Greater Charlotte Biz 2002.01 by CLT.biz & Charlotte Biz & Greater Charlotte Biz

5201 E. INDEPE NDENC E BLVD. CHARLOTTE , N

535-7810 • 888-388-7810

NATIONA L SYSTEM PROVIDER

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-SouthTrustBa

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

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

Striving For Extraordinary by Steven D. Huff

A good major league baseball pitcher can deliver a fastball well into the 90+ mile per hour range. The legendary Dwight Gooden's fastball was clocked at 96 mph. A pitch that fast takes only 0.42 seconds to reach the p late. At the release of the ball, the batter cocks his bat and must commit to a swing wi thin 0.17 of a second. In the next 0.20 of a second, he brings the bat arow1d. And in the final 0.05 of a second he rolls his wrists to apply fu ll power before hitting the ball- or missing it' The difference between an ordinary batting average and an extraordinary one comes down to a few one-hundredths of a second at the plate. Likewise, achieving the extraordinary in your business comes down to the little details that will set yo u apart.

Let SouthTrust Bank provide you the extraordinary!

Here are a few characteristics of extraordinary people. •

Uninhibited Passion There are on ly five words th at can prevent you from reaching the extraordinary: "I DON'T FEEL LIKE IT." Exceptional people demonstrate a passion for doing their best, achieving their goals, and setting new records. J. Paul Getty said, "The game is well worth the candle that may have to be burned far into the night. There is no feeling like the fee ling of success."

•

Unbridled Work-Ethic One of the hardest problems a business person faces daily comes abou t 5:00pm, when he has to decide if he is tired or lazy. One bumper sticker said it this way, "Losers quit when they are tired; Winners quit when they have won." According to Thomas Edison, "Many peop le miss the opporh.mity to become extraordinary, because it comes disguised as hard work."

•

Uncompromising Performance Let's face it; some people are busy but not effective. They simply do not get the job done. It's like the Kamikaze pi lot who flew 188 missions- he was busy but not effective. Extraordinary people never compromise on performance. One CEO described his enterprise by saying, "We're not in this to test the waters, we are in this to make waves." Performance matters.

~EXCELLENCE IN BUSINESS Newsletter A Service To The Business Community Sponsored by:

Steven D. Huff is a business coach specializing in small business growth and development. He runs the Excellence In Business Train ing Center in Charlotte, NC and can be reached at (704) 841-1600 or at www.GoForExcellence.com . Steve also publishes the "Excell ence 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 email your Name, Company Name, Address and Fax Number or E-mail to: Fax: (704) 841-1693 or e-mail : steven.huff@GoForExcellence.com.

22cover

story

Fast Track Jerry Wingate, pres1dent of Solid Computer Dec1s1ons, Inc., has accelerated h1s :ompany 1nto one of the fastest-growing technology tra1ning and services companies in the country He attributes a large port1on of his success to believing 1n h1s employees and g1v1ng them the tra1n1n.5 to be successul.

14 Cricket Leaps into CharlottE

de artments

One of Charlc:tte's newest corporate citizens made a splash when it leapt

publisher's post

biz digest

guest interview

int:J the Charlcâ&#x20AC;˘tte market a year ago. Crcket Comnr-lnlcations bought the namIng nghts for lr::Jependence Arena, mak1ng its new name Cncket Arena, and Increasing its local brand -ecogn1tion.

18 Choosing Teams When Mark DeMeo and Dale Tweedy met twelve years ago playing rugby, they discovered they had more 1n common than just sports. They realized from the beg1nn1ng that they could leverage each other's companies to create a winn1ng team for their clients.

Bull's Eye

Following several decades in brc adcasting, Ty Boyd devoted his career to public speaking and most recemly has published a book whk:h helps OLhers develop their public speaking and presemation skills.

community biz

I I

The Entrepreneurship lnstitute hosted its annual event at the Charlou e Convemion Center this fall , offering Charloue leaders an outlet for support and education and the opportunity to make \'aluable comacts.

auto biz 2003 Mercury Marauder

Richard Brasser.the president of newly formed Targeted Golf, IS 1ntroduong a new program gearec toward help1ng executives ma~er the art of budd1ng relationships and

biz resource guide

on top

1nkiâ&#x20AC;˘g deals on he l1nks.

34 Keeping You Covered Access CoverageCorp "marnes" the bas1c pnnoples of the Insurance world to the ever-develop1ng technology world.

on the cover:

This month 's cover features j eny Winga te in SCD's high tech training f acility. Photo by Wayne Manis.

Coupled togethe~ CoverageCorp offers part1c1pat1ng insurance carriers what they call a un1que blend of insurance company jisopline ar::J agency vis1on, all powered by the reach, scope and efficiencies of information technology.

gr e a t er c h arl ot t e bi z

cliaflotte iz jan u ary 20(2

[publisher's ost]

cliaflotte iz January 2002 Volume 3 â&#x20AC;˘ Issue

Carpe Diem! The Economic Recovery is Near! Is an economic recovery in sight? Or are we in for many more

Publisher

months of a "soft" economy? How can we plan our businesses

John Paul Galles jgalles@greatercharlottebiz.com

to meet the challenges and opportunities of 2002? To be sure,

Associate Publisher/Editor Maryl A. Lane maryl.a.lane@greatercharlottebiz.com

Creative Director/Asst. Editor Brandon Jordan bjordan@greatercharlottebiz.com

Vice President/Director of Sales Talbert Gray tgray@greatercharlottebiz.com

the last year was an eno rmous challenge for business owners, managers and executives with only limited opportunities for

John Paul Galles, Publisher

growth. I suspect that we have all witnessed and / or felt the impact of the economic downturn. Business failures, closings, employee layoffs and reduced spending have caused most busi nesses to stop or slow down their activities and rein-in their expectations for growth. In the midst of economic change, econom ists and politicians attempt to forecast the status and direction of the economy. We watch friends, clients and customers close their doors and / or go bankrupt; we listen to the prognosticators' sermons about the ailments and their answers as we try to determine our own avenues for growth . While it takes economists several months of cumulative data to confirm economic directions, business owners and managers have first-hand knowledge of fluctuations in business

Account Executive Kathryn Moseley kmoseley@greatercharlottebiz.com

activity. Last month, economists finally confirmed what business owners had known for some time; that the economy had been in a recession since March of 2001 . Business owners knew full well that the economy was contract in g even before March; that it had actually started six

Contributing Writers Nan Bauroth Andrea Cooper Heather Head

to nine months earlier. Now economists have declared the downturn at or past the bottom and forecast a recovery in the second or third quarter of 2002. The President and Congress delivered on their campaign promises to stimulate the econo-

Casey Jaco bus

my by producing a tax refund as we ll as rate cuts last summer when our federal deficit was

Tara Lane

being repaid at a more rapid pace than nearly anyone had predicted. But before those cuts

John Rehkop Lynda A. Stadler

cou ld have any significant impact, the world changed. Little did anyone know that tragedy would strike on September 11th.

