ed arti cle t hat he had submitted to The New York Times describi ng his experience purchasing gas masks for his family. He was concerned about the Scud missiles that Saddam

Associate Publisher/ Editor

Hussein was sending into Israel as part of a defense effort to

Maryl A. Lane maryl .a. lane@greate rcharl ottebiz.com

keep Kuwa it under Iraqi control. Not knowing if Hussein was

Crea tive Dire ctor/Ass t. Editor Brandon Jordan bjordan@greatercharlo ttebiz.co m

Vice President/Director of Sales Ta lbert Gray tgray@greate rcharlottebiz.com

john Paul Galles, Publisher

exploding biological weapons, my fo rmer roommate thought it wise to purchase gas masks and educate his family on how to use them. My in itial react ion was to write him and encourage him to return to the United States with his fa mily and live safely and securely forever and ever. I could not fathom raising my family in an environm ent where the ir lives wou ld be threatened da ily. I wondere d how he cou ld ra ise hi s family in an atmosphere of fear and violence. How could he allow his ch ildren to walk to the bus stop when someone might blow it up or crash into it to get even for Israel's presence in Palestinian territory.

Account Executives

I trusted that the United States would be victorious and put Saddam Hussein ba ck in

Mike Applegate mappl egate@greatercha r lottebiz.com

his own cou ntry and stop him from bombing Israel and building weapons of mass destruction. My roo mmate's arti cle was written with such resolve and confidence that Israel would survive

Kathryn Moseley kmoseley@greatercharlottebiz.com

Contributing Writers Nan Bauroth Tara Co nrad And rea Cooper Casey Jacobu s Bea Qu irk John Re hko p

and that he and his family would be safe, but wary and watchful at the same time. I tried to understand his experience and his plight. I wanted to understand his commitment to his new ho me and his fam ily. Just four years ago, while I worked at the Pentagon, I watc hed our American military bein g inocula ted aga inst anthrax and gas masks be in g dist ribu ted to sen ior military offic ials. Weapons of mass destruction were be ing taken more seriously and threats were being investi· gated. Cities and commun ities were forming task forces and special teams to learn how to contain these threats and actions when they might occur. I could comprehend such actions, but I still didn't feel t he threat. That training and anticipation was timely and important.

Contributing Photographer W ayn e Mo rris

Since Desert Storm, though, and prior to Septem ber 11, 2001, the threat of biological weapons had seemingly languished- the threat of terrorism thought of as a predominantly Midd le Eastern phenomenon . Now, I can re late to my roommate and his family. Now I under·

Greater Charlotte Biz is published 12 times per year by: Gall es Co mmunicati ons Gro up, Inc. 804 Clanton Road, Su ite B Ch arlo tte, NC 28217-1355 www.greatercharlottebiz.co m 704.676.5850 Pho ne 704.676.5853 Fax Press releases and other news-re lated information, please fax to the attenti on of "Edito r" or e-mail : edito r@greatercharlottebiz.com

stand. Since September 11, 2001 , I am more watchful and wary. When I see pla nes in the air, I remembe r th e video rep lays and fea r another terrorist action. At the same time, I am grateful t hat t hey are flying and pray that they are on ly carry ing passengers from one airport to another. When I see our so ldiers, sai lors, airmen and marines, I wonder how long t hey have until t hey place themse lves in harm's way fo r me . I pray that they will be safe and remain hea lthy as they defe nd ou r country. An uneasiness has fallen upon our country. We are all anxious to learn when, where and how the next terrorist will strike. It is no longer a question of whethe r they will strike. Wi ll it be near Charlotte? Will it be anthrax or sarin gas? Should I buy antibiotics and gas masks fo r my family? Ten years ago, I cou ld not understand why my friend was so determ ined to stay in Israel

Ed itorial or advertising inquiries, please call o r fax at the numbers above o r e-mail: info@greatercharlotte biz.com

in the path of substantial terro ri st threats and activity. Now I know. He was home. His reso lve was to stay and kee p hi s country. I am home. I am determ in ed to fight eac h day to recla im my lib erty, my freedom and my li fe - I have no choice. I am reso lved to do so. I am th rilled

Subscriptio n inquiries or change of address , please call o r fax at the nu mbers abo ve or visit ou r We b site: "" " ·!:1 eatel el'la1 lettebiz.eeR 1

with t he exhibition of American spirit, that so many are dedicated to recovery and recla iming our freedo m an d sec uri ty. I will no t buy a gas mask today. I will not buy a chemica l suit that protects me from nuclear, biological or chemical weapons. I will not buy antibiotics to thwart an anthrax threat.

But I will work ha rd every day to build my business and succeed fo r my family, my community

in whole or in part without permission is

and my nation. It is all that I can do today.

prohibited. Products named in these pages

I suspect we are all doing what we can do. Since our experience of September 11, 2001,

are trade names or trademarks of their respective companies. The opinions expressed herein are not necessarily

future. God bless America. God bless those who are helpi ng us ove rcome the evil-doers.

those of Greater Charlotte Biz or Galles Communications Group, Inc.

We shall succee d. bi~

november 200 I

I believe we are all even more determi ned and committed to restore our confidence and our

greater c h arlotte biz

Bottom row ( --RI: C11rai\O Hc·mol1; Marcia llt'hgharn, A :C.fl, ~CS ; K3h S.wart; JG~riko Sli?l .-.~ . Broker., GR!1 Mc.rtin [ •. Fressley, Broker; MiddlE Row: J :>:t Setzer. GRI, BrOker; Rob 1\k::ii ~irt ; Marsha Ftnch ~ lis TJ!P Rtlw: .niT B'llrk ey, Braker. t. 3~ Be ; 1.\al.-ae NS, Broke.:; Gh t i5 Barry Bennett; i\BR; W .,si;; AAJie:; Ste. e ~j:in, Ero 'ler~ Fealta r; 'la.JI"*ll Gold~:e n. Hct !licklJ"Bd: Rns E ·lii::.U 11'1~-ra Franklin, =snily Gl;cL•, l'llart Pcge Blgister; <2' ip WVright, ~~ Frie~n.

rust Bank ...

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You're Not Just Another Customer. We're Not Just Another Bank

As a b usiness owner, your first priority is running your business. South Trust Bank's priority is helping you run your b usiness well. So we are pleased to bring you this monthly business column designed to promote Excellence In Business.

Bringing Your Business Dream To Reality by Steven D. Huff

Several years ago, at the University of California, a student got up to say that it was impossible for the people of Ronald Reagan's generation to understand the next generation of young people. "You grew up in a different world," the student said. "Today we have television, jet planes, space travel, nuclear energy, computers ... " When the student paused for a breath, President Reagan replied, "You're right. We didn' t have those things when we were young. We invented them." Most generations in America have a track record for making things happen. We invent, discover, revolutionize, pioneer, innovate, and more. The creative genius of our nation stems from millions of individual people who dare to dream. And in their dreaming, they apply themselves to changing the world.

Call a SouthTrust Business Banker today and let us help turn your business dream into reality.

Here are some ideas for bringing your business dreams to reality: •

Develop A Clear Picture Of The Dream The beauty of your dream is that only you need to see it. Begin with a clear picture and full understanding. The more clarification you can give to your dream the better your chances of success.

•

Commit Yourself To Fulfill Your Dream Understanding the dream is just the first step. You must make the decision to go for it. Unfortunately, some people are like singer Jimmy Buffett, who said, "Indecision may or may not be my problem." Don't let indecision or doubts hold you back. Decide now to fulfill your dreams.

•

Write A Plan For Your Dream Remember, a dream without a plan is simply wishful thinking. Create a strategy, including step-by-step plans and a timeline. Evaluate potential challenges. Don't be afraid to revise your plan as you go.

•

Count The Costs Dreams often require much more than anticipated. Tune, money and personal sacrifices of all kinds should be anticipated. Apply yourself to anticipating these costs ahead of time. If you're really passionate about your dream, be prepared to pay the price- even when that price gets high.

~EXCELLENCE IN BUSINESS Newsletter A Service To The Business Community Sponsored by: Steven D. Huff is a business coach specializing in small business grow1h and development. He runs the Excellence In Business Training Center in Charlotte, NC and can be reached at (704) 841-1600 or at www.GoForExcellence.com. Steve also publishes the "Excellence In Business" Newsletter, a motivational newsletter distributed weekly by South Trust Bank at no cost to more than 4500 businesses. To receive a FREE subscription , please fax or emai l your Name, Company Name, Address and Fax Number or E-mai l to: Fax : (704) 841-1693 or e-mail: Steve @marketingideas.com

- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -- -- -- . - - - - - - - - - - - - -

interesting news and useful information

[bizdigest]

Food Safety Technology Firms Reach Agreement

Tech Biz

Solution Available for Temperature Data Collection

SphereSix, LLC becomes Blue Steel Software, LLC Blue Steel Software, LLC , former ly known as SphereSix, LLC, has changed its corpo rate name to better reflect its corpo rate identity. Blue Steel Software is a provide r of Relationship Management Software , using proprietary technology to deliver pe rsonalized e-mail messages for corporations, institutions and associations. "Forging Stronger Relationships Th rough Technology" describes the Blue Steel Software corporate philosophy. The power of relationships is further enabled by a software engine built around a model of relationships allowing fo r precise personalization and deepening customer relationships. Blue Steel Software is located near Ericcson Scad urn in uptown Charlotte,

Seeton Technology Group and Tangent Systems, Inc. have reached a product compatibility and development agreement. The result of this agreement is a solution offering for companies that need to collect temperature data as part of safety and quality assurance programs. Seeton Technology has enhanced the capabilities of the Mobile Auditor application to support the Versid Temperature Acquisition Module developed by Tangent Systems. As part of the joint development agreement, Tangent Systems has refined their Versid Temperature and Data Acquisition products to output data that is compatible with the Seeton Quality Suite, which includes the Seeton Mobile Auditor, Mobile Manager and Mobile Reporter. W ith the press of a button, auditors and inspectors can now capture temperatures of food or equipment and automatically enter

that information into a handheld computing device running the Mobile Auditor application. Auditors can then upload the temperature data along with other audit information to an Intranet database controlled by Mobile Manager. The Mobile Reporter Web site completes the safety and quality process with executive reporting and corrective action assignments, if needed. Tangent Systems, Inc. (TSQ, founded in 1994, manufactures and sells Versid hardware and software products that enable data collection using handheld computers. The products are specially suited for performing temperature and data acquisition in the food safety market at the restaurant and contract food service level and at the food distribution and processing level. TSI's products are designed to work with both Palm OS and Pocket PC handheld applications. TSI is based in Charlotte.

N.C. Elogex Releases Supplier Logistics Management Application Charlotte-based Elogex Inc ., a leading provider of collaborative commerce solutions for logistics, has released a new application, Supplier Logistics Management (SLM). The Elogex SLM functionality provides leading retailers, distributors and manufacturers new levels of competitive advantage and cost savings by gaining cont rol of the next frontier of transportation management - inbound logistics. The management of inbound logistics represents the next significant strategic initiative for leading shippers. With SLM, shippers and their suppliers benefit from improved order management, enhanced supply chain visibility and event management, tighter vendor compliance, increased supplier communication , and new levels of shipment optimization and process automation. As an integrated component of the Elogex ne: work-hosted application, SLM automates complex logistics processes and creates opportunity for unprecedented efficiency between shippers and their suppliers. In addition, SLM assists by synchronizing upstream manufacturing processes with inbound transportatio n management.

Continued on poge 9

greater crarlotte biz

CT Communications Brings POTS + DSL Services to Concord Catena's CNX-5 Broadband ADSL System to be Deployed Catena Networks announced that CT Communications, Inc. will deploy Catena's CNX-5 Broadband ADSL System to provide integrated voice and broadband data services to its residential and business customers in the Concord Telephone service area. CT Communications, a local and long distance service provider based in Concord, will use the CNX-5 system to broadbandenable its installed base of Lucent SLC(R) Series 5 (SLC-5) Digital Loop Carrier Systems (DLCs). "Catena's innovative CNX-5 solution gives us a fast and efficient way to turn up broadband DSL service for our subscribers served from existing remote terminals," said Ken Underwood, director of network engineering and planning at CT Communications. "And with the CatenaView Element Management System, we easily can integrate this solution into our existing operations support systems." Catena's CNX-5 system is a card-forcard upgrade solution for Lucent SLC-5 DLCs that provides two lines of integrated POTS+DSL, without reducing the number of available POTS lines.These SLC-5 remote terminals currently provide POTS to subscribers located beyond the reach of a carrier's central office. Service providers have been challenged

to offer high-speed Internet access services to customers served by remote terminals because of power and space I mitations and the high costs associated with provisioning such services. Catena's CNX-5 system addresses these issues, as it is inexpensive to purchase and install, expands in two-channel increments, and provides T I and DS-3 trunk options to leverage available backhaul bandwidth. The system leverages CT Communications' investment in installed SLC-5 DLCs and eliminates the need for overlay access equipment such as POTS splitters and remote Digital Subscriber Line Access Multiplexers (DSLAMs). "Next generation solutions like Catena's, which can leverage existing DLC installations and scale to provide converged DSL and POTS services on every port, may very well end up transforming the DSL marketplace by moving more functionality further out in the network - closer to the customer," said Patrick Hurley, DSL analyst for Telechoice, a communications industry consultancy and research firm . CT Communications, Inc. is a growing provider of integrated teleconmunications services to residential and busi ness customers located primarily in North and South Carolina.

november 200 I 7

Wireless Phones Among U.S. Households Rises Penetration Climbs Above 50 Percent As the average price of a wireless phone call continues to drop, more consumers are subscribing to wireless service than ever before, according to the J.D. Power and Associates 200 I U.S. Wireless Industry Services Study'M. In 200 I, 52 percent of households in the 25 largest U.S. markets surveyed use wireless phone service. This is a 93 percent household penetration increase over 1995, or an average of 12 percent per year. At the same time, the current average reported cost per minute for a wireless phone call is 14 cents, compared to 56 cents per call in 1995. "While the drop in wireless call rates is a boon for consumers, providers are having a harder time generating the same amount of revenue per customer that they once received," said Kirk Parsons, director of wireless services at J.D. Power and Associates. "With the cost of acquiring each new customer ranging between $350-$475, it is imperative for wireless providers to make a serious effort to retain customers with loyalty programs and superior service." The study indicates that the trend of reduced revenue and increased customer turnover may continue in the foreseeable future. For example, average monthly spending on wireless service has dropped from $66 to $61 per month since 2000 - the largest decline since 1996. At the same time , the length of time a typical wireless user stays with a carrier before switching is growing shorter - from 2.54 years on average in 1999 to 2.40 years in 200 I. "Companies with higher overall satisfaction scores not only retain customers an average of two months longer, they also generate approximately $1 I more in monthly revenue per customer than do providers that have below-average customer satisfaction," said AI Destribats, executive director of utility and telecommunications practices at J.D. Power and Associates.

AT&T Wireless performed particularly well in meeting customer expectations in 200 I. The company ranks highest in overall customer satisfaction in I 3 markets, largely by demonstrating a competitive advantage in customer service, corporate capability and call quality. AT&T operates in 20 of the 25 markets included in the study. Other providers that performed well include Verizon Wireless ranking highest in eight markets, Sprint PCS ranking highest in two markets and ALLTEL Communications Inc. ranking highest in two markets. Other findings from the study include: • Reported minutes of use per month has increased 32 percent from 2000, and now stands at 422. Flat-rate plans that vary by usage levels and contain free/discounted off-peak calling minutes continue to be very popular among wireless users - approximately two-thirds (68 percent) report they receive discounted or free minutes. This trend may continue since consumers report having more than 750 minutes per month available with their calling plans (an increase from 317 in 1999). • Wireless users in 200 I are experiencing more problems/issues with their service compared to 2000 (59 percent versus 53 percent). Questions about phone equipment and operation are the most significant contributors to this increase, with 22 percent reporting problems in these areas. In addition, the number of calls it takes to resolve these problems has increased steadily from 1.71 calls in 1998 to 1.90 in 200 I -an I I percent increase. • Nearly twice as many subscribers in 200 I (23 percent) report accessing the Internet via a wireless phone compared to 2000 ( 12 percent) . The 200 I U.S. Wireless Industry Services Study is based on responses from 14,492 households in 25 of the largest U.S. markets.

Handheld Device Improves Physician Efficiency MDeverywhere™Tested in Six-Month Study in Charlotte

A-...ailc:bl= a:::

Personally 'r'ours 8318 Pinev-ille-1·-h:thews Rd. Suite 2 72 - 2 1d Floor Charlot te, '-IC 23226-47 53

704-5 4 1-7344

novemb=r 2CO I

As a result of the financial strain the healthcare industry is facing, physicians in the Pulmonary Department at Novant Health's Presbyterian Hospital are exploring solutions to streamline the business of medicine. Recently they implemented EveryCharge'M by MDeverywhereTM, a leader in providing handheld solutions for physicians to improve efficiency and accuracy at the point of care. Designed to streamline the billing process, maximize reimbursements and ease financial pangs, the Pulmonary Department improved the

annualized bottom line by $35 ,969, or realized a 220 percent return on investment during the six-month study. EveryCharge'M has reduced the number of days to claim submission from 25 to 3.4, enabled physicians to enter information at the point of care , effectively cutting lost claims by 59 percent, provided an onboard check for claim completeness, trimming denials by 14.7 percent and allowed daily claim filing, virtually eliminating write-offs due to untimely filing and duplicate charges .

greater charlotte biz

Charlotte Rental Unit Transactions Several Charlotte Apartment Complexes Under New Management Cornerstone Realty Income Trust, Inc . has acquired from Charlotte-based State

Greenway Park. Also, BNP Residential Properties, Inc .,

Street Companies, Inc. and affiliates seven

a Charlotte-based real estate investment

North Carolina apartment communities

trust, announced that it has entered into

with 1,686 units for $125 .8 million.

third party management contracts for the

The transaction consists of the acquisition of 1,398 units in five existing communities in Charlotte, Raleigh, Greensboro

management of eleven apartment communities containing 1,504 units. As a result, BNP now manages a total

and Wilmington , and the acquisition of 288

of 29 apartment communities containing

units in two communities currently under

5,898 units. Of these , the company owns

construction in Raleigh and Wilmington.

IS communities containing 3,681 units,

The properties under construction are

while 14 communities containing 2,217

second phases of two of the five existing

units are owned by third parties. AII of

properties be ing acquired.

BNP's apartment operations are in the

The communities acquired within Charlotte are the Legacy Park Apartments which are located north of downtown Charlotte near the intersection ofW.T.

states of North Carolina, South Carolina and Virginia. In addition to its apartment properties , BNP owns 42 restaurant properties in

Harris Boulevard and Mallard Creek Road ,

North Carolina and Virginia. The restaurant

and Timber Crest Apartments located

properties are leased on a triple-net basis

southeast of downtown Charlotte on

to a third party restaurant operator.

Monroe Road and adjacent to McAlpine

bits Axiom Creative Group's designs will grace the pages of PRINT magazine's 200 I Regional Design Annual, which selected Axiom Creative Group's work from over 40,000 submissions. Approximately 2000 winning des gns are showcased in the annual, which is intended to provide inspiration for designers and recognize some of the year·~ greatest design achievements. PRINT recognized Axiom Creative Group for a project named "Access", which was created for TransAmerica Capital to provide brokers with information on the company's new product, Access Variable Annuity. They also were acknowledged for team logos created as part of an internal team building event at a local bowling alley .•• SoDeog Technologies has introduced file transfer capabilities on handheld devices thrcugh the use of Sync Talk Professional FX.The software makes it possible to use handhelds much the same as a portable floppy - without the floppy that is. Infinite file types can be shared among infrared-ready handhelds. laptops and smartphones at the tap of a button. The software supports all file types, including Word, PowerPoint, Excel. PDF, MP3, and continues to support information exchange of PIM data. Additionally.

greater charlotte biz

the FX release incorporates an improved user interface that fulfills the request of current Sync Talk users •.• Hendrick Lex us has broken ground on an $1 I million, 56,900-square-foot facility on Independence Boulevard. The new facility, which will include a pre-owned car department, a customer lounge, an expanded service and parts department, and a state-of-the-art new vehicle showroom and delivery area, will be located on the site of the current Hendrick Lexus facility at 6025 East Independence Boulevard. The project will take 17 months to complete and the dealership will remain open while construction is underway. The new Hendrick Lexus facility was designed by Franceschi Roberts & Eve Architects. Gensler Architects, named 2000 Architecture Firm of the Year by the American Institute of Architects, is consulting on interior architecture, finishes and furnishings . Site Solutions PA is managing civil engineering and Choate Construction Company is general contractor for the project ••• Other dealership growth includes Scott jaguar's move to 400 Tyvola Road in order to expand its dealership and accommodate further projected growth. The new location is next door to its former dealership location and has allowed the dealership to consolidate the service and parts department with the showroom,

moreTech Biz Continued from page 7 Personnel Group of America, Inc. Selected as Top Certified Partner Charlotte-based Personnel Group of America, Inc ., announced that its BEST Consulting unit has been selected by Crystal Decisions, Inc. of Vancouver, BC, as their Top Certified Partner for calendar year 200 I. Despite an industry-wide slowdown in Information Technology consulting, PGA's BEST Consulting unit has continued to expand market share within its Crystal Decisions training practice, opening six new public training centers this year. Current site locations now include Las Vegas, Seattle, Boise, Portland, Olympia, Reno, Phoenix, Sacramento, Salt Lake City, Spokane, San Jose and Honolulu. Personnel Group of America, Inc . is a nationwide provider of information technology consulting and custom software development services; high-end clerical, accounting and other specialty professional staffing services; and technology systems for human capital management.

creating a more convenient la)'OUt for clients The 100 I 81 LO Ch· r•ty Class1c has awarded corporate grants totalling over $65,000 to non-profit organizations in the Charlotte area. Recognized as one of the nation's largest one-day benefit golf tournaments, the 18th annual BILO Charity Classic hosted more than 700 amateur golfers on six upstate South Carolina courses. The tournament raised $2.8 million for organizations in South Carolina, North Carolina, Georgia, Tennessee and Alabama. Founded in 1984 as a fundraiser for Meals On Wheels of Greenville, BI-LO's annual golf tournament has raised more than $14 million since its inception, placing an emphasis on hunger relief programs, children's charities and education. Friendship Trays Inc., a Meals en Wheels program serving the Charlotte community, received the area's largest grant at $15,000. Other organizations receiving funds were Cabarrus Meals on Wheels, Crisis Assistance Ministry,Thompson Children's Home, Simmons Family YMCA, Kudos Inc., Disabled Sports & Recreational Programs, Literacy Council of Union County. Loaves & Fishes Inc. and Union County Council on Homeless Prevention. In addition to corporate grants, each BI-LO supermarket received $ I ,000 from tournament proceeds to award a local non-profit.

november 200 I 9

Entrepreneurs Increase Reliance on lnten1et Women Go Online to Increase Flexibility and to Find Nev. ousi12s~ ::::>ppo'iunities We men-owned businesses are just as likely to be online for business as are men-owned firms, but women entrepreneurs are more likely than men entrepreneurs to find the Internet

Primary Internet Advantages Include Ease of Gathering Information and Communication

bereficial for opening up a wider range of business opportuni·

T:>p Benefits of the Internet

ties and allowing more time flexibility, according to a new study from the Center for Women's Business Research (founded as

,..-----,

Fasler eu ier info gathering

the National Foundation for Women Business Owners), which was underwritten by Wells Fargo Bank. E-mail access

"Women-owned businesses are similar to all businesses in their use of online technology. Sixty-one percent (61 %) of women-owned businesses are using the Internet in their bu~iness ,

Resp :>r•j tc clieocs quickly

about the same as the percentage of men-owned

bu~inesses ,"

said Nina Mclemore, Chair of Center for

Women's Business Research and President of Regent Capital.

Soaves t ime

"Overall, women and men business owners agree that the pri-nary advantages of the Internet lie in its informationgathering and communications capabilities. But women

>~Vi d e

range ci biz opp:>rtun ities

entrepreneurs differ significantly from their men counterparts in valuing the Internet's capability to open up a wider range Time flexi b lity

of :>usiness opportunities (40% of women compared to 27% of -nen) and the increased flexibility of time and schedule

)

it a-ffords them (39 % of women compared to 27% of men) ." Women Business Owners • Men Business Owne rs

Almost one-quarter of entrepreneurs ( 18% of women bu ~ iness

owners and 24% of men business owners) do at least

3<>orce: 2(01 Online and In Focus =>~.:entaged among business owners who use the Internet

some of their business banking online. " Howe.er, woneo

~ ntrepre1eurs

wl-o bank online are more likely than men

entrepreneurs to ... isit their 'i nancial institution:' Y\'eb sites (55% of women business owna-s compared to 37% of men b•si-.ess oWlers)," add :!d Anderson. "This tells us that the

savv~

woman business oy•ner warts full customer se -vir::e onli ne, which includes offering wellorganized and comp re hensi>·e fm ancial and accoult information ." Women and 1 en entreJreleurs are

eqJall...-~s

likely to be engaged in using the Internet

for e-commerce. Fully three-quarters of women c.nd mer business owners who use the Internet (75 % an c 74% resp: c:ively) purchase b11: iness goods and services online . Further. half the women a- d men entrepreneurs who

u; ~

the Internet (52% and 5 I% respectively)

are now selling thei • products and ser 1ices on I ne . In addition, women- anc m:!n-owred busin=s; es b::>th use the Internet to market thei r firms . Half of botl- ·women-

:J men-owned

fir -n~

1ave Web sites (SO% and 54% respective-

ly) . Nearly all of t · e women- <rd men -owned frns with Web sites offer the ability to accept e-mail inquiries ar.d 45% of No men- and 46% d men-owned firms also offer a toll-free number for phone inq uiries or orders. The study als:::> shows that home-based bu:iresses are just as likely to be online and actually purchase :il larger portkm of their home-based firm s' he

m~·th

busi•e~ s

goo ds and services online than non-

: hat home-based businesses are less technologically sophisti-

cated is just that, 3. -nyth ," sc. d Anderson ofWels Fargo Bank. " Nearly 20% ( 18.9%) of the goods and service; pu rchased by hom-:-based

"~<:men-owned

firms are pu rchased online,

compared to I I% cf t he go :>ds and sa-vices puchased by other women-owned businesses." Despite the i-tcreasing women-owned firllS and

nt~1s i ty

4~-6

:>I Internet ..!Se among most U.S. businesses, 39% of

of men-<Jwned frn s nat onally are not using the Internet

for business. The~ "off-line' fi --ns are older

www. liquid de si g n.net 10

november 200 I

th=~.n

fi rm s that use the Internet and smaller

in size . The owne rs tend w be ::>lder and less ec:Lcated than the owners of the firms that are online.

greater charlotte biz

ife After September 1

â&#x20AC;˘ â&#x20AC;˘

Charlotte's Congressio al Reps Give Thei" Perspective

g-eate r charlottE biz

november 200 I II

The Charlotte Region is obviously very dependent on the health of Charlotte/Douglas International Airport and US Airways. Do you think the federal government can play a further role - in addition to the initial $15 billion package- to help ensure the economic viability of the airline industry? Do Charlotte and US Airways face particular challenges? Sue Myrick [R], 9th District: The first thing we must do is make it safe for people to get on the planes. The airlines are the key to all of this, and they are our largest priority. With this package, we can get them back up and flying. If the airlines come back, other industries will fall into place.