Contributing Photographer Wayne Morris

Greater Charlotte Biz is published 12 times per year by: Galles Communications G ro up, In c. 804 Clanton Road, Suite B Charlotte, NC 28217-1355 www.greatercharlottebiz.com 704.676.5850 Phone 704.676.5853 Fax Press releases and other news-related information, please fax to the attention of " Editor" or e-mail: editor@greatercharlottebiz.com Editorial or advertising inquiries, please call or fax at the numbers above or e-mail: info@greatercharlottebiz.com Subscription inquiries or change of address, please ca ll or fax at the numbers above or vis it our Web site: www.greatercharlottebiz.com

With bi-partisan support, the President and Congress have passed legi slation for the victims of the terrorist attacks and for the airlines that were virtually shut down for several days and will be affe cted by longer-term travel cutbacks, as well as a number of other bills to address the devastation that has been wrought on America. While this and the continuing actions of the Federal Reserve Board in lowering interest rates to all-time lows have been helpful, we still wait for a renewal of economic growth. For all we don't know about the future, we can be certain that there will be an election in November 2002. We can predict that the rhetoric will fly about whether or not the economy suffered or gained as a result of political actions taken since the 2000 elections. Yes, a federal stimulus package would be welcome in the short term if it were targeted appropriately. Those who are unemployed need support, but so do thousands of business enterprises struggling for survival. At a recent meeting of business custome rs of First Union / Wachovia Bank, chief economist David Orr predicted a business-driven recovery that would begin in the second quarter of 2002. If he is correct, then we shou ld all be promotin g increased sales and marketing in the first quarter so that we can take advantage of that business activity in the second quarter. Beat your compet itio n to the punch. Let your customers and clients know that you are a survivor and that you want to help them grow. Carpe Diem! (Seize the day!) We can be proud that our government acted swiftly and decisively in response to the terrorist attacks. Now we need to get on with business and not wa it for further government answers . It is time to launch

prohibited. Products named in these pages are trade names or trademarks of their respective companies. The opinions expressed herein are not necessarily

the economic recovery from every business in the Charlotte marketplace . Shout from the highest rooftops that you are open for business and ready to produce your products and provide your services to your customers. As we begin our third year in business, having published 24 issues of Greater Charlotte

those of Greater Charlotte Biz or Galles

Biz, we are more ready than ever to help you expand your business identity and activity in the

Communications Group, Inc.

greater Charlotte marketplace.

january 2002

biz greater charlotte biz

He who hesitates walks.

Not that there's anything wrong with walking. We just think you'll hove more fun sporting around town in a New Beetle. Plus, you'll be able to shore the fun with all the "foot wonderers" who foil to jump at this great offer. Every time you give one of them a ride.

Carolina Volkswagen (Nothing could be finer) 7800 E. Independence Blvd. at Krefeld Dr. Charlotte, NC 28227 704-537-2336 â&#x20AC;˘ l-800-489-2336 www.carolinavw.net

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[bizdigest]

interesting news and useful information

Corning and Hitachi Cable Discuss Formation of a Joint Operation Rel ationship Would Establish Manufactur ing Base in Japan Corning Incorporated announced that its wholly owned subsidiary, Corning International Corporation, has signed a memorandum of understanding with Hitachi Cable, Ltd. to explore the formation of a jointly owned equity company to manufacture optical fiber cable in Japan. Corning Cable Systems LLC , with headquarters in Hickory, N.C., will man age Corning's interest in the equity company. Corning and Hitachi Cable are actively discussing the details of a joint manufacturing operation, and are working toward concluding definitive agreements this month , with actual manufacturing to ramp up in Augu st 2002.According to the memorandum, Corning and Hitachi Cable would each own SO percent of the equity company to be located in Hitachi City, lbaraki Prefecture . Corning Cable Systems will maintain its sales office in Japan, which is one of the largest regions in the global telecommunications marketplace. "This is a ve ry importa nt opportunity for Corning Cable Systems and another step in our long-standing commitment to Japan," said Sanford D. Lyons, president and CEO of Corning Cable Systems. "Japan is one of the leading global regions for optical fiber cable. Corning has been working to support optical fiber communication in Japan since it invented tel ecommunications-grade optical fiber in the late 1960s." Co r ning C able Systems and Hitachi Cable would contribute all of their Japan r ibbon cable manufacturing equipment and related know-how t o the new company. The combination of technologies and bes t practices would capitalize on the technical developments of each company. Equity ownership in a cable manufacturing company with Hitachi Cable, a long-time fibe r customer of Corning, would provide a base close to Japanese customers, enabling shorter delivery times and more flexible ope rati o ns.The relationship also would allow Corning Cable Systems to establish o pe rations in Japan rapidly, as well as to consolidate the manufacturing base and improve manufacturing efficiency. Corning did not disclose the terms being discussed by the two companies. Corning C able Systems is an industry-leading global manufacturer of fib e r o ptic and co pper telecommunications system solutions for voice , data and video network applications. The company, wholly owned by Corning Incorporated, provides customers around the world with a co mplete line of value-added products and services needed to build passive network infrastructu res to carry a signal from th e point it is generated to the po int it is received. Established in 185 I, Corning Incorporated <www.corning.com> creates leading-edge technologies for the fastest-g rowing ma rkets of t he wo rld 's eco nomy. Corning manufactu res optical fiber, cable and photo nic products for the te lecommunications industry; and high-pe rfo rmance dis plays and components for television and othe r com municat ions-related industries. The company also uses advanced materials to manufactu re pro ducts for scientific, semiconducto r and environ me ntal markets. Corning revenues for 2000 were $7.1 billion . Hitachi C a ble was establi shed in 1956 as a manufacture r of electric wi re and ca ble, indispensa ble for delivering a stable supply of el ect r ic power. Since then , Hitach i Cable , Ltd ., which has headqu arters in To kyo, Japan , has consistently focused on transmission tec hno logy for changi ng markets . Today, the company is transforming from a pure ma nufactu re r of products into a provide r of total so lutions - mat erials, pro ducts , systems and service s.

january 2002

Elogex Secures Additional Funding Lead Investor Fenway Partners Provides $10 Million El ogex Inc., a leading provider of collaborative logistics solutions, announced it has secured over $ 10 mi llion in additional funding from its lead investor, Fenway Partners. The new capita l was invested after Elogex met significant milestones in both sales and solution deve lopment. Elogex has ga ined significant traction in ind ustries such as food and consumer packaged goods, closing deals w ith a large food man ufacturer and one of the top five U.S. grocery reta ilers in the las t two mon t hs. "In light of t he soft economy, com pan ies are taking a short-term focus and making investment decisions based on time-to -benefit and alignment with corporate goals," says Ad rian Gonzalez, senior ana lyst with ARC Group. "Although sales cycles have lengthened , logistics solutions are rising to the to p of t he prio r ity list for many companies. Closing these key dea ls an d o btaining additional funding in this time of uncertainty is a testament to both Elogex's success to date and its prospects moving forward ." The new investment provides El ogex with a solid foundatio n to build upon its leadership in the collaborative logistics market. El ogex wil l use the funds for continued product expansion, increased sales and marketing efforts, and growth in impleme ntat io n services and customer support fu nctions given the demands of an increasing pace of customer acquisition .

Strategic Planning Study Local St rategy and Research Firm Tracks Effectiveness T he Danie l G roup, a strategy and research firm located in C harlo tte , N .C., conduct ed an online study regarding how com panies are using strategic planning. T he research project was des igned to better understand how managers viewed the effecti veness of their strategic pla nning efforts and what steps they we re taking to make it more effective . Some of the more interesting findings are: • Res po ndents from 54% of those companies with a st rategic planning process in place indicated their companies showed improved financia l performance over the past t hree years. Among those compan ies without a strategic planning process in place, none of the respondents ind icated their businesses were performing better. • Strategic plann ing is not something only large companies do. Smaller an d medium-s ized companies are almost as likely to have a strategic planning process in place as are larger companies. • There is a link between a company's market position and wheth er or not a strategic planning process is in place. • Lack of time is the major reason for not do ing strategic plan ning. In the daily activ ities, t he focus of many managers is on th e urgent or present issues. This finding suggests a need to rethi nk and improve the process. Lynn Daniel, president of The Danie l Group said, "The study shows that companies doing strategic planning tend to have stronger market positions and better financial performance than those which do not."

greater charlotte biz

bits Barnes & Noble, Inc., the nation's largest bookseller, announced it has signed a lease agreement to open a new superstore in the Charlotte metropolitan area. The new 23,000-square-foot Huntersville, North Carolina, store, expected to open in late August 2002, will be located at 8725 Townley Road. The Huntersville Barnes & Noble will carry an extensive selection of children 's books in an area designed especially for kids. The store's music department will offer more than 25,000 CD, video and DVD titles. Its Red Dot electronic music catalog, a touch-sensitive customer kiosk, features information on the actual location of CDs in the store . Listening stations will be available for customers to preview selected recordings. The store will also feature a Barnes & Noble Cafe , serving in a classic bistro setting Starbucks coffee, cappuccino, espresso; the full-leaf teas of The Republic of Tea; cold drinks; and a variety of reasonably priced gourmet sandwiches and desserts. The Huntersville Barnes & Noble bookstore will develop an ongoing calendar of events, including poetry readings, book discussion groups, author signings, and children's story-telling hours, often featuring special guests.These events are designed to respond to the specific interests of the Huntersville community ... Governor Mike Easley awarded Clarke

American's Charlotte call center

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the Governor's International Community and Economic Development Award. The award recognizes foreign-owned companies with outstanding associates and community involvement. Clarke American's call center was nominated for the award after winning the Mayo r's International Community Award in May.This award recognized the associates' dedication to working on community enhancement projects. Clarke American call center associates participate in programs such as United Way, Angel Tree, Helping Hands, Camp Care, clothing drives, blood drives and other charitable organizations. Clarke American Checks, Inc. is one of the largest security check printers to the financial services industry in the United States . .. J. & W. Seligman & Co. Inc. has launched Seligman CollegeHorizonFunds as an investment option in North Carolina's National College Savings Program, a 529 college savings program. CollegeHorizonFunds, which has a contribution limit of $268,000, will be Continued on page 8

greater charlotte biz

januar y 2002 7

N ew Location: Food vendors from "Market Place On Main" will set up for this event, so COME HUNGRY!

Cit) Hall Plaza Rock Hill, SC AprillJ--14, 2002 The All New 2002

Over 50 arts and crafts vendors 2 stages of LIVE entertainment from the area's Best of the Best Fireworks Touch-A-Truck for the kids and kid at heart

Festival

bits available nationwide through financial advisors. Individuals who meet certain North Carolina residency requirements will be eligible to invest directly through College Foundation, Inc., administrator of North Carolina's 529 program. Based on Seligman's proprietary risk management and asset allocation processes, Seligman CollegeHorizonFunds comprises 22 portfolios ranging from allequity to all-cash equivalents. The process seeks to manage risk by automatically moving account assets into a historically less-volatile portfolio each year. Investors choose the starting point among the 22 portfolios. typically based on how many years remain until the account beneficiary will need the funds for college. For added flexibility, account owners also may choose to hold any of the 22 portfolios indefinitely . .. Upstream Charlotte, which recently opened a second location in Charleston, S.C., is included in "The Best New Restaurants of 200 I" annual survey in the December 200 I issue of Esquire Magazine. The survey includes the top new places to eat from coast to coast. A combination of atmosphere, location and cuisine were the key considerations in Esquire's magazine survey . . . Two regional engineering firms , Lanna Dunlap Spriggs and Collaborative Design Group of Georgia, have merged to form Telesis.The firms will be known as LDS/Telesis and CDG/Telesis, respectively. The merged company now has over I I 0 employees with offices in Atlanta, Columbus, GA. Charlotte, Raleigh and Richmond. VA.

Continued on page 44

Cut costs, improve efficiency, merge your voice and data networks! LanVergent, a joint venture between Synetron, a leader in computer networking, and SafeCall, a premier provider of telecom solutions, can show you how. LanVergent, LLC provides solutions based on expert knowledge of both the IT and Telecom industries. We provide reliable technology solutions with real results that will impact your bottom line today and position your business for tomorrow. For a free consultation, call LanVergent, your single point of contact for voice, data, and the convergence of the two.