USAirways is not in good shape, and we are concerned about what we need to do to keep them flying. The airport is the key to our growth , and even if USAirways has problems, the airport here will remain viable- someone else will come in. We're now working on a package that will address the needs of laid -off airline employees, which will probably extend their unemployment and health insurance benefits. Mel Watt [D), 12th District: I doubt

there's more that we can do in terms of direct grants. Direct grants account for about one-third of the total, and we made a concerted effort to calculate the accrued losses the airlines incurred as a result of bringing all their planes down and grounding them. Another part of the funds is for the airlines to cover any lawsuits arising from people who were killed or injured in the buildings or on the ground. And some of it is left to the President's discretion on how it should be spent. Now we need to consider what we can do for the employees who are being laid off and tangentially-re lated businesses. We're looking at extending unemployment compensation and extending the length of time companies must guarantee 11

health insurance coverage for laid -off workers . Charlotte is vulnerable only to the extent that USAirways is vulnerable, fo r we rely very heavily on them. And they rely heavily on Reagan National Airport in Washington. Its closing has had a severe impact on USAirways . If National doesn't resume full operation, I have doubts about USAirway's long-term health . We need to get National up to speed. For if it doesn't, USAirways will suffer, and as fallout from that, Charlotte will suffer. If USAirways struggles to stay vital, Charlotte will struggle, too. How do you think the federal government's role in airport security should change? Myrick: People need to feel secure at air-

ports, and we need private/ public cooperation. The government has to take over security in some way. People who work security at airports need to undergo background checks, be better trained and better paid. Training has a key role to play. We also need more sky marshals, but I doubt we will see pilots being armed . Watt: I feel strongly that the federal

government should take over the entire security apparatus at airports. Historically, the airlines have contracted it out to the lowest bidders, which created a rush to the bottom. It doesn 't make any sense that the people with the most important jobs- checking luggage and carryons - should be among the lowest paid. Although the Congress is united , Democrats tend to disagree with our Republican colleagues, who are hesitant to expand the role of government in any way. The way to do it is to have the airlines pay for security so that it doesn't come out of the federal budget. The airlines can pass the costs along to those who fly. That way, taxpayers who don't fly don't have to pay for it. What should the federal government do to stimulate the economy? Is there greater charlotte biz

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dent enough that they will spend the money they have, get on airplanes, and do what they regularly do. A failure to do that will adversely affect the economy. One thing the Congress can do is increase the minimum wage . If people at that income level get paid more, they will

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the economy. I call it the trickle-up theory. I see us increasing the wage by about $1.00-$1.50 over a two-year period. One thing that would not help the economy, that would be counter-productive, is a cut in the cc.pital gains tax. All it will do

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monetics

HPOPENYIEW

november

200 I 13

"''ilr rtrategic approa ch has atways been 11nre 路onservative. \'l e divers ifie~ our

ttferilgs so we weret1't reliant oo only Web-tl.lsed

initiative~

and tried to main-

tail a 20-25% annuilll revenue growth ~e~,

even during the tecllmology

a few years ago." - unaging director rrlichael Hor1e

. .-

While many business and technology

our growth. The five principals ha路;e

consulting firms were caught up in all of

c.lways done a great job of staying Jh~aL

the Web-related hype a few years ago anc. spent aggressively without a business

of the curve and shifting areas of focus based on the future of the industry,"

model that was valid or profitable, The Revere Group took a different path.

Horne acknowledges.

"O ur strategic approach has always

The Revere Group provides bt:.sine5: and technology solutions focused with _,

been more conservative. We diversified our offerings so we weren't reliant on

t:1ree distinct segments- managemert, t-a路:k-office and front-end -which

only Web-based initiatives and uied to maintain a 20-25% annual revenue

ad ::.ress the critical areas to business suc-

growth strategy, even during the technology boom a few years ago," explains Horne. "We also steered clear of the dot com firms , and the trading services for

cess. This all-encompassing, do ec. !cop approach has allowed them to spread cronomic risk and aided the pursuit .路or s:ability in any economic climate.

equity mentality, which became very common in our industry. Instead we focused on the more established brickand-mortar companies." ow, the majority of technologyrelated companies are trying to ride out the economic storm and stay afloat while The Revere Group continues to grow in the Southeast. "Even though we aren't growing as fast as we thought we would two years ago, our revenue will increase over last year and more importantly our profitability will increase significantly. This at a time when consulting companies are being hit extremely hard (by the economic slowdown) and many IT consulting companies are going out of business," says Horne.

"Our strategic approach has always been more conservative. We diverstf ed oJr offenngs so we weren't reliant on orly Web-based initiatives and tried t:t maintam a 20-25% annual revenue

A Successful Beginning

A privately-owned firm formed in 1991 by five individuals in the Chicago area, The Revere Group currently employs approximately 400 people in seven cities including Charlotte. The company is headquartered in Deerfield, Illinois , and has been profitable each year in existence. Managing director Michael Horne has headed up a staff of roughly 50 in the Charlotte office for the last year and a half, following a stint as the e-commerce CIO at First Union. Horne links the firm's initial success and growth to a strategic initiative focused on the popular human resources and accounting application, PeopleSoft. 路'We dedicated substantial resources to .he PeopleSoft product, and it got really :10t in the mid-90's which fueled a lot of

november 200 I

,5rowth strategy, even during the technology boom a few years ago." -managing dtrector Michael Horne

Consulting on a management level tevolves around helping companies bnn 'L~ategies, manage projects and redesi.~ O"'erall business processes- more or less c. 'big picture" evaluation of the com[:aD7. Back-office consulting, one of the primary drivers of the firm's growth, i'

based on the utilization of technoiOE)'bc.sed systems, such as People oft and Oracle, to enhance efficiency within key i 11ernal departments. Front-end or sell-side, which rem<.in5o t1.e 'sexy-side" of consulting, refers to tk hlflememation and functionality of Webt -<:sed applications such as data minmg, \.,/Jrehousing and customer relationshi? nanagement. greater charlotte bi;:

A trendy industry catchphrase the past few years, customer relationship management (CRM), is a concept Horne believes com?anie are truly starting to comprehend. "One of the positive thing:;. l'm seeing this year is the understanding of how to fully uti lize the CRM packages.. ln the past, companies purchased the software, but didn't focus on the process and concept. Companies didn't grasp the importance c[ having accurate customer data and how to link it across their entire enterprise," advises Horne. ''Amazor .com is a great example of how to mc.ximize CRM to beuer targel customers. The basic concept of effective customer re lationship management is similar to .ttilizing the financial software, Quicken. If you don't have a disciplined approach to managing your finances, it doesn't mauer that you have an onl ine checkbook." As a regional player in the consulting industry, The Revere Group's niche is the mid-market company defined as less than $3 billion in annual sales, although they do consistently compete with the larger firms for Fortune 1000 business. Horne maintains that, "The increased competition from the larger consulting fhns is a product of the economic slowdown and need for the Big': to expand their market base. "

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We try to bring that skill level to our clients and believe they see a different consulting team, a more expetiencedteam." Dave King, vice president of ales and service at Kvaerner Pulping, considers The Revere Group's experience level unpara lleled in this area. "They were head and shoulde rs above the rest in terms of experience and professionalism. lt wasn't only their knowledge of the product but th ey also had a tremendous understanding of the manufacturin g industry. We went through an Oracle re-implementation to improve ou r accounting processes and reponing functions, and the Reve re tea m answered questions about the Oracle product that even the O racle guys couldn't answe r." "We want our employees to thmk we are different enough that they will want to stay with us." managing director Michael Horne

ln add ition to the atyp ical staffing structure, Revere maintains a cu lture that recognizes life ou tside of wo rk. "The reality with any consu lting firm is some travel is unavoidable ," Horne notes. "But one of the things we have tried to do is have geograph ic offices that cover different regional areas and therefore, eac h office

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focuses on the client needs within the area. In the Charloue office, we hire, as much as possible , based on proj ects and clients in the South east region , which in turn saves the client money in trave l expenses and is easier on our employees, many o f who have families. " llorned adds, "We use the same approac h with our emp loyees th at we do with our clients. We want our employees

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The simplistic "back to basics" formula for running a compan y that see med mundane in the late 1990's has proven successful for The Revere Group and Horne in the long run. In spearheading the operations in Charloue, l !orne manages under a ve ry simple premise , "When l first took over

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greater charlotte biz

the branch, I indicated to everyone I would focus on two key areas, the clients and the empbyees, because if those two things are working everything else is going to fall into place." "Too mar,y consulting companies try to put a square peg in a round hole when it comes to rr_anaging clients. They may not have the skill set or resources to manage a certain project but due to revenue concerns they are too short-sighted to understand the long-term implications of selling something they can't deliver. We build long-term relationships with our diems. We don't have the brand name or awareness to overcome any bad experiences," says Horne. To that end, a critical factor always at the forefront of any strategy meeting or client con\."ersation is return on investment. "One thing we try to do at a strategy level is make sure whatever investment a client is making has a return. In almost every :::ase, we tie everything a client is consideling from a technical standpoint to either a particular customer need that is not being met or a corporate threat or oppJrtunity So they see the value and there is a direct link to that expenditure," explains Horne. In fact, Horne is confident enough in his team's abilities to tie billing rates directly to their skills and level of success. "We hm路e some improvement offerings that we bill a very minimal rate upfront and the remainder after the enhancement is evaluated (measured by a survey before and after the project). Our ultimate billing rate is determined by the success of the project and our effectiveness ~n meeting client objectives. Since we are 30 results-oriented, we are happy to set 'JP the billing structure that way. What ycu see is what you get." If his bu~iness strategy is any indication, Michael Horne, an avid skier, is the type that prefers to traverse methodically clown the mountain instead of racing down with his hair on fire. He may not be the first one down the mountain , but rest assured he won't be caught illequipped in a blizzard. biz

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ncvem:Jer 200 I 19

by casey jacobus

The Veterinary HealthCare Associates, soon to be the Total Bond Veterinary Hospitals, is a business buiJt on the value of the human-ani 11al bond

"To acknowledge, respect,. and cele rate

the human-animal bond b exce tio ally

and compassionatel can g fo the

emotiona needs of our clients

well as

e en to the medical needs of ur atients."

Mis

IOn

atement

Talk to the Animals -

ood Tlleir Owners

One group of vhorlv,t( ore ... e-:E

lnaiiO

have taken the philoso:>hy hat :here is someth ng special and umcue c:bout our relationships with companbn a11mals and built their practices arcund it. T1ey understand that our pets givJ us whc; we crave but can1ot always expJCt from he people m our lives- love, devJtlor anc companionship gr::-at.er charlott:: biz

that is pure

d u

~o r~:

路a a'

no路;em:>er 200 I 21

The Veterinary HealthCare Associates

<www.vethealthcare.com> began with the private practice of Dr. Robert j. Neunzig, who moved here from Miami in 1979 to build and operate Forestbrook Animal Hospital in Gastonia. A few years later in 1984, he renovated a small house in the Lake Wylie area and established the Bethel Animal Clinic. The following year the company grew again vvith the completion of ew Hope Animal Clinic on South ew Hope Road in the summer of 1985. That same summer Dr. Epstein and Dr. Dale Pickens joined the practice, Dr. Epstein at Forestbrook and Dr. Pickens at the New Hope facility. In 1987, Dr. Epstein and Dr. Pickens became partners with Dr. Neunzig and all three practices became certified by the American Animal Hospital Association. Dr. Dick Hay joined the practice as an associate in 1987, and a year later became a full partner. In 1991, the Paw Creek Animal Hospital, a new 2,600square-foot facility was opened in northwest Mecklenburg County. The facilities at both Bethel and New Hope were also upgraded to full-service hospitals. In 1993 Dr. Neunzig retired and the new partnership of Drs. Pickens , Epstein and Hay was

"The h 1mar-arunaJ tond comprses the real sod;;!, physicil a d cnotional impact antmals hav:: on our liv~s." says Dr. M::.L< Epsteir. " Lhas -·e(;:J measued ~d weii-Jocuaented." The human -ani-nat bond refers w the dynamic Elationshir Jetv.ree- P•""·ple and ani-nals wh~reh tach influerces the psycho ::>gical and ~·1-y:;i.J ic •ic:al state cf the othe-. T 1is ··o1d between people and their animal c•np:mi·~<s 1as been tcsear..:hed and -e-o-ted on in rumerous publi:ations. Or·: l o;4 ;;rud:1 showed th~"!l. 99 Jer ent o- cat and dog owners considered their pets ·o b-z ·Jllfledgd fatTil; lTCtT.bers, 83 percent t:Jok pets with L1cm to ru1. e-n.nds, an.j 72 percent took pet3 on trips. Medicrl journals have published --e;:>o".s ~bO\"' mg th 1t pelS ha\ e i:tcrcascd the survi.nl rates of patients after !:-~art lttc:ks, lowen:d bll•Od pres,ure, facilitated lo1ger survival r<I'es for the _ c.e:i,r, I JWcred Lle raie of der-ressioll in the elduly, and increased self-esk_n i.r c, lc. en and adolescems. "\Ve di·ln't invcu r-e concept- v•e're embracing it ," says Cr. Ep.; ein.

novembe

2.)(

re-named Veterinary HealthCare Associates, LLP Dr. Pickens subsequently moved imo a management role, and eventually into a separate office with a complementary staff. Dr. Epstein, in addition to his clinical duties at Forestbrook, assumed the role of Medical Director for Veterinary HcalthCare, responsible for the medical quality control, mentoring and training of the professional staff. ln 1997, Best An imal Hospital in Monroe, N.C. was extensively remodeled and renamed the Animal HealthCare Hospital of Monroe. ln 1999, Dr. !lay established the Animal Healthcarc Hospital in Davidson and Dr. jay Chambers joined the partnership in 2000 at the Carmel Animal HcalthCare Hospital in Pineville. Today Veterinary Healthcare Associates has six partners, seven clinics and 12 veterinarians. lt has been recognized as a "Practice of Excellence," an award given annually to one practice by Veterinwy Economics, a professional journal. There is a separate business office that serves the entire company and they are anticipating a new name which will encompass all of the locations while also identifying the mission of the clinics- Total Bond Veterinary Hospital. The name change is scheduled to take effect in December. "Each clinic has its own autonomy and each vet has his own style," says Dr. Hay. "But we all share the same philosophy."