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Correction: In ou r December 200 I issu e, Governor Jim Martin was inco r rectly identified as Governor Jim Hunt. Th e co r rect caption should read: N yala Hunt, executive directo r of NCCJ , N ancy Eastman, w alk coordin ator/public re lations director, and forme r Governor Jim Martin meet to discuss pl ans fo r the second annual Wal k As O ne Walkathon . Governor Martin successfu lly ch aired the fi rs t event which took pl ace in June of thi s year.

greater charlotte biz

by andrea cooper

Ty Boyd Opening the Gateway to Communication He grew up to become a North Carolina

were three years ago.

A Blueprint for Transforming Your Life &

legend- an accomplished broadcaster,

Boyd and his faculty of seven offer

internationally recognized speaker, and

private courses to Fortune 500 compa-

Skills (see excerpt, page 10.) The book

inspiring communications coach for execu-

nies; they also offer "open" courses in

outlines and demonstrates what the

tives in 30 countries. But he began his

Charlotte that anyone may take. One-on-

Boyds have learned in 21 years of teach-

career hosting the local radio station's

one coaching is offered for executives

ing and coaching executives.

"Funeral Hour."

who prefer privacy, and the company

Your Career with Powerful Communication

In his early days, Boyd just wanted

recently added an ESI Advanced course

to be on the radio. He joined WCHL radio

ing for something to do when he heard

for experienced communicators. Last year

in Chapel Hill while attending UNC. One of

about an opening at WSIC Radio in

the company signed its first licensee,

his co-workers was a young Charles Kuralt,

Statesville, N.C., his hometown. The sta-

North & Schantz of Lancaster, Pa.

then the editor of the UNC campus news-

At fifteen years old, Ty Boyd was look-

tion played everything from country

Clients include Georgia-Pacific, Pfizer,

paper. In 1961, Boyd moved to WBT and

music to death announcements. "They

the International Grocers Association, and

WBTV in Charlotte. He was one of the city's

needed a free announcer and I needed a

Bank of America. Students come from as

best-known radio and TV personalities for

career," says Boyd. "I have a lot of ener-

far away as South Africa and China, and

15 years. "His morning radio show was

gy, and they helped me harness it." His

represent a diverse array of interests. "We

number one in sixty consecutive ratings

admirers say he has harnessed it well.

once taught a couple of Olympic equestrians

periods. That's a record that may never be

Following several decades in broadcasting, Boyd devoted his career to public

from Belgium," Boyd says. Boyd has also published several

broken," says former radio colleague and admirer Jim Heavner. (Heavner's company,

speaking, delivering keynote addresses

books, including his latest, co-authored

VilCom of Chapel Hill, N.C., has named a

on five continents for more than a million

with Pat Boyd: The Million Dollar Toolbox:

building in Boyd's honor.)

people. In 1980, he and his wife and business partner, Pat, devel-

Boyd branched out into television, reaching national audiences as guest

oped a three-day public speaking

host for The Arthur Godfrey Show

and presentation skills course

and as emcee of the Thanksgiving

called the Excellence in Speaking

Day Parade for CBS. While satisfying,

Institute. They had found their real

he discovered through many public

mission.

appearances that nothing could

"I came to see the number one

match the electricity of speaking to

skill of every leader, lawyer, salesper-

an audience actually in the room

son, executive, preacher, teacher,

with him. He left WBT in 1978 to

parent and lover is the ability to com-

develop his speaking career- and

municate effectively with others,"

did it in a big way.

says Boyd, sounding a bit like a

Boyd rose to president of the

preacher himself. "Learning to com-

National Speakers Association and

municate, really communicate, is life-

earned the NSA's three top honors.

changing. It's a gateway for personal

He once spoke to 80,000 people at

growth in all areas of our lives."

the Georgia Dome. He was induct-

That enthusiasm and expertise

ed into the N.C. Broadcasters Hall

have translated into solid sales for

of Fame and the national Speakers

Ty Boyd Executive Learning

Hall of Fame.

Systems. Though the soft economy

Today, it's teaching that brings out

means many companies are reduc-

his passion, a place to channel the

ing their budgets for training, Boyd

optimism and energy that has

is entering 2002 with five times the

diminished little through a five-

bookings he had this time last year.

decade career. "Ty is one of the

Sales are 50% higher than they

most powerful teachers I've ever ~

greater charlotte biz

january 2002 9

come across," says Randy Hall, globa l

Teaching spea king ski lls has also

director of training and developm ent for

take n on a d ee per meanin g for th e Boyds

Pfi zer Animal Health, a Fortun e 500 com-

foll owin g th e events of September 11th .

pany headquartered in Exton , Pa .

"We' re heari ng values being comm unicat -

If anyt hing, both Pat and Ty Boyd fee l more urgen cy than before about th eir roles

ed t hat we hadn't heard in a lon g t im eth e importan ce of family and friendship, "

as trainers. "People are spending so much

Boyd says. "Communicat ion is rea chin g

time at work, especially with the econ omy

a level we haven't had in years."

biz

changing," says Pat Boyd. "You need to be able to communi cate well fo r that t ime to be productive, and meaningful. "

Andrea Cooper IS a Charlotte-based freelance writer.

Getting Rid of the Need to be Perfect An excerpt fro m Th e Million Doll ar Toolbox: A Blu epri nt f or Transjon11 ing )our Life (--r Your Career with Poweiful Communicati on Shills I am filled with Be Perfect. Never mind that I know better; a part of me that can't be satisfied wants to be perfect every time. How many of you listen to these voices in your head: - They're not going to like the way !look. - They're not going to like what I say. - I'm not as clever as the last person. - I'm the oldest (or youngest) person in the room. Or the only woman or minority or Southerner. When I'm listening to those voices, where is my focus? It's on me. Not on the people around me, the people who have come to hear my message, the people who are writing my paycheck that day. On me. And if I could focus all that attention and energy on my audience, guess what would happen? My fear would diminish. Because I would no longer be consumed by Be Perfect. The fact is, I've never been perfect. I'll never be perfect. So if my benchmark is to be perfect, I'll fail every time. But what if my benchmark, instead, is to be the best I can be at this moment? For everyone we coach, we try to extinguish that Be Perfect nonsense. Be Perfect is an impossible taskmaster. It's not that we try to excuse less than your best, it's that we do not demand perfection in what we do. Doing our best is an attainable goal; being perfect isn't. One assures failure. The other, with lots of work behind it, creates success. Unlearning the belief that perfectionism is a reasonable standard isn't easy. Especially for women, Pat reminds me, for whom physical perfection is sometimes seen as a requirement for those in the limelight. "We have to keep reminding ourselves that we don't have to be perfect," Pat says. "There are so many things that can go wrong for a woman. Lipstick on our teeth, a broken heel, a run in our stocking, obvious things. " If everything has to be perfect, more often than not we will be disappointed with even the highest performance. But if we hold

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2J)?.

as our standard being the very best, we still have high expectations of ourselves. We have an accomplishable goal. Sports gives us some good examples of what I'm talking about. Is Tiger Woods excellent? You bet! Is he perfect? Far from it. Sometimes he's below par on a given hole, sometimes he's even over par. But he doesn't make a hole-in-one his goal every time he tees off. If that's what he aimed for, he wouldn't be marching toward the history books in the world of professional golf. He'd be a frustrated hacker. Mark McGuire gave up perfection, which in baseball would be a base hit each time at bat. Instead, he became a record-setting home run hitter. But he also has a high number of strike-outs. Because he's willing to give up striving for impossible perfection, he can seek to be his very best. As long as we hold up perfection as our aim, we will play not to lose rather than play to win . Have you done that? Played it safe to avoid making a mistake, to avoid looking foolish? And in doing so, turned your back on exciting opportunities, challenges that could have taken you to the heights? Have you been so braced against failure that you failed to reach for success? All in the name of Be Perfect. All in the name of the impossible goal of perfectionism. I'd like to suggest a different goal. Not perfection. And not playing it safe. How about working, instead , toward becoming the best you can be, even if you take a tumble along the way? Progress, not perfection, that's what we encourage in the people we coach . Can you communicate more effectively today than yes路 terday? Can you set goals that are reasonable and congratulate yourself for making progress towards those goals? Feel good about your accomplishments-- about success in increments. Never confuse excellence with perfection . The Mil/ion Dollar Toolbox is available from ly Boyd Executi ve t eam ing Systems (704/333-9999 or www.tyboyd.co m), and a t LiLLie Professor Book Center.

greater charlotte biz

by heather head

Leaders Only President's Forum puts growing Charlotte b~:; nesses in touch with CEO's who have been where they are. It's a tough economy out there, but grow-

neurial companies consid-

ing businesses in Charlotte don't have

er to be top of the line

to go it alone any more. Thanks to The

issues today." By doing

Entrepreneurship Institute (TEl)

this, the Forum is able to

<www.tei.net>, presidents and CEOs of

offer a slate of imminently

growing companies can find support,

timely topics, addressed

education, and valuable contacts through

by CEOs who are on the

an annual event called the President's

front lines of business

Forum. Although it has been offered in

growth and development.

many other cities across the nation for

This year's speakers

more than twenty years,

covered hot topics such

the Forum at the Charlotte Convention

as homeland security,

Center in November was only Charlotte's

funding and growth

second_ The program includes a series of presentations, workshops, and one-on-

during economic down times, and changing business models.

one discussion sessions with presidents

Response from participants

and owners of successful mid-market

was overwhelmingly pos-

companies, who present hands-on case

itive, with 100% rating

studies of real-life business challenges.

the program either excel-

In addition to the educational value of

lent or good, and request-

the program, the President's Forum provides

ing to be invited next

high-quality networking opportunities by

year, and 96% saying

limiting attendance to presidents and

that they will be recom-

founders of small and mid-market compa-

mending the program

nies nominated by TEl for their outstanding

to their associates.

potential.

employees. l\1ost compan ies," he contin-

Presidents in attendance rer.:reserrted

ued, "use grEaler due diligence selecting

companies in all stages of devElor:rr:= nt.

their office eqLipment than they do their

manager for TEl, says that Charlotte's

from active planning to mature and

employees, anc then spend more time

Forum has made significant progress

expanding, as well as a wide vc:rie:y ::>1

and expense upgrading that equipment

this year and promises great growth in

sizes from one full-time emp O\ ee tc路 mere

than they do training and developing

the next few years. Rodenbaugh handles

than a thousand, though most '2mJIDyEd

their employee:; . To deal vvith these

Bob Rodenbaugh, executive project

the Forum in seven southeastern cities,

between six and 100 employees, wi ::-1

issues, compar i es must take a good look

including Charlotte, and has been

another 20 percent employing JetN=el

at their employment strategies, taking

impressed with the success of the

100 and 300 employees.

Spea~ers

a,1 d

program here. "Charlotte is one of our

panelists addressed issues of con cs:n to

newest chapters," says Rodenbaugh,

this sector of businesses.

it's going to be in the future." ]. Michael McGuire, partner in charge

Zeiss identified twelve essential skill sets that tcp companies look for.

"and for this to be so strong so early on really speaks well for how strong

into account 1iri ng and trc.ining practices, as well as ret2rtion plans_"

Making (and Keeping) Peak Pe-former:; Central Piedmont Commu1 t~ Cc lEge maintains an outstanding, nati Jnall1

Numbers twe ve and eleven were experience and tect-n i cal skills, r-= spectively. The top ten, t-mvever, werE personal and

for the Carolinas Audit Division at Arthur

recognized record for recruitinf ard

social skills-te:: mwork, ccmmunication,

Andersen LLP, and organizing chairman of

retaining excellent staff. Dr. Tory Ze ss,

and a positive c:ttitude were among the top

TEl's Charlotte Advisory Board, points

President of CPCC, addressed Fo -urr

five. "To builc a successful team," pointed

out, "One of the things we focus on in

participants on this topic. "Other th :;:n

out Zeiss, "CEO:; must primarily hire

planning the Forum each year is choosing

terrorism," said Zeiss, "the nunbEr .O TlE

employees with the social 5kills necessary

issues that CEOs at high-growth entrepre-

threat to our economy is a lack o= ski lee

to thrive in th=i r business environment,

g r eater charlotte biz

januar y

2002

skills through training and positive reinforcement. Once a company has hired and begun to develop an excellent team, the next step is retention," Zeiss continued. "Keeping outstanding employees requires an understanding of three things that

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motivate people the most: recognition, a sense of belonging, and fair compensa tion. Make sure your workers have a series of successes and then build on those with recognition and encouragement. Positive reinforcement equals high productivity, and negative reinforcement equals low productivity." Zeiss went on to offer a list of helpful and motivational tips for recruiting, developing and retaining team players and productive employees. Zeiss admonished leaders to be a positive role model, avoid bureaucracy, expect success, trust employees, and commit to being the best.