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The Bond in a Building \Vhen Dr. Chambers joined the pannership a year and a half ago. he mo,·ed his practice from its former leased facility to the heart of Pineville, just across the belLline from Carolina Place Mall. Working out of a temporary facility, he began planning the state-of-the art hospital that is being constructed next door. When it is completed, the Veterinary HealthCare Associates will have a physical plant that embodies the human-animal bond philosophy "We've recognized and translated the bond into a way of being here," says Chambers. "We\•e done it well with our people. ow we're trying to do this phy ically with a building." Andujar Construction, a firm that has built several medical and dental facilities, is building the 5,600-square-foot \'eterinary clinic at the corner of Park Cedar and Feldfarm Lane. Work began in july and is expected to be completed sometime this month. It cost $350,000 for the land, $600,000 for construction, and about $80,000 to equip the building. "This hospital is very unique," says Chambers. "lLs primary characteristic is a sense of openness." The reception area is welcoming with a gas fireplace ringed with rocking chairs and a separate waiting area for those with dogs and those with cats. There is a special area for children with toys and books. The reception area is well lit with ceramic tile counters and murals on the wall. Clients check in at the front desk, but exit through a separate door. The most importanL innovation is perhaps the long observation hallway from which clients can look imo exam rooms, the lab, the pharmacy, the treatment suite, and even the operating room. "We want to take the mystic away," says Epstein. "Clients can see what is going on, even when they aren't with their pets." Care has been taken with the design of every aspect of the hospital. The isolation ward is placed in a high traffic area with a large window, so pets, which need to be segregated because of their illness, will be well watched. Behind the hospital there is an area with a six foot brick containment wall where animals can be walked. There is a comfon room, carpeted, with a telephone, where clients can receive grief counseling or make private phone calls. There is also a meditation garden behmd the doctors' offices for those who need to find a quiet place. "We hope this building will be a prototype," says Chambers. "It lets us practice state of the an medicine as we feel it should be delivered."

greater charlotte biz

The Bond in Practice While the new hospital open!} cem•ms.ratG wh 1t;:. ln.u:1ar-ani nal bord practice is all about, it doe91't .ell he whL·le st•11')' 'kr :Joe~ it m~a that the other six clinic~ in Veterin.Jt-~· H 2althCa-c As>ocia.e> m:n' j Jst a~ committed to the philoo:ophy as the :::an1cl pra··tice In Davidson, where Dr. Hay nerates ir a s.-rdl l,2XI-sq..Ll.re-f..::ot faulty that is a rcnovatec dentist's off c--c. the same e1nc~pt of opcrme::.s that i~ bui.L into the new Cmrel hospital prev:.ils. "We don't ha,•e the observati•111 hall.,·a) anc wit·Jo"<V~," s:l:Js Dr. Hay, "but we can allow the c ient to h;we acc,ss to a1eas 1·-cyo::-d the e;-an ··J011 · Thi means al\owins the diem L1 s~y \-ith tl·e r·et w lEn i1 io taken to the treatment are;;, o- doing trcrc: trotm:mo. in .he oam;1 ng rcom. "We want to allevia e appreh.::'l~,on b) Iilo•..Ti'lg .he ditn_ u -a-~.:.1\v how the patient is being treated at a] ti.:1cs." sa.'s D1. H~. All of the vets ir th~ association als.• bcliev:: in naJ..ing lDl.sc calls v.1e1 the occasion calls fo- it. Often th.s i.- th. be:;t sci Jtion, xnic..tlariy 'Nh:n euthanasia is involved. It is less ~tre-sful for boti1 tho: ptt ancl1he c.ien. wh:::n euthanasia is performed in tht hc•11e :m-r,·nment "When you have a 150-pourc Nev...:-ouncllr..."ld, t1.at ha~ h:d z slrcke and is immobilized, euthanasia in tl:e f<Ulil·. hnTc j JSt rr.a <.es sem~c:." .:;a:.s Dr. Chambers. There is probably nothing har::!tr fcr- a et )'!;ncr thm etllha(lasia. Ha.ring to decide to "pu down" 1 scrio_sly ill <Ilim<ll can tea ·,'f-} diffioiL choice. And, dealing with the lo~s o- a· elo·;ed p:t can e j·.::st "" J))infu·. Th~ Veterinary HealthCare Associates pm an emphasis Jn ~UJt:0:1.ing these who lose a pet and on grief man~1gemert. The r e-.v Car"112l h.:>3pi al will have a patient ''com-ort'' room and ""Ilecati•m g1r::len, s;xcifi·:all) cesignLd to address clients' need> in timeo: of illwss and woJTry. D- Ep:;.ei1- has organized meetings Jet:,veen the s·aff of the Ass::J~ iat~s wiLl· t ~m Je-s of -lospice for Gastc•n County to he p Larr cocnseling U'ch-i=Jues > Andi Sutherlin assists Dr. Chambers as lie

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Another focus of the Veterinary HealthCare Assoc iates is on pain control , relief and management. Instead of waiting to see if a patient "appears" to be in pain, the human-animal bond practitioners believe that if logic dictates that a surgery is likely to result in pain, then that patient will get medication as a routine pan of the procedure. "We find it unacceptable that an animal would be in unnecessary pain," says Epstein. "An animal is just as vulnerable and no more understanding of the fear and pain involved in illness, injury, or surgery, than is a four-monthold baby We would no sooner with hold pain medication from one of our patients than you would if you had a child that got si k, hun, or needed surgery"

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41 E - y vo _A ROAD /C4-5:27 -?OC J

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november 200 I

to them. When we refer them, it is 'in house,' to doctors we work alongside." People often feel anxious when their pel is sick or injured, just as they do with their children. Chambers says he makes a special effort to train his staff to recognize this. The Human-Animal Bond team of Veterinary Hcalthcarc Associates has created a CARE/PA IR program that pairs a staff member with a client to minister to the emotions and anxieties of pel owners. The staff member can act a a liaison between the client and the doctor and is another person the pet owner can call for information or to answer questions. "We dwell in two realms," says Chambers. "The routine one and the one in which the pet is sick. We wan t to share people's joy when they have a new pet and to make sure its training is done correctly and we want to minister to the anxiety pet owners feel when the pet is sick." At Chambers' practice, e\·ery owner

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$25,000. A laser surgery unit runs about $23,000. Yet, in terms of what they can do lO decrease pain and inflammation, they are amazing. With laser surgery, for instance, an old dog wi th ulcerated

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it has to have enough income to support them. For smaller practices this can be a problem. Often the vet in a small practice refers out a case when it becomes complicated. The means the client has lO take his pet to an unfamiliar vet. It also means the smaller practitioner loses out on a lot of interesting cases and surgeries. The alternative is for the practice to grow w include four to eight vets in one location. O ften , this growth comes at the

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without losing on the important one-onone relationship between vet and client. "We get the best of both worlds," says Dr. Hay. "We maintain our individual practices, but we have the ab ility w provide the best medicine and surgery available. We get to know our clients , as well as our patients, and relate to them . When we refer them, it is 'in

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Casey jacobus 1s a Charlotte-based freelance writer. greater charlotte biz

noverr ber 200 I 25

by nan bauroth

Breathing Life into Patient Care and Choice at Presbyterian Healthcare, Ed Case has become the

Hos eartsave When Ed Case arrived a year ago as CEO and president

of Presbyterian Healthcare <www.presbyterian.org>,

he got letters - lots of letters from patients telling him exactly

what they thought about t he healthcare provider.

Today, Case still receives a lot of letters, but that dreaded

"Dear Jack" stack has become a pile of love letters. "I get ten

letters of praise for every letter of complaint, and that says

we're heading in the right direction," Case beams. >-

greater charlott e b iz

nov e Ti b e r :?.t)J I 27

-~J<i k·in n~ g Care of

•

Presbyterian's N•'W Preven ative Cardblogy Cen .er Gi ves Charlotte Ccrporatit::x-s He-art You've got your stock ticker. and th:n you ve ;f;Ot )'CJr hurran t dczr.

The •:enter us p ·ognms

But at the new Presbyterian Center for Prev;;ntive Cardiobg:. e~:ec

he~r

sea~E.

icient ft 1rx 1=ss ycur

-j~~

rrzrage existing 1isk h:tcrs uxl h-=IF pu

reco~Er

principles of risk manageme•t they use in thei - professioral lfe tc

fro-., a 1-:art ;,ttac < ·:>r surgery tnro.Eh 'a dec re~ at:. iutior tf yoL ,u6er f·om heart :lrsease a- ha"E! se1e 1 ri;< ac-Jrs the fol ;:,,.irg prq:rams ca'l 1elp yo.J rrzl-e nporun: I feory e

their health.

:han~=~

utives can keep a close eye on botll. The idee. is to c.pply the 2me

nat can lead :o a long~~ n::re tor JO)·abl~ ife

Here, business people co.n worl•_ 'Nith a tea11 of profe~sio1ab :c identify and manage heart diSease nsk factor.> befcre they lead tc a serious heart problem. Docoors perform a comprehensi-..·e ev::_ kJ;o_. tion, including a new diagnostic tool!called "c;n:liac

scorin~:·

"- iim-

ple procedure involving a hi,Eh speed-CT s-: anner to detect cc.laun deposits in the coronary art:.zries.

Cardiavasc-.dar Risk Manage-nent Program cr'lf~hen.iv~; pr~-.e11tive

ca-::lic l.:::gy frcs-n t at =\alw:n sk fl:t:;r.; an•j :levelop. an <•:tiC r Jlcn e rr p~ ·stz n5 :JP lr 1 11anz.gecYJent c·f all risk :factc r-; rc t..:f g ipd and A,

:ad~ac r

:e15100 man~gen:~ent as """'" a5 dicsbet:• 20'11:'0 The ·i;i: -narJ._geTeOC plar may also incl•de rL :rioon :::>u1s:li ~.educ~ :ro1 i'l:l exercise .her py.

,YP€

The first of its kind, the ::enter .vouldn't have been pc-ssi!JI;;: without the commitment of Ed Casz, Presbyterians new CEC."H is belief that it is an important and intzgral part d

fully

d~.-elq:ed

cardiovascular program, desr•ite the fact it isn't a moneynHe;; shows tremendous insight irt:o wha: is best n3: onl:-· for Presbyterian but long-term f:>r the c:onmt.nit:r vve

serve ~ ·

Energy. and is now working wvith otl:ier firms to

l<e~p

A, cute! an ess t:st that evalu'l.::e~ c e -mc•U't )f ca ciun rn {OLr ar::e ·r~::s as ar early mdicats:or :>i 1\e:.·: rl! ~a.e

Smoking C essG.tion

o.ss:-cs

Dr. Daniel E. Wise, Medical [tirector of the Center Wise says the center stc.rted w th a pilot progrilm fer

Cardiac Scoring

~LI<e

their emp O'/-

TfJ:J Jl '" indivi:lu:alrred medical as;=.-srre"t, straegie::c znd ~~lth •p::, ;,i :JrOf arr he P• people denu ';: 1d ·e3d toe gca tc .tc J

5815 t.:JC:accc

ees healthier. "That means less downtime, les;; turr.c-ver c.r.d ir. the

Carda!: Re'lab itat on 6.. J=r ,~n.., -:>' exe c ;e ,erapy. -ut it Jr< o~nsel n: a -.::1 Glr di.:

worse case,less retirement on med cal dis:tbili:y. "o/Ve look at w-at a

~dLt-:r:m

program like this can do in tzrms o-i a cost/b;;:nefit ratio, a1d ....-e·n: convinced it can do a lot."

:?.8

november 200 I

to he p pat1ents and -helf t.lllf ~ r.:ccver I'OT a 1ee:rt a:xack, 1eart sur>ery or ether lr.Jac c ·rditor .Th s

progran bu 11; su,)p·Jrt system. to T 1x TILe ez.ch pan:i·:r;:>crt~ ~UC.:ESs in mc.l:rng ifes .y e chan:;:!s t:> ad i~;: 1-e<lth hea t. g-eat~r

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The wo1d t d-L; ~e admili'"""

PresJyte-ial, believes Case's confidence,

tcted s that ag.=--Jld bu:.in::ss presc-ip-

cou1•led with his ·eassuring approach,

ti:n, "Put the c.ust:::n:5 fir9..." lt ha:

have b:e.:.l critical tc· Presbyterian's rapid

b~ ~ n

the dr virg for:.~ tehind p-,.sl::y:e rial H_:: :. lt -anes ::i -amatic

l ha,-e "¥Jrked with." m:tintains Pfeiffer,

rc.cm ry frcm ""lCL

who h:tS b=-en at hesby·e rian since

S<1rr

turn:tr ::LL! d. "He's the best hospital CEO

e cncc feared

a life-tl-reat...n ng olscase.