Raising Money in Lean Times Few people understand the challenges of raising money and building growth during difficult economic times better than Nicholas Kottyan, president and CEO of Peak 10, Inc. Kottyan's com-

QUALITY 路 CUSTOMER CARE 路 EXPERIENCE路 STABILITY

pany raised $18.5 million in venture capital this year, and was chosen to speak to Forum participants about his

success.

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Kottyan began by cautioning that any company must attend to two basic rules before thinking about raising money: provide a service that people really want, 600 LEXINGTON RYE . STE 200

january 2002

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and not just something that sounds good;

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and build and expand in a controlled,

member, Womble Carlyle Sandridge

strategic manner, and not just because

and Rice; and Richard Drake, partner

you have the funding to grow. He added

at Hunton and Williams.

that a large portion of the capital raised for Peak 10 in the past year is still sitting

Topics included consolidation strategies, management succession

in the bank, waiting for the right moment

planning, assembling and motivating

for expansion-when the economy turns

a team , managing lender relationships,

around, he said, Peak 10 will be posi-

managing vendor relationships, growing

tioned to act quickly.

business through strategic alliances

Next, Kottyan offered two keys to

and outsourcing, and changing busi -

effective capital raising: Always start

ness models . Panels addressed issues

early, and engage professional help

of concern to participants, and provided

and advice . "There is still a lot of money

insight into effective management in

out there, " said Kottyan, "but venture

a changing economy.

capitalists are more reluctant to give it

Perhaps as important as the sched -

out," so companies need to plan ahead

uled events were the networking oppor-

and acquire professional assistance.

tunities afforded at lunc h, breaks, and

Kottyan added strong advice for

the cocktail reception at the end of the

approaching venture capitalists. "First,"

day. Because participants included only

he said, "don't overcommit financially

CEOs and pres idents, and were chosen

before your investors are committed to

based on their market position and

you . Have a clear path to growth.

growth potential, attendees were able

Establish a strong business and contin-

to meet and speak with others in similar

gency plan. Clearly state what the use

positions , share ideas, and discuss

of the funds will be. Never assume a deal

challenges. "A lot of times CEOs are so

is done until the money is in the bank.

focused on their own business that

Dedicate yourself to raising money while

it's good to get an outside view," says

someone else runs the business-or vice

McGuire. Rodenbaugh noted that partic-

versa. Recognize and adapt to changes

ipants made good use of the networking

in the economic environment. And always

opportunities . Much of the feedback

keep all your options open."

he has received, including letters sent weeks after the event, cited the value

Fertile Ground Morning speakers at the Forum

of meeting the other participants . While the President's Forum

also included Paul Sarvadi, president

provides fertile ground for grow ing

and CEO of Administaffwho kicked the

businesses, it has found ferti le ground

Forum off with a special address; jack

for itself in Charlotte . McGuire and

Wiles, president ofTheTrainingCo., who

Rodenbaugh agree that last year's

spoke about physical and electronic secu-

inaugural Forum was a success, but

rity in our increasingly data-driven and

this year was even better. According

electronic business environment; and

to McGuire, last year's attendees were

Guy Forcucci, COO and CFO of Wilton

so impressed that this year they brought

Connor Packaging, Inc., who covered

their associates and contacts, and he

customer resource management issues.

expects that next year' s growth will be

After lunch, participants broke out

exponential as participants, excited by

into smaller groups for roundtable discus-

the experience, mark their calendars

sions with CEOs and presidents of highly

and tell all their associates about the

successful mid-market companies, such

program . Rodenbaugh adds enthusiasti-

as Mike McGuire; John Magee, president

cally, "Charlotte is going in only one

of Norelli & Company; Bob Sherrill, part-

direction with this, and that

ner at Sockwell & Associates; David

is up." biz-

Lewis, senior vice president at Ban k of America; Kal Kardous, founder of

Heather Head

Charlotte Copy Data; Joe Cogdell, Jr.,

freelance writer.

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Ill

january

profile]

by casey jacobus

into Charlotte

Cricket I

Cricket Communications has only been in town a year,\ ; but is already making a big splash.

ne of Charlotte's newest corporate

<www.leapwireless.com>. Leap, an innovator of

citizens made a big splash when it

wireless communications services, has launched

leapt into the Charlotte market a year ago.

Cricket's flat rate, all-you-can-talk local wireless

Cricket Communications bought the naming

service in a total of 35 markets in 18 states across

rights for Independence Arena, making its

the country.

new name Cricket Arena. "When we enter a market, we make a long term

Cricket's partnership with the Charlotte Auditorium Coliseum Convention Center Authority

investment and commitment to that market," says

is typical of the way it grabs hold of new markets.

Miles Johnson, regional vice president for Cricket

In Phoenix, it bought the naming rights to a 22,000

in the Southeast."Within six months of launching

seat outdoor amphitheater and used a Jimmy

service, we want to enjoy a brand recognition on

Buffet concert at the Cricket Pavilion to support

a par with the home grown companies."

the Phoenix Children's Hospital. In Charlotte, the

Cricket Communications, <WWw.cricketcommu-

arena agreement, which covers a five-year period

nications.com>, is a subsidiary of San Diego-

with opportunities for renewal, helped Cricket

based Leap Wireless International, Inc.,

gain name recognition quickly.

greater charlotte biz

>january 2002

Cricket has also selected a generc.l manager for Charloue who can represent Cricket in the same aggressive, can-do manner as its promotional campaign presents the company. Tod:i EllioLL brings 14 years of experience in telecommunications management to Charlotte. Most recently, he servec as Verizon's director of sales for the state of Arizona. "Todd brings important types of leadership skills with him," says johnsen. "He is our go-to person in the market who can represent the company in the Chamber of Commerce and the comrcunity. He has the desire to participate in community activities and the desire to be a pub lie figure " ln Charlotte and Hickory, where Leap introduced Cricket in july, Elliott is responsible for developing and direcLng operations, sales and marketing. Elliott earned his Bachelor of Science

¢:1.onc. higher tbar Lhe r.ational a\·crc.ge. Sc·, whc.t doe> :::::ricket Lve to offer 1hat C3Il

C:•'lpete

thi3 :•JLpetit ve m:!rket<

c~ .: ket5 :me p-ic p..an aims to opture l:l.e undersc1-, e·_ >egment c[ the r ..i.lrket that wi n ad Jpl t.t.e tec-cnolo;;:; i -the ·:--icing i;; dec.r an.:l understan:lab_e

s-;_ys Ellictt. 1\t:rr~et.::d 3!': 'Comfort<tie \.'--irele.>>," Cr c <et5 se.rv1ce is designc::l t:· m;:;kc ..vire e;ss CC•Il1l1LOicaLons s· r:tp.e.

'Big E.oys"-Alltel , AT&T and Verizon , :::::ric~t

aims its marketing at the 60 per-

:ent of Americans who do not already tnve .1 mobile phone , everyone from retirees to students to busy moms. ::::riclc t aims to transform mobile phones i1.to a mass consumer product-an every:iJy pan of peoplc5 lives. lt offers a wireloss a.ternative to traditional landline rhon ~

<i:orcabl~

service, with the extra convenience :•: mc•bility. It's the wireless equivalent of a : ordless phone (with a really long cord-

ar_the calls they want \»i:hin rheir b:::~l

l::ss range) and its priced competitively \\ith _raditionallandline phone service. "- t's really a unique product with

and W·Jr-y-trce. Cri : ket -:.nst=omer:; p:~y a lht fe:: o~ 329.95 a month, i-_ ad·acce, aocl can ~-~£ and reccb-e

s:::rvice a~ea. The,.. de 1r- ~ have to a :oru:r:tct or p:1s> ;:; c:-=c .1 che::k.

Slf;CJ

"=~ o:

c great deal" s:::r:s Ellie Lt. "Ir elilr intes cus_omeL confu3i::·"""L There's a i ~ d cc•st, sat ere me nc S.llJ:ise b·l\s. lt's cally 3rr pie :1r:d yc·u ~e:-: 5ood service. c ma~~eo: us eas·1to :iob..tSiness wiLL" K:u:h: r than

comp~t:::J.g

with th :

unlimited potential, " says Elliott. &cause of its affordability and mass qpec:l, Cricket expects to penetrate markets more quickly and cost-effectively than traditi::mal wireless companies. Due in part to it3 pa1-in-advance system and simplicity, C1ic~t

is able to lower its costs for operations, billing, sales and marketing,

degree in a multi-disciplinary program involving economics, psy-

customer care and bad debt. Its a business plan that seems

chology and political science from Michigan State University in East

to be working. As of October 24, 2001 , Leap reponed more than

Lansing, Michigan , and a master5 degree in business administration from the University of Phoenix. When Elliott took his first job with US West Cellular in Phoenix, cell phones cost $2,000 and were reserved for CEOs. "l was willing to take a risk and see how it played out," says Elliott. The risk paid off. Elliott has watched the acceptance level of mobile phones grow right along with their affordability. Today, almost 40 percent of all Americans own a wireless phone. In fact , cell phones seem to be everywhere. They ring in grocery store lines, in the waiting room at the dentist , and in the theater. The guy who just cut you off on the highway has a phone to his ear. The woman shopping in Belk's is on line checking her daughter's size. In Charlotte, 60 percent of the population owns a mobile

724 ,000 Cricket customers in mar-

january 2002

kets that spread from Charlotte to Salt Lake City Thats up more than a quarter million, or approximately 53 percent, from the 472,000 cus-

tomers reported in june 200 l. Leap expects to head into 2002 with approximately 1.1 million Cricket customers. Pan of thi.s success comes from an aggressive marketing campaign that features a btight green couch and family members staying in touch with one-another. Elliott says even more of Crickets success comes from satisfied customers. "Word-of-mouth carries a lot of weight," he says. "We hear a lot of 'my friend told me about you ,' or 'it works for my daughter, it should work for me. "' Cricket also makes a lot of ftiends by taking an active role in the community. Lane Cook, vice president for Advancement at the Alexander Children:S Cemer, is one of those friends. Her organization

greater charlotte biz

benefited from being the focus of a "Cticket Couch Around Town" promotion. During this promotion, Cricket set up its trademark green couch and held a photo contest at seven clifferent locations around Charlotte over a one week period. The winners got free phones and service, but the real winner was the Alexander Children's Center, an organization dedicated to serving children with emotional and behavioral problems. Cricket featured the center in advertisements and radio promotions and collected donations for the center during the week of Couch Around Town promotions.

"Word-of-mouth carries a lot of weight. We hear a lot of'my friend told me about you,' or 'it works for my daughter, it should work for me.

111

- Todd Elliot, general manager "The publicity we received and the association with a great organization like Cricket was invaluable ," says Cook. Despite all the goodwill Cricket has garnered in the community and the success of its Oat rate pay p lan, EllioLL says there are two perceptions the company is fight ing to overcome . One is the perception that because Cricket service is limited to a local service area , customers can't make longdistance calls and the other is that Cricket is strictly a consumer product and not for business customers. "We want consumers and businesses to know that Cricket is much more than just local calling," Elliott says. "Cricket offers competitively priced long-distance service of just eight-cents a minute to anywhere in the United States." Cricket has also recently added inLernational calling to Mexico for 18 cents a minute. Both the U.S. and Mexico longdistance rates are good any Lime, any clay, without any monthly fees or minimums. Elliott says that adding the service to Mexico appeals to the fast-growing Hispanic community in Charlouc, an important market segment. "For many people, paying a set fee for

greater charlotte biz

long-distance into Mexico, along with the monthly usage Oat rate, makes it more economical to own a Cricket phone as their primary home phone," says Elliott. "With this service there are no surprises because customers pay for their long-distance in advance and the per-minute rate is always the same, no matter when they call." This prepaid long-distance service also appeals to the small business owner, Elliott says. "Bosses don't have to spend time tracking clown unauthorized charges on wireless phone bills. ln addition the one-price plan takes away any surprises in the monthly wireless budget. " Elliott, who has settled with his \vife, four child ren under the age of eight, a clog, and a bunch of fish , i. n a home near Matthews, says Southern hospitality has impressed his whole fami ly. "We've had neighbors ringing our bell and bringing us goodies to welcome us to the neighborhood ," he says "The kids have new 'best friends' at school. And, all of us were delighted to see the trees and all the green space, which reminds us of Michigan." At the moment most of EllioLL's free time revo lves around soccer games and kids' events, but he looks forward to getting on one of Charlotte's many golf courses "in five or six years." He also expects to pay back the community for its warm welcome . Cricket works hard at being a good corporate citizen, supporting organizations locally like Toys for Tots and the Second Harvest Food Bank in Charloue and High Hope of Hickory. Most of al l, Elliou sees Cricke t's purchase of the naming rights to Independence Arena as a significant investment in Charlotte's future. "There's a lot of loyalty to that venue," he says. "It means something to the community that we would make that investment. " Putting money into the community, Elliott says, shows that Cricket Communications is in Charlouc to stay, even if it cloesn 't ask its customers to sign a long-term contract. biz,