'\-<::.5

suso1cd he:tlthc.:Jrc e:;-_ea.:ive has prrfcm1cd CPR or - Jticr-.:: Gue and pat~lll vr.ol<.: new hfe.

il.~

ill.Lior he rLno- a

~ry. -ese

{\ -D Augus_ 2•.>11 v;.

-, iGl stat st cs sa:r.e period

F're3bytcrian, .vhich merged with aegi~

cf Paul Wiles ,

and .::::EC. "Ed

O\'alll's presidem

po~scsseo

and :::>qxricnce," l-e observes. "His dem : a -cr is calm. s.eady and pre-

"'Nhen cc..r.e oo board l sai.J, -··u~· rc going to get t "le n.c.nagcd ca1e

Bouling Company Consolidated and

:::<Jdiologist~-

~v-..at \Er)'

:::::.:~;e

,K•ilg ro

acd oth.crs to

gctth~

-ecogni~

we ha,·e t.J JITc a ld here s b1ight ·utLP-

"ler~ H

P ·esbyter.:an,"

·ecalls. "l uld .:.-erym e that v\e\•e

'lccn n busine=o fc·r

sta ::ure of Presbyteran to gain the

>'t.GI.:"S, and 1 ot

_o Jelieve ~ v.-iU nc. bE. tn busines; fot Jr other 100 ye:Ls. ' Dr. Fred P[e ffc r. :h- f c•f staff a·

cor fid:!n<::e of hospirnl employees an c phys· ians. They saw someone

the intellect

dicwbk , v.:hich is important to folks

"- ~' 1e

ti- e ·:::<:rdiovascular p -ogram and

ovant Health, nc:v.. falls under the

20)0": net revenue UJ• 3 7 J.~, income f nm .::: perati.Dns .:~p ::•1 5 x_, patient cuys up 5 ..3% and slllge- c:; n S 6%.

.::cntr.lcts, and

in place t,at allowed us to rebuild

198".

Smce Case 1- JS ben 01 the case. thio

ch 1ic, givirg ilL:

"He- (Case-> immediat:::iy put things

in crarge Vith the Vi"'iOn and ability tc make t1ings happen again."

therE.." }nres L. Moore , CEO of Coca-Cola chaiL 11ar o- Presb•;t:rian Healthcare's boar.j d trustees, :::cncurs: "Ed has

-[I ~

:)anie E. Wi e medical director

of Fr:sb•; terian's new Center for Pr-=vcnti\e Cardiology

l "1 la..; ilg on the CEO rJle. Case

brou.sl-· :-. -ue contination of leader-

ac:::c.r ted a missio"1 impJSSiJle: winning

ship an:! nnnageral competence." ln

b<Jc..; major managed care c::mtracts

his CJ)iniJn, Case understands the com-

pat~lts

plexi.ie; of the hc:-.lthcare business and

had L.. .vii. Jack the coofide::1c~ of

·Nc J!d have a choice. :-Ie alsJ

has cec.t-::c a sense of teamwork. "He's

Pr::~l-;-~t ia 1's

got \ari.oJs constiLUents pulling togeth-

we~

er so we provide t1.e be_t possible care

M-x.i:a Ce:ntet arc! devdop a free-

for tile xople of t:lis region."

st<. din~ htalt hosp tal.

revered cardiologists, who

Lhn:at..:ning to clefccttc• Carolinas

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§-::ater char! ::Jtte t• z

nov err ber 200 I 29

Twelve months later, Case is batting 1000. Presbyterian now has access to every major managed care contract but Aetna. He also saved the heart and soul of its cardiology unit. On only his second day on the job, Case went head to head with cardiologists to determine why they felt they needed to go elsewhere and what he could provide to service their needs . The upshot: "They decided to stay, and are fully committed to Presbyterian ."

dramatically. Leadership was used

to worse. The heart hospital was almost a fait accompli, which could have siphoned all card iology from Presbyterian. "Ed was very definitive from the moment he arrived that that wasn't the right thing for Presbyterian or this community," says Wise. "He immediately put things in place that allowed us to rebu ild the cardiovascular program and stature of Presbyterian to gain the confidence of hospital employees and physicians. They saw someone in charge with the vision and ability to make things happen again."

to a situation where you basically

Maste rin g a Di fferent

"The playing field changed so

"When someone comes to our doors and needs help, we don't know how much we'll get paid, we can't decide whether we will take the patient based on how much we'll get paid and we work with a series of other people to determine what we need to do," explains Case. "We don 't have the same controls over expenses that most companies do."

Busin ess Model

did things on a handshake."

Case's ability to revitalize Presbyterian so quickly is rooted in his extensive healthcare experience and management credo. Prior to coming here, Case spent his entire career in St. Louis, most recently as acting CEO and COO of top ten-ranked BHJ Hea lth System, which includes Barnes-jewish Hospital.

- Dr. Daniel E. Wise

Dr. Daniel E. Wise, medical director of Presbyterian's innovative new Center for Preventive Cardiology, says Case's resolve got his practice's heart pumping again. As he explains, when Case came to town, things were going from bad

"Through directly contributing and seeing what others can do, I understand how you can be great, " he asserts. "My financial background is a benefit because it brings a level of analytical thought to the process, but being able to take what l've learned and through the people I've had an opportunity to work with and demonstrate how we comm it to excel lence is truly the difference. "

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john H. Belk, president of finance, systems and operations at Belk, Inc. and a member of Presbyterian's board, thinks Case's background with BHJ in St. Louis has been very beneficial.

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"He's seen a large scale system work

TlME

well and dealt with similar issues as COO. l think that's been helpful to him, coming into this market." By market, he's referring to the intensely competitive healthcare industry here, which was

th~

source of Presbyterians problems. As \Vise assesses it, "The playing field changed so dramaticall}. Leadership was used to a situation where you basically did things on a handshake. When Dr. !larry Nurkin came to town, the landscape changed. It became a very competitive medical business and has taken time fer the Presbyterian system ro adjust."

"Healthcare is probably the most

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with human life and all that entails, but in addition. in a man aged care environment where people are not necessarily free to chose their healthcare providers."

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- James L. Moore. CEO of Coca - Cola Bottling Company Consolidated and chairman of Presbyterian Healthcare's board of trustees

Combine this fierce rivalry with a volatile industry unlike any other in the private sector, and you have the makings of a formidable managerial task. "Board members who are very strong businessmen all scratch their head about healthcare and how different it is in terms of the business model," Case readily professes. for instance, a manufacturer knows how much material is in their product, the selling price and to whom they can sell it. "When someone comes to our doors and needs help, we don't know how much w~'ll get paid, we can't >-

greater charlotte biz

n o v e m b ~ r 2 1)( I 3 I

decide whether we will take the patient based on how much we'll get paid and

"One of Ed's leadership abilities

we work with a series of other people to determine what we need to do," explains ase. "We don't have the same

is h is understandin g of me j ical

all that entails, but in addition , in a managed care environment where people are not necessarily free to chose their health care providers. Add to that a tremendous

economics and wha t t takes

amount of governmem involvement, and

to make a system r .Jn. ~

care provided by employees such as nursing staff as well as indepenclelll con-

- Dr. Daniel E. Wise

tractors like doctors. " ln Wise's view, Case is undaunted

controls over expenses that most companies do. " That is one reason Belk is impressed by Case's performance to date. "He has

,1oore echoes this

~erL.ment

by this complexity. "One of Ed's leader-

been successful with a very difficult chJllenge of expense management. just about

"Healthcare is probably

all healthcare systems have been under tremendous expense pressure."

plex business I've ever been assoo: :n~d <vith 路Yuu're dealing with human hL and

most

CJI1-

ship abilities is his understanding of medical economics and what it takes to make a system run." Certainly,

ase's willingness to tack-

le the cardiology crisis his second clay out made a superb first imp ress ion. But in his management book, "My phil osophy is that if you have a question for someone, you're beuer off asking that person. And if you have to deal with controversy, deal with it. l find people truly respect an individual who will put all the cards on table and explain what they're thinking and where they want to go, versus playing a chess game where no one knows where anyone is." Presbyterian 's Persona: TLC

lf ase has a mantra, it's patient care. Although Presbyterian's problems seemed insurmountable to some, he quickly acknowledged it wasn't anything he hadn't seen before "! told everyone we shouldn't be troubled because what we really needed to do was spend our time and focus our allention on providing credible patient care, and over lime that would bring us to the point we need to be. " Stayi"t~

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judging by the lcucrs he gets, Case's strategy has become a self-fulfilling prophecy. "I think there arc several factors that have contributed to growth. One was access to managed care contracts. Secondly, though , we've spelll an incredible amount of time face-toface with physicians asking them what we need to improve and what we can do for their patients to make the experience beuer." The key indicator is patient volume, because that serves as a measure of market preference. ln ase's experience, it's all about repeat customers. "People gain a relationship with an institution

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and when things go well and their physicians are happy, you get a lot of return business. That is our primary emphasis and focus. " On the expense side, he says they've been able to reduce expenses per patient seen. "The beauty of hm•ing more patients is you can become more producti\·e by using the same people to see more patients. We haven 't had to reduce our staffing level to impnwe our expense position. " Like any other business, though, patient sati faction is an ephemeral thing, and given the life-or-death nature of healthcare , has a strong emotional component. Call it the "Presby persona": the venerable Charlotte institution is best known and loved for its nursing professionalism and TLC. "We have incredibly thoughtful and caring people in nursing, and that interaction with patients is a critical one," Case insists. "lt comes through the people we hire , supported by our nursing school, which will soon celebrate its lOOth anni\·ersary. Presbyterian is known for nursing, which goes a long way toward giving people the strong feeling and perception this is a place that really cares about them."

-._ ?res J·-teriar. '(nt v. iII fin:.! m.•rc - nov:ri .. n. a xtto 3pproK 1 and t. .::1 yc nl v. o· ~ · ~ t.:.· geth:or · cue· here. :.:-,J U:.. .;e~ a],, o- thc ,., ··it ·,-r tl-aL" C.se sa:-s

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f ·-=:1-J'f<:E 'I. /"lEY.

A Shi ft in Cha rlo tte 's

Me dica l Ce n te r o f Gravity Presbyterian board members and physicians agree: thanks to Case , the prognosis for their beloved organization is excellent. From Belk's perspective , the primary factor ha been the support of ovant in opening up some of the insurance contracts. Add to that, "Eel ' leadership in driving patient satisfaction and innovative projects like the Cardiovascular Institute definitely bodes well for Presbyterian. " Pfeiffer's optimism is palpable. "Presbyterian was the place to go for a long time. But they got used to re ting on their laurels, which is ne\·er a good idea in the business or medical world, so we fell upon some pretty depressing times. Now people are enthusiastic that the center of medical gravity in Charlotte is shifting again from CMC greater charlotte biz

1 . , ( Oli

In 1Dd -.,"' 1 ness "'c•·•l, o. t a.:i iti~ :n ccrr;llrt '1cs:!i [~i:u 11" prcp<L=J {~- ch.Uengiug 5 uati::m requir~ a EVe Jf ~n wl~~= .1~ 1lC . . "'.ill _, . . .. k f I . tlo::l o· B.!imES.< ~rei t·eye I:1 .IJE JlSCo. Ll-es :r :.lu 11Sl ..pl kJ til (o 'GL !co cflcn;. - - - - - .!\[ .he '1:C:J School o' llusin <,our r.EA <.r d e:;e:nl ~ ech:.rt Jl :.~~e;e .. Owtou pr• gr:t.us :Jh~ 1 Jt-e tl1 u L<'1SSroJm!:x:tJ o. 'fc ur pJOa<:er; ..ill ae;lf le~rn ng~. :1i.J1sto Kll youexpJnd}o_ r ~l:ili . ~arrlb.i.dyctr Kf~~V. coofi~n:::: . ~oycu car f:::c~ tlu: :hU!et f.e; tht co11ewt1 -~:-:'c.a~ -, Pl~ ase gi·.€ m ca I if y•JL wa'lt tc learn ;:_l.J m w tnJre

Learn.

.::.ecome.

''T Fi ·st Commerce Bank's m ssion is to he p sma bus, 1esses, and by all accounts they na 1e achie"·ed just that. jeff 1- .J_It begc; All

his screen prilting bu~ ne E at h-Jme, b..Jt soon needed a b iggef' sp~

re could af-;xd was a rem~d baserrent in Matthews .vihout wind()o.ols o· air cone ~ :lf"•-

ing. -1-<:>re, he -ould meet wi:h his ba nker, '1'/es Sturges of f irst Commerce 3a1k , pl<11 r ng stra:o:£>' forth = bu siness's g:J'::lWth. "We; sometirres ha c to sit oo a bc·x whe n

W?.

me;

Hunt r=calls. 1. 1o st ban--ers probably lf,()Uidn 't spen : a mcrning in a hot :>asement advising aV3':' smal cl ient ho.J to get bigg~ Then ag3in , first Comm:: rce is not most ba rks. It be~.:r like 1co ny of it:; clients - with a great i: ea and not muc- e lse. Tcday, th e bank headqL-Itered in Charl otte has $ ' 30 mi llion in asse-:s. up frorr :. :: million when tt·e bank open =-::1 in 1996 Fir:;t Co rr mera: special zes in serving busin = ~ ; and : 1-eir emr: oyees. The ty;:ical custo11e · is a busine ~; w.th s;:les o - $2•) milli :m

01. .:.;:;;

and :Jcrrowing needs of und-= r $3 milbn. The b-3 nk al;o offers depm it ac:c ourrts, ,..;rlgagE :>ans, and othe r servicES fo r indiYidua ls. T•e U.S. :.11all Business .-\dministrction lists First Commerc~ as a "sma ll busine:-5 friend y bank,' and t he banl is ooe of : he top in Cha rl otte for SBA loans. Bu s ires s \.h ~.: rece,( y name:J First Comm e -ce .one cf the "Little Ban .;:s That Could " for its custollle"" serv :-= to bu~ 1esses. The b .o nk Nas t~ o'lly on e in th ~ Carolinas to ma~e the list. .,..

greater charl=tte b z

-~eCS

would like First Commerce's services

ever cper. First : mmnerce: bc,aan ,;.l5 a cor:'ve -~atior bet\<'eC S'ur.~es ;; nd 1;~.nl:cr H. Ke th Brur..ne::::Ier jr IL "A·as ' -1Jy l9;l5 c. t;mc wrn -any 5Ill.a.l Jo:1l bc:ol<s

::-Lbli: .>erYice, vi.l· k~r~hi]' -:oos:t!J::r; · >t· the :nuds o. Spirt _<.:pr~-:.. ni d ·,;;,y, ~- c. :•.her ·::rg;:r z::: ions ·.">II r.:.y

and products. But they did worry about acquiring shareholders. In the mid-'90s , the state banking commission judged the viability of a new bank by stock purchases. It would agree to grant a charter for

that s:::rvoo bL.Sin.z;sc; - SolllhetT Na. o.J.al , F r~ Cbarb · ~, R::.J _b i:,

r..:: ~ ds;

It's

of small ::1.5T£~::; Snrsco alSo") ra:l 3 :>:rang ·e<.Or•::. D -

:an·: [-:Jm tr_c ::hys ,\rcn 'Jv.es

Stu~g.:; 'W0::1C~red

i· Lr .: balk vV)Jld

·; :>-lunt,:-er '>"Ork ~<.vc 11.: st:ndi:Ig

;;n:::. fls

c2sigr pr:Jdocts 3rd

F~rs1

their bL inEs> 'J:r -Jingt•g tt·eir

S€f'Yic~;

tte11selves TI-·E P-SUit ·..-as changes to some :orn r::>n bc:nking prad ces. Swrge3 and :=: rtn~ener q. i.::kly ass::m·:·I=J a boco. -Ll cof Jir.:.ct<)fS 1:- alf ·,.1( J?

IUOI?

In the rr ddle :)f ltle 11ic-:.r ru~l, 1hl5 F r~t

enplq:~es

enjoyed f· := fr2t::dom b

p:: .>ple W'1·:· had "' ~P~rie e r _:1Jln§ o f."Jblid:• hd::l CCUDaiTJ. raJf '-"2le irl!!ft."ldcnt busines: o~..;ner:. "lt "as a :illfe-::nt c::mcept" "m < l::ant:, Stu·gcs o<r_Js. 1b.:: poi- ne-.o de Jb:zd b .~hesor.:s

own::c. PetiL:e - .made,"" ::Ires slup c·n Pro,ric::nce ~C.ld. Tl-.a. o-:per c:oc g<ue S.u-ges day-tc- :ia? ill5i~-t ir c th

rove-n : er 20::::1

gcux. ·ln•: _r-

wor<mg a Ia -ger

=i 'St Commerce

a.Jcut us r.es= dC'\'Clot:-ren a - d oa .es. For -i.-e ye:~ r s . 3tl rg:::'s. .,.ife ClaudiJ

f<xu· ::>r

C::1Ttr uUty

in5titutions for ·;e.Jrs, 1any

such ~ ba1.:: \..1S ;tiltl-.ere, Swr~cs ;;nd B::- .m n.e:J"lU. r believ~~ SLrgcs h:-.1 t1:: rigr bacl-gnJnd fJr th.: vn ::mr. A 1!:-:, -<H \·;oteran of Unned ;; Dli .a Iizr k "- ho Jegar h s :::ar:::er 1 H·st -:.Jnion's managcrnclll : ·amir::,2 pr::g1<ll1l, Stur~s C•:> J d ~::;at · .. ze ·.vit · bJsill:'=s owncs. ccr:.•:::£ILS. ,1.t t'l1.e fOint :lo:ing -, S cz-r:::e:r,

from caJ_!' covier:s to rte E:t ban:jn>,

the

he says

Aft~r

Uni·e:l Cco.r:>lina- h.;d T1ergc:c. into hrg-2 r inst ilutuno. f;ut _he r ~ d ~or

1e · :xm a :-ec.- sellhg =<.•pying "11aC lines S<• r :: coul-:1 t.ncie-ot:md

Co1T111~-~ branch. ~tand,.

(:)r

r~rc.e

ta1kil~;tc

1"'1f=t)'. Th~t,

rakEs • ea~:;- br tu;;.r

Hem.

t.,.cau!e

LLI~to-=rsc::>

First Commerce only if the bank could demonstrate ample shareholder support - in other words, initial capital of $8 to $10 million. The stock sale did not go well at first. A week after First Commerce began recruiting investors , Home Federal Savings and Loan announced its own stock sale. That took many potential buyers out of the market. Several possible investors had lost money in Crown ational, a community bank that had folded about a year previously. Sturges spent morning after morning at Rogers Barbecue , speaking to groups of 10 to 12 potential investors, trying to convince them over plates of eggs , bacon, grits and biscuits. "1 worried enough that I never gained weight, " he jokes. "It was never an option to quit. Many of my relatives , friends , and business colleagues had invested in this company. 1 wasn't going to lose their money. I felt a real responsibility to make it happen." Investment advisors Rick Siskey and Danny Fontana got behind the idea , followed by other investment professionals who sold the bank's stock to their clients. Community leaders backed the project, including Waylan Cato of Cato Corp. , Dr. Betsy Locke of The Duke Endowment, Tony Pressley of Meca Properties and Dr. Paula ewsome. Founding board members , many of whom remain on the bank's board , included Earl Leake of Lance , 1nc. , Sis Kaplan of Leader r ewspapers Inc, and broadcast executive jim Babb. On May 22, 1996, a year after Brunnemer and Sturges first mused about the need for a bank to serve small and mid-sized businesses, First Commerce received its charter. "When I told people I was leaving an established bank for First Commerce, l got two reactions," says Teresa Blackmon, the banks loan operating manager and one of it original employees. "The first >-

greater charlotte biz

Rl3n wi:h earnings "orensb t ne 0\1.~ erl owners :>t

greater charlotte biz

no:â&#x201A;Źmber 2)0 I J j:

was, 'Oh, how exciting.' The second was,

Tile Best Sales Presentation You Will Ever Give, Tile Prospect Will Never See.

'Oh, you are crazy"' "People who want LO lead came to work here ," adds mortgage loan officer Brenda Peters, who also joined the bank at its fo und ing. "You had to ha\'e an entrepreneurial sp iri t Lo want to come" Bank o ffi cials anticipated losing money during the first three years of operation. o it wasn't a surprise when

Jim Dunn, President of Dunn En terpri e , has a eries of n .les for sales success. This one teUs s to refu te the bel ief that if sale<ip~o ple ca n provide a logica l, sequentia l, convincing ales prese ntation, pEopl ~ w ill buy. But the truth is people ...,~ for th eir ow n reasons. not sales pe~ l e's . Du nn, th rough his affiliatin n with the San dler Selling System c-1 help your sa les force get at those reibons.

And if they do, they may very well close the deal before even making a presentation. Dunn employs a un ique four-step process that stresses continual professional and personal development, and encourages successfu I goa I ach ievement. So if you need to see a dramatic improvemen t in your bottom line, ca ll him at 704-536-3277. Because when it's all said, it's Dunn.

First Commerce lost $485,000 in 1996. Even so, iL did feel disconcerting to see that six-figure loss, Sturges admits. 'The good news is, we made it back the second year." After working at la rger institu tions, many First Commerce employees enjoyed the freedom LO design products and scnri.ces themscl\'eS. The result was change to some common banking practices. First Commerce has three branches- in the center ciL)\ at SouthPark, and in the Lake Nom1an area -

but branches are often

empty, because customers don't have Lime to go to the bank.

W hen it's :til said, it's Dunn. 6425 Idlewild Roac, Su ite

~2 1 (,

So the bank goes LO them. Business

Charlotte, NC 28212 • 704-536-3277

owners can arrange for a daily courier from First Commerce to pick up their bank deposit. The bank has a 5 pm cutoff time for deposits- an easier arrangement for business ovmers than the traditional 2 pm. Sturges had some nudging on th is poim from his wife. "Claudia asked me, 'W hy do you have to cut-off so early in the day7 ' 1 couldn't think of a good reason, so we changed it." f'irst Commerce introduced Internet banking four years ago, when less than

15% of banks nationwide offered the sen:ice, Sturges says. The bank mns on a cliem-scn·er, PC-based operating system rather than a whole bank mainframe again, for Ocl\.ibility in serving customers. First Commerce branches are also empty because loan officers spend nea rl y as much Lime at their cliems' workp laces as they do at their O'Nn. jeff Hum knows the ackamages of this firsthand. President of CES Screen Printing and Embroidery, Hum obtained a loan of about $-+00,000 contact.

from First Commerce for a new 10,000-

Susan Keen, Dental Benefits Consultan t P.O. Box 42 19

squarc-fooL faci lity in Indian Trial. 'This

ror)rt·e mfonnalion

Cary, North carolina 275 19 Telephone I 888 403 4 14 7 or I 919 678 8732 www.ncdental.org

november 200 I

building has clone more for us than anything," says Hunt, whose business provides L-shins, golf sh ins and other specialty

greater charlotte biz

apparel for corporations and race teams.

expected, by its fifth quancr in operation.

for what he has done as a banker through-

"It's brought us better employees and bet-

Stan-up costs were recouped by year three.

out his career," says Thad Woodard, presi-

ter customer' - bigger customers who order more often. The quality of our work has gone up."

member since the bank's beginning, is proud of what it has accompli hed. "We

"We have no non-performing

have no non-performing loans right now, and given the economic climate, that's

loans r ght now, and given

financial coach Bill Staton, a board

remarkable," he says. "! think the bank has done an excellcm job serving clients. 1

the economic climate,

define 'responsibility' as responding to clients' needs with ability That has been our mission all along."

that's remarkable." -Board member Bill Staton

To stay successful, first Commerce Hunt thi l.ks of First Commerce as a parmer. "We had gone from three employees to 10. Th~ business grew so fast, it was hard to keep up. Wes helped me identil)' some operational problems and gave us guidance on systems we needed to put in place. He helped our financials become much more accurate. The bank didn't charge us anything for those consultations.'Âˇ The ban< has satisfied investors, too. Initial projecions called for first

dent of the association. hould the economy stay soft, First Commerce is ready, says board chairman jim Preston. Its plan: tay abreast of clients' business situations and credit needs, anticipating any problems in loans before they occur, and work to prevent them. At some point the bank might also offer new services, such as investments and insurance, to generate additional revenue. The bank is expanding its Charloue offices, and will

will have to contend with an increasing number of competitors. First Trust Bank

soon stan construction on a permanent faci lity in Cornelius, replacing the tempo-

and The Scouish Bank target business owners, with First Chaner Bank and

rary facility it is now using. The new building is expected to open in fall 2002.

BB&T also trying to penetrate the niche.

All of this is tremendously satis~ring to turges. "! think we are strengthening the financial offerings for business owners he re," he says. "We provide counsel and

There's no doubt that First Commerce imends to remain a player. In june, turges wi ll become chaim1an of the onh Carolina Bankers Association, a 142-member organization represeming banks huge and small.

direction. By al lowing ne'"' businesses to start, we're helping to expand the business network in this community" biz

Commerce to break even in its third year,

That post vvill probably help raise First Commerce's profile, as Sturges advocates for

with stan-ur- costs recouped by year five. It actually br::>ke even much sooner than

the banking industry in the media and elsewhere. "Wes is highly respected by his peers

Andrea Cooper is a Charlotte-based freelance wnter.

Friends might expect that you

pick up the tab

more often.

On the road of life there are passengers and there are drivers. Drivers wanted~

Carolina Volkswagen (Nothing could b e finer) 7800 E. Independence Blvd. at Krefel d D r. Charlotte, N C 282 2 7 704 -53 7-23 36 â&#x20AC;˘ l -800-489-2336 www. carol inavw.net

greater charlotte biz

november 200 I 39

Thomas lartholomJ, president and CEO of Charlot:e's regional olfice, came to tile Queen City from Fort V/ayne, Indiana, i1 March o1 this , ear. He brings with him experience in a number of positions at the BBB's Midwest regio1al office, i1cluding preside1t and CEO for 15 years and governor â&#x20AC;˘ the Midwest Region.

tr { ta '3' co n-ad

greater charlot t e biz

That age-o c ~aying raJ...2 s on a w<ole <ew nea-:i_<g to the ~o- -<S at the Better

The BBB and the Client-Business lei ationshi11

3usiness Bur.:.=.u of ·:h~lotte <W1'Vw.charotte.bbb.otp. In fact. its their goal. In -:vorking D e~3blish C: arloLe as a good Jlace t•J d:: LtSi:less, tl:-ei~ role ir society :s to heJ.p h;anC.:e those ostorrer disputes -not o::1ly br th~ ct:stc:ner's benefit, but or the x-dn :·f .he ::JU:Ilesse3 the~lves.

The E;enr:r 3_siness Bureau (BBB) has a·s~ed on ~ r;a ·io::nall~vel since 1915. It's cu:rently bcod:::utnered in Arlington, Virginia. As c•rc :- mere than 140 r.egiJnal c· ff~:; in the :.Jnited States, Canada ard -=>n~rr -J Rico, the BBB of Cta:rlotte b: ' ::eo serving the heart of

e're usua ly the firs place peop ego to resol e their dis tes.'' 42

the Carolinas for more than 50 years. It's an area that spreads out to 20 counties in both onh and South Carolina. Last year, the BBB of Charlotte handled about 6,000 complaints about businesses throughout that 20-coumy coverage area - 83 percent of which were handled successfully. Thats exactly what the 16 staff members at the office strive to do on a daily basis. The BBB works with the consumer and the business to help resolve a dispute as an alternative to going to court. Furthetmore , the organization tries to prevent a dispute from even happening at all. Through a simple phone call or via the Internet, the customer can look up information about a companys reputation before even doing business with them. In fact, the BBB gets about 100,000 inquiries a year from consumers who ha,•en't yet decided whether to take their business to a particular company or not. Besides dealing \vith complaints and disputes, Better Business Bureaus work steadily throughout the year, investigating and exposing fraud against consumers and businesses - otherwise known as scams. As president and CEO of Charlotte's regional office, Thomas Banholomy certainly knows what it takes to establish a good client-business relationship. Bartholomy came to the Queen City from Fort Wayne, Indiana, in March of this year. He held a number of positions at the BBBs Midwest regional office, as president and CEO for 15 years and governor of the Midwest Region. Banholomy has served on the national level as well. In 1994, he was elected chairman of the bureau of operations, the highest elected office in the system . Bartholomy understands just how much the communi.ty depends on his organization. "We're usually the first place people go to resolve their disputes ." When it comes to disputes, they come in all shapes and sizes, from misleading advertising and improper selling practices, to non-delivery of goods and services. There are certain areas the BBB will not deal with, such as employment practices, discrimination, or specific prices charged for goods. The content of the complaints depends largely on the area. "Most of the

greater charlotte biz

complaints we get are from industries that are related to where we live, like furniture companies and banks, " Bartholomy says.

ness must meet a set of ll standards, all

America, EBB's across the coumry are

of w1ich deal with operating an ethical business practice. To kee p that membership, one thing a business is required to

scams. With so many generous people

That makes sense, because when you

do is respond if they receive a complaint.

think of the greater Charlotte area business market, two words that most likely come to mind are furniture and banking.

lf it doesn't, it will lose the membership ,

There's Hickory, a city that sees the birth of new furniture daily, and Bank of America and First Union-two of the nation's largest banks with home bases right here in uptown Charloue. Some of the other more popular complaints include those against new car dealers, phone companies and homebuilders.

Improving Your Business: Member Benefits As a non-profit organization, the BBB receives 95 percent of their funding from business members. Once a member, every business is required to pay an annual fee of $350-$5,000 dollars, depending on its size. The BBB of Charloue currently has 2,500 members. Being associated with the Better Business Bureau comes with numerous benefits. Statistics show that 85 percent of consumers surveyed prefer to do business with a BBB member firm. Every person that calls to check a business's reputation is told that they are a member. Often con umers compare several companies, giving the BBB member a substantial edge over a non-member. Businesses don't always have to rely on those phone calls, however. As a member, the BBB allows them to display their involvement with the organization through advertising and marketing efforts. Through the BBB's "AD"vantage program, businesses can include the BBB name and logo on business cards, contracts, sales materials , or even in the Yellow Pages. The BBB can also assist businesses with their advertising. The organization helps to maintain a level playing field for honest merchants by monitoring and sometimes questioning local advertising. The BBB has specialists on-hand to answer questions about ads or to address concerns about a competitor. To qualify for membership, a busi-

greater charlotte biz

and receive an unsatisfactory report. The Beller Business Bureau can't force a business to resolve complaints, but as Banrolomy says,"! can't sec why they wouldn't try to resolve it."

The Better Business Bureau is always looking for better ways to do business. Once a complaint is resolved, they sometimes look ahead to see what else can be done about it. Scam Alert! BeLLer Business Bureaus work closely with bcal, state, and federal law enforcement Jgencies to provide them valuable information on potential scams. Often times , EBB's are the first one to find out about a developing cam. When a scam devekâ&#x20AC;˘ps in one pan of the country, the news -ravels fast to the bureaus, which in turn alert the public in the community EBB's often get word of potential scams from the public. lf a person is ever unsure of a company, they can report it , and tl-e local BBB will investigate. In light of the recent auack on

keeping a clo e eye on potential charity helping out in any way they can, the Better Busine s Bureau wants to make sure the money goes to the right people. Charities are not members of the BBB, but they are registered. EBB's have a separate set of standards a charity must meet - 23 to be exact - which are actually more strict than the EBB's set of ll busine standards. One of those standards requires the charity to submit 65 percent of its donations to the cause. Looking Ahead The BeLLer Business Bureau is always looking for better ways to do business. Once a complaint is resolved, they sometimes look ahead to see what else can be clone about it. For instance , if one type of industry or one particular business is receiving complaims Lime and time again, the BBB will investigate. "In many cases, we'll even work vvith the State Auorney General's office to try and find out what's going on," explains Linda Pellerin, director of public relations at the BBB of Charloue. With Charlotte's ever-growing Latino community, the BBB is also working on ways to make information more ea ily acce sible to the Latino consumer. The organization is currently working with local newspapers, like El Progreso Hispano and La Noticia, on introducing readers to what the BBB is all about. Thomas Banholomy says he has a positive view of the future of business in the Queen City. In fact, he chuckles a liLLie when he talks about how much he warns consumers about that old saying, "If it sounds too good to be true, it probably is. " Perhaps it's becau e he often refers to Charloue in that way. "lt's great," he says. "It's almost too good to be true." For more information on how to become a member of the BeLter Business Bureau of Charloue, log on to www.charlotte.bbb.org or call 704-525-8597, ext. 845. biz

Tara Conrad is a Charlotte-based freelance writer.

november 200 I 43

2002 \ 7olks\vagen Passat A

~ 2vv

Lo::k fer a Re:::ently Es _ablishe:::: Favorite

E1.er si ce its i1trc.· .Jcicn in 1 ~9E~ the cJrrent·gE.neration Volkswagen Pc:ssc.- -.as Jroved tc tea big hit boto il 'Nestem EuropE and tr e Uritec S1ates. Its :;trongest ma"i<et has been

had b~En -rndered b·~ a weak selection of Engines, muddled brand ide-t ;y and bo ing styl ing ret to mention in effectua l marketi1g efforts. After : 993's rEdesign, howEver, the Pc:ssat

in Gerrr any, vnic is 1<> sma ll fea: i n itself, t u: sales number!:

quic~ly

have also risen st::ad ,yin the States e'ler sine~ the redesign. The cle :mly styled s1eet1etai ·Na!: placed over a stretched Audi At.. p .atform, :::rxl d i ving cha ·c.cteristics.,., ere impressiv~.

able r::ri:e premium when corrpared to othe fam ily sedans .

D2'Came a faVE- r~re in the States, d::spite its con sider-

The P3Ssat stood r=!ad-tlo fill :1e rJie of :he fani[J s.edan with

Superic.- tuild qu31itv, e>.cellent road manners and a clever ad campai:5n have ensu rec : hat the Passat remai s on top. The-v~ IL-Ioved Pa:: sat wi ll be rr ade eve- more desirablE

a spor.t fla•tor an : hi? icentit:y. Th:: sales 1urri>ers of : he prE\io)us-generation Passat

come nrod*year 2002. Followil5 its prove r suc:ess both abroad an d in he States, Vol~.s-1\.agen intends to continue>

FassCJt s al·e<~d<,o c a;::y ar d :listirclive jesign is updato=d ir the 2002 dear- i!lSed head a-.p rkl~=rs ~h ir l=srated fog ~gt:s.

ncve-nJ::r lC•) I

ncd~l

which

f~atur~

a sharply inc ir :-d frort, a chnme-trirrmed grille, and du.7 1,

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Passat Aill :C1tilllie to be ::ifeiEC i seda1 ard

•;c:~or

tocy st;les.

The .L.Bryan Compa y Corporate Qua/it)' Printing

Specializin~

in Catalogs, Promotimral Materials. _ agazines, Annual RepJrts, Directorie_, Fine Art Prints

Char t:ston • Colmnbia • Greernille Local 343-6i00 or Tolt Free 1-800-476-184-f Ho me O:l'ice: 30 Greystone Boulcrard Colurr_bia, SC 29210 gre:~ter ct- '"~ l::>tte

t z

n::>vember 200 I 45

the trend with significant upgrades to

"With this innovative redesign of our procurement process, they managed to shave $32 million off our annual expenditures. Ingenious."

this upscale family sedan. Passat's already classy and distinctive design will be freshened up for 2002. In the front, a sharply inclined, chrome-trimmed grille debuts, along with dual, clear-lensed headlamp clusters with integrated fog light s. The tail,

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centimeters and sports revised tail-

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lights.

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meanwhile, has been extended by 2.8

The most significant change for Passat, at least overseas, will be the array of available engines. Six gasoline-powered and three diesel motors will be offered

Ill

across the pond. Inside the new Passat, drivers will find an updated center console, with a wider armrest and two integrated cupholders, which houses a nifty compartmentalized "jumble box." The backseat will receive an integrated armrest as well. Lovely, chrome-trimmed gauges will also give a new look to the inside of the Pass at. Revisions to the popular VW's interior styling will be kept to a minimum, with the emphasis on adding a few upscale touches. The most significant change for Passat, at least overseas, will be the

At Robinson, Bradshaw & Hinson, we develop innovative solutions for our clients' legal needs. vVe understand the challenges fac ing both emerging and established companies in today's complex business environment. Our approach is

array of available engines. Six gasolinepowered and three diesel motors will be offered across the pond. The Passat's 1.6-liter four-cylinder makes 102 horsepower and stands as the entry-level

tailored to each client's unique situation so that we provide

engine. Next comes the 2.0-liter four-

the most effective advice and the most effective solutions to

cylinder, making 115 horsepower and

meet our clients' goa ls.

providing excellent low-end torque. The spunky 1.8-liter, turbocharged four-cylin-

Robinson, Bradshaw & Hinson- a tradition of excellence.

der will still make 150 ponies, while the V5 will see an increase from 150 to 170 horsepower, slotting it nicely between the 1.8T and the V6. The 2.8-liter, 193-

Robinson

Bradshaw &Hinson

horsepower six-cylinder wi ll remain NORTH C AROLINA OFFICE

S OUTH C AROLINA OFFICE

101 North Tryon Street Suite 1900 Cha rlotte, NC 28246 704.377.2536

The Guardian Building 223 East Main Street - Suite 600 Post Office Drawer 12070 Rock I Ii II , SC 2973 I 803.325.2900

unchanged. A W-configuration eightcylinder, capable of 280 horsepower, will also be offered in Europe come midyear 2001. Don't count on it making it to the land of the Stars and Stripes, though -

www.rbh.com

its high price tag would place it directly in competition with Audi.

november 200 I

greater charlotte biz

Three economical choices of diesel engines will also be produced. One 1.9liter diesel engine will make 101 horsepower, while the more powerful turbocharged 1.9-liter TOI will produce 130 ponies. Finally, there is the Passat TOI V6, which will make 150 horsepower and come mated to a six-speed manual transmission. Of course, we won't have such a vast selection of e1gines here in the States. Of the nine, expect to see the 1.8T and the V6 on our fair highways and auto dealership lots. The 1.8T will come standard in GLS trim, with the V6 optional, while GLX will get the bigger engine standard. VW's 4MOTION four-wheel-drive system will come standard when the V6 engine is mated to an automatic tranny. Other goodies on the GLX will include 16-inch alloy wheels, alcantara leather interior, wood grain trim and heated front seats. Passat will continue to be offered in sedan and wagon body styles. Improved dynamic structural rigidity and an impressive array of six airbags improve safety for 2002. New options will include a navigation system, a solar-panel sun-

How man:t techs does it take to screw in a light bulb?

roof and xenon head lamps over there in Europe, but- alas- we won't get those goodies here in the good ol' U.S. of A.

The same nurrber 't should :a~ :o 1andle your business'3 IT issues. No r8ec t o .:all one com pany =or hardwc ·e protXem;, another for yoor networ~ c:n:i c: th·rd for software support. Call InfoVisi::•n. 'tVE have the tech1ical expe-r:i ~e. t~ staff and the resources o handle :.ll yor IT - ed~. Our customers aporecic.te havirg 3 ~in j le point of resolli:ion . An J that's N1:J t~y stay with us.

It's a shame that domestic buyers won't get the

vast assemblage of engines

and options to choose from that the Europeans will, but it will be nice to see a restyled Passat in the United States; the four-year-old exterior design is attractive and all, but it's getting kinda old. It's also a good move on Volkswagen's part to rethink that cupholder design. And, hey, who doesn 't love a jumble box? We look forward to getting behind the wheel

Call today for c. free

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Continued (rom page 52 cepts to benefit 'tation clients. Most recently,

was a senior member of Ernest & Young's southeastern Corporate Finance

Burley's professional focus was directed

Division , which provided merger and acquisition advisory services.

toward event pl<.nning and sponsorship

In addition to his role as managing director of the Capital Group, Burns was

development in the non-profit sector.

named partner of McGuireWoods and will lead the Charlotte office's growing

Utilizing her strong broadcast foundation,

Corporate Law practice. Burns is a former executive vice president of United

she successfully :armed valuable partner-

Dominion and member of its Management Committee. He joined the company

ships between non-profits and media out-

in 1989 and became general counsel in 1993. Subsequently. he became president

lets for organiza:ions such as the American

of United Dominion's door products division and of three of the company's busi-

Red Cross in Atlanta.

ness segments. Prior to joining United Dominion , Burns practiced law for 16

Burley's success in the business

years with a Charlotte law firm .

Jeffr=.y Pa .. lier

Five alumni of the Fisher College of

community has been enhanced through her stro ng histcry of comnuni:::y .service. While in Atlanta , she worked with the March of Dimes, The Atl <.nta Cc.-n.,uniry

Business at The Ohio State University were

Food Bank, Meals on Wheels and The Cystic Fil:rosi ; Fo..mdatio,. =x tle past ten

recognized for their professional and civic

years. her prima· y volunteer efforts focused on the Cys:ric Fibrosis Car1p of

accomplishments at an alumni recognition

Georgia, Inc., w~ere she served as Board Presid:ent •nd Co-Directo r.

ceremony held in conjunction with the college's alumni reunion in October.

Jeff Parlier has been elected senior vice presiden: at First Ci:i.:e1s Bank

in Charlotte. He is a market executive and serv: s the central

Mec~lenbourg

Sandra Vlahos, of Charlotte, received

area.

the 200 I Young Professional Achievement

Parlier received a bachelor's degree in bus ne" administraticr f-an the

Award from the Fisher College of Business

University of North Carolina at Chapel Hill. He is a member of the Crnr ot:e Chamber of Commerce and the South

Sandra Vlahos

Alumni Association. This award recognizes individuals for their distinguished accom-

Charlotte Rotary Club.

plishments and service as role models early in their careers.

McGu ireWoods LLP announced the

A 1985 graduate with a bachelor of science degree in accounting, Vlahos

addition of two former United Dominion Industries senior executives, Bernard

is senior vice president and chief financial officer for Duke Engineering &

Burns and Milt Childress. Burns and

Services , Inc. , the engineering. energy and environmental project arm of

Childress will co-lead operations as manag-

Duke Energy Corporation . Headquartered in Charlotte, NC , Duke Energy

ing directors for the McGuireWoods

is a Fortune I00 company managing a dynamic portfolio of natural gas and

Capital Group in Charlotte. The Capital

electric supply. delivery and trading businesses , generating revenues of more

Group, a division of the McGuireWoods

than $49 billion in 2000. Vlahos has worked at Duke for nine years in various capacities and cur-

Consulting subs diary, is a full-service

rently is responsible for all of Duke's financial functions, from management

provider of value enhancement services, including merge · and acquisition advisory

reporting to risk management. She also designed and implemented controls

services, business performance consulting

and processes focused on the project management business, addressing the

and capital market relations, for emerging to

change in the industry to higher-risk contracting terms, and assisted other

mid-market companies.

executive management personnel in improving the financial performance of the company. Before joining Duke Energy. Vlahos was with Delaine & Touche's

Both Burns and Childress played lead-

auditing function for seven years.

ing roles in the transformation of United

In addition to her role at Duke Energy, Vlahos is president of Carolina

Dominion from an engineering and con-

Computer Access Center, which provides technology services to individuals

struction company to a $2.4 billion diversified industrial manufacturer. This transfor-

8"!rrard Eur"ns

dedicated to expanding Charlotte's interface and outreach to designated

mation included over 85 acquisitions, joint ventures and di vestitures, and resulted in signifor::ant

with disabilities, and is treasurer for Charlotte Sister cities, an organization

en~ancement ~f t~e

ny's profitability and share price. United Domirion ·Nas

acquire~

co11pa-

ir 20•1 by SPX

Corporation. In his role with the McGuireWoods Capital GrouFo ChildreS> oNill Joo:us on expanding the Group's presence in the Southea.;t ard industrial sector,enph., iz-

international cities.

David L. Terry has joined Poyner & Spruill LLP as a Partner in the

Charlotte office. His practice is concentrated in the areas of labor-management relations and employment discrimination and retaliation. Dave is an employer defense trial counsel and provides management advice

ing merger and acquisition advisory services. Childress is a former senor vice

on all areas of employment law. He regualary defends employers before all state

president of United Dominion and member of i:s l"ana:ement Commi:::tee, oNhere

and local human rights agencies, The EEOC, The US and State Departments of

he led the company's planning and development group, <.nd worked to <lentify and

Labor, and all Federal and State Courts. He has specific experience in trucking,

implement growth strategies. Prior to joining U1ited Dominion in 93-;., Chi dress

retail grocery. food distribution, manufacturing and health care industries.

g r eater c h ar lo tt e bi z

novemb e r 200 I 49

. b1z Take advantage

esou

of these

architectural I design firms Liquid Design www.liqu iddesign.net

pg. 10

autos I transportation pg. 39

Scott jaguar www.scottjag.com

pg. 24

presentations

promotions

AdCentive Promotions

pg.8

G. Michael's www.gm ichaels.com

pg.47

education pg. 33

Wake Forest University Babcock Graduate School of Management www.mba.wfu.edu

pg.30

banking pg. 1

South Trust Ban k www.southtrust.com

pg. 6

Sedona Staffing Services www.sedonagroup.com

pg. 13

The Transition Team www.tttsolutions .com

pg.24

Knauff Insurance www.knauffins.com

pg. 17

it I internet services

investments

pg.47

AllTEl www.alltel.com

Internetwork Engineering www.ineteng.com

pg. 13

iReadyWorld www.1readyworld.com

Web Serve www.webserve.net

pg. 31

lnfoVision www.infov.com

pg. 8

N.C. Dental Society www.ncdental.org

pg.38

hospitality

Poyner & Spruill, L.L.P. www.poynerspruill.com

pg. 25

Robinson, Bradshaw & Hinson www.rbh.com

pg.46

Womble Carlyle www.wcsr.com

plastic products

printing

8916 South Tryon Street

Fax: 704-588-9874

pg. 5

recreation I entertainment pg.46

Charlotte Steeplechase Association www.queenscup .org

Subscription/Change of Address 0 Yes! I wish to receive I 0 Change my address.

continue to receive

Signature (Required) Name Street Address City Business Phone

Phone: 704-588-9800

E-mail: hammonr@nationwide.com

pg. 45

real estate

Nationwide® Insurance & Financial Services

Underwritten by Nationwide Mutual Insurance Company and affiliated companies Home Office: Doe Nationwide Plaza, Columbus, OH 43215 Nationwide• Is a registered federal service mark of Nationwide Mutual Insurance Company

pg. 48

.. . It's Free!

a free su bscription to Greater Charlotte Biz. Date (Required)

Company Name Zip

State Fax

1. The primary business activity of your organization is:

Email (Please check only one box.) 0 Service

0 Wholesale/ Ret ail Tra de

0 Other Busi nesses

Please check the category that best describes your title. (Please check only one box.) 0 Senior Executive Management (Owner, President, CEO, Portner) 0 CFO/ Financial Management 0 CIO/MIS(fechnical Management 0 Marketing/ Sales Management 0 Purchasing

0 Executive Management (Senior VP. VP. Director, COO, GM, Executive VP) 0 Business Development 0 Other (please specify)

Please indicate the annual sales of your organization. (Please check only one box.) 0 Under $1 million 0 $251-$500 million

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$11-25 million

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Please indicate the number of employees in your organization . (Please check only one box.) 0 Under 10

0 11-50

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Please fill out form completely and either ... 1. Fax to Greater Charlotte Biz 704-676-5853

pg. 25

pre-press

Prudential Carolinas Realty www.prudentialcharlotte.com

LIFE • HEALTH • HOME CAR • BUSINESS

pg. 19

pg. 29

IBC

pg. 32

Ehren-Haus Industries, Inc. www.ehrenhaus .com

pg. 12

Serving West Charlotte Since 1980

design

Firebirds Rocky Mounta in Grill

RHI Consulting

Charlotte, NC 28273-3304

Tech line www.workspacespecialists.com

R. L. Bryan Company www.rlbryan.com

www.rhic.com

pg.2

office equipment

Dun hill Hotel www.dunhillhotel.com

human resources

pg.38

RHONDA HAMMOND AGENCY, INC.

IFC

legal services

pg. 17

health care

pg. 16

contact management

Dunn Enterprises/ Sandler Sales Institute www.dunn.sandler.com

office furniture

Staton Financial Advisors, L.L.C. www.billstaton.com

pg. 18

telecommunications

IKON Office Solutions www.ikon.com

Montag Management Corporation www.montagmanagement.com

0 Manufacturing

Regent Park Golf Club www.regentparkgc .com Verizon Wireless Amph itheatre www.sfx.com

sales training

Diamonds Direct USA, Inc.

First Citizens Bank www.firstc itizens.com

financial services

products and services from Charlotte's leading business-to-business suppliers.

jewelry

McColl School of Business at Queens College www.mccollschool.com

financial services

gu 1de

insurance

Carolina Volkswagen www.carolinavw.net

displays

november 200 I

0 501- 1,000

2. Mail to Greater Charlotte Biz 804 Clanton Road., Ste. B Charlotte, N.C. 28217-1355

Over 1,000

3. Go Online and submit. www.greatercharlottebiz.com

greater charlotte biz

N E V E R

B E F 0

R E

N E V E R

Never before has lher:: bo::en svch an e2::llGive- cc:em-to-Intrac0:1 tal a:ldressl Inspiring in i:::= c.3.ssic Meditemrr ea_"L arch.ite::tut~, and every imaginable amenity; ir:.clu:ling world-da:o e.df. a sr:ectocula1 O:ean Club, a planned festive manna vi _age, wc:.tcf3ice tenrus club gatd ezclus vity, private bridge, fi r_e dning and cu~irnnrnemal ger Jeness. Oceanfront, Intracoas..al and golf v lag.c li (esr:.rle homes arc a\'ailablc. Thi.s is c:: or:.c:e in a ifetime (t<~ea:t ront Jpportunity along a splendid Myrtle Beach S::.1orel cte. Hor路Kste5 fJ::Jm the 1005, singlefamily homes from d1e ~3005 , ocranfrom co'ld:m:nLllli frcm the $f005

Charlotte-based W .K. Dickson &

The Charlotte Chamber's Small Business Council has named the winners of this

Co., Inc. (WKD) has promoted Craig Van

year's Entrepreneur of the Year Awards.

Dussen , A.S.L.A.

The awards recognize entrepreneurs who

to oversee the operations in WKD's

add to the continued growth and prosperity

Asheville office.

Branch Manager and

of Charlotte and the surrounding area

Van Dussen has almost 30 years

through their business and community

years of experience in all aspects of land-

contributions. Nominees for the awards

scape architecture including extensive experience in urban and downtown master plan-

are Chamber members who have owned Craig Van Dussen

their business at least three years, are privately held, and are headquartered in

ning, recreation planning, streetscapes, resi-

dential, commercial and industrial planning and construction admi nistration. Van Dussen received a bachelors degree in landscape architecture from the

an area served by the Chamber. Awards are presented in three categories based

University of Georgia and he is a registered Landscape Architect in North

on number of employees.

Carolina, South Carolina and New York. In addition, he is a member of the

Mic Alexander, owner of Overflow

American Society of Landscape Architects and the North Carolina Recreation and

Printing, won the award for a company

Park Society. He has provided his expertise in landscape architectural design, land planning

with one to I0 employees. Alexander joined her father's printing business in

ana project management for many projects throughout the Carolinas. He has worked

1991, playing a key role in turning the

wit1 various state and federal agencies including NCDENR, NCDOT, SCOOT, South

business into the success story it has

Carolina Department of Archives and History.

become. She attributes the company's

US Army COE, and others.

success to its commitment to "uncompro-

McNeary Insurance Consulting, Inc. announced that Steven T. Bi rd, CPCU, has

mising excellence" in serving its customers as well as the personal growth and devel-

been promoted to Assistant Vice President

opment of its employees.

with marketing and risk management con-

Helen-Marie and David Berthold ,

sulting responsibilities for the company.

owners of Ehren-Haus Industries , won the

Editor of the Risk Financing Manual

award for II to 35 employees. This husband-wife team has combined their per-

for International Risk Management Institute C a..ti : Bert-leltl

Steve n T. Bird

(IRMI). Bird will market McNeary's risk

sonal relationship skills and family values

management consulting services to potential clients while continuing to provide

with a management style that honors both

risk management counsel to existing clients.

customers and employees at their plastic

Joining McNeary in 2000, Bird has more than 12 years of property and

and combination-products design and

casualty insurance consulting experience . He has worked extensive ly with corpo-

manufacturing firm. Profiled in GCBiz

rate clients in a diverse group of industries including healthcare, education,

June 200 I issue.

finance , manufacturing. construction, real estate, utilities and the public sector.

Jim Kunevicius, partner at Seurat

And a Burley recently joined Tribble Creative Group, a Charlotte-based event

Co., won the award for a company with

planning and marketing firm, as manager of sponsor services. In this role, Burley will

more than 35 employees. Kunevicius started his customer relationship management

oversee and implement all aspects of sponsorship from packaging and pitching

J.-. ~ ...meviciu!:

procurement and fulfillment, helping to ensure

company from his dorm room while still in college, exp1nding it to 6) :>eople within 18 months, then taking it national with office; ir six cities and

o1e~

clients achieve their marketing goals. Burley brings with her over eleven

200

employees. Profiled in GCBiz July 200 I issue.

years of broadcast experience in the Atlanta

Nine finalists were chosen in total. The runna-; u :> included: Clar <E Allen.

television and radio market. Serving roles in

Charlotte Arrangements ; Dawn Eggleston and Ku-en Hunt(,r, Hoonl1#lt

station promotion and media coordination,

Design Group ; Steve Pepper, Quality Chrome Dif'tal maging: M ke Si,pson,

she gained a wealth of experience in event

Innovative Systems ; Lat W. Purser Ill, Lat Purser & Aâ&#x20AC;˘â&#x20AC;˘ociates; ard 1e-rr

planning, marketing and added value con

Wingate, Solid Computer Decisions .

Continued

page 49

A nda. Burley

n o vember 200 I

greater charlotte b iz

Be virtu all~ ever~rnhere •

WOMBLE CARLYLE OUR LAWYERS MEAN BUSINESS www.wcsr.com WOMBLE CARLYLE SANDRIDGE & RICE , PLLC

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