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Once rugb)' teammates, Dale Tvl/eedy and /~ark DeMeo advance to teammates in the big league of no ional consulting.

hen Dale Tweed). anJ Marl DeMeo met twelve years ago playing rugby fc- the ~harlotte 0 de Originals, they cli;co·tered : hey 1ad more in common than love of the sport. T.... eed;-o, CEJ of System 5 Technologies, and DeMeo , CEO c£ Ballantyne Ce11sulting Group, realized from th~ beginning that t-.ey could lev::n.ge each otter's companies to create a winning Lean for the\!- che1Ls

ow, their two companies ha' t: b·:en rc.:nt Led by the btg leagues. Cincinnati-based Pomero:· Cc·mputo:r F:esources ( A-. DAQ- PMRY) <WWw.pomeroy.cOt::>, rccen .y ccquircd both Ballantyne and System 5, and mer.~d :hem nto , new divis~c•n called Pomeroy Consulting Group ~PC:i) . "This acquisaion marks a cont:.1uec sLe : in our expansion plan," says Steve Pomeroy, president. ":t cre~es an expanded IT Services arm that provides end-to-t 1d infra~nucture design , implementation and project mana~_mc:nt soLnions for eBusint:ss enablcment , sys:ems integration , prk<g2 a[:plications, CRM, :::RP and data warehousing." The Pomeroy Companies empl.::y 1800 r:eople , and mair:uin 30 facilities throughout the Southeast an::! Mi::lw::st. Pomeroy's client base includes 50 percent of r·-x: Fortune 500, including Bank of America. For · he year ended january '1 , 20Jl , tbe company reponed revenues of $925 million. -Jnder the new arrangemer.t , DeMeo and Tweedy are both vice presic_ents d PJneroy Consulting Grou[:, which boasts Hr.: eoploYfes hue in CharLCoue. For Tweedy and DeMeo , it just ::oe~r.'t ge ary beuer. ln

greater charlotte biz

csser.~.e,

the deal is a :Jt"ime e:;;ample of the ·... 1ol? ~ >-c::d - t; llt sum of its parts. Balla:uyne's locus is application d?,..dupm [; Syste!Q 5's specialty is l::Jrdware/software/ser •. c:s f:::n cmerprkc level <.pplicati•Jns; anc_ -=·omercy's focus is F~ ; aru: t :- c - et••nn ·g world Now th~y have _he be~ of all world; As DeMec observes, 'Tht: ;ynergy uda:r :;:)-:-U b:y Af::r~ < diem a full IT solution - a business solution wr.er::- ·F : ~an nk~ every:~ing from deskt=-:J to n.::rwork LO ::!ate. cente; tr ··pl ,- t ~., development and bun•c .:£ that 3.1! underneat..l ~ S -,;: ]:: f ; ce ~·C r. to bri -?; value because L•ere's cne go-to compar.y ·o · oe.erytbi-.g It gives us the <:~bility t ·, ::omp: .e with the ECS a-d IBI.'; of }is world :Jecause we have 1'1e wbole stack." "Its very exciting," r::>ds -:::...eedy. ""Vve nollla }- LOo-pet.:: against much brger COL.'iulting firms such a~ -·,vc A.<:··ntuc r-<1 D&T- which are auet-. :::>ting tc· offer the mis-. •1n ill ai infnstrucure that supports L1ese tq:plications. Vh.b S;:;-e- '5 Technologies and Bal!a-.~me C<•nsulling Grcu_ y: L IL•• h:::'r:: lv.<J ::ntities coming together to ser.-:: as a single ;,[u· ·) - u the : lie 1 Jnly '.'.'e thoroughly un ~~ rstano. each one of . :.osc coTtp:·nol...s...·· Tweedy says Pometc; soug!:Ittheir comp<illics o..u lx::a= ·hey w<:1ted someone ....,- _h a !::-.di ng edg::. "'·'.·~ d::f - i ·ei ~ su.-d out. BerNeen the two o · s, we lre the leaclic.g •::Aac L -r:;:nn:r iT the So·Jtheast, both on 36ics of :Jracle da tab;:.s ~ sdL aJe .an::: h: Oracle l::usines applica .i.::;ns. V~ are called an :JSP- c >ncl ~·Crvice Provider due to _tr ex-.~rtise in L1e Or:;cl:: -eld. ·verr f: w people get that designau::n." >

jar ua-y 2D02

According to Twee:!y, Fcmeroy's -<ey visi•)n is to aggreos:ivel:' ~rO'I" the apf= licatior development ;ide ncmin.,:; tnc .:latz cerur and up. "-::-hat apJe l~d to us beouse we get ti-e opxrunity to fdfill the vision of beir& a mUo:Ic.l entity --nuc h qul::ker. Plus we l-ave Lre c;,pital of 1 very' financially s.able company w h~lp us ;eale. How m:~'ly crsn 1· ing firm:; o·.:t there right now have a S2-i•J millioP credit facility to .l•:cess' Nn very mc.ny •

Client Growth P· tt.ntial Certainly anc·then alu.- poirt i.n th~ aquisition is tl-.:~ abilL:' tn become the so e lT source br Pom::rc:,.'s blu~-L l.ip clk:ntele. DeMeo is a' tcac~~ takirg ·_1.e sLx:cess stories ilc and T~dy h,1, t: developed in trc Soulteas.. and roling tlx:m out to the existing f' )m::roy • ustcmer base via · heir 200 s1les rep:> As DeMeo :1dmit~. "C• the firs. pzss years ago, it was. a ha:-.J SC:ll for us o irstitutions lik-e Duke Eocrgy, Wac:10'.i.J, B:~nk of Ameri·: z and Pie:knc·nt t--dimul Cas because we wer~ a rr .:he p. a;'cr. . Jow we can offer ar :::nte:tTri::c value s•.lution,

and Pomeroy already has existing rela-

administrator at Canon, Virginia, has

Tweedy is concentrating on the sales structure within the Pomeroy consulting group. He's also overseeing financial, HR

worked with System 5 since its incep-

and back office items. "We have a lot of key partner relationships, such as Oracle and EMC, so I've been driving that with members of the team as well." While dealing with one source for high level application development problems and the supporting technology is a big benefit, in today's volatile market, Pomeroy's strong financial backing is also a critical plus "A lot of consulting finns are closing down in Charlotte," says Tweedy "We're actively looking for people." Pomeroy's financial backing assures that clients need not worry about them going out of business in six months in the middle of a project. As DeMeo notes, "Four out of the six firms ahead of us on the Book of Lists last year are no longer in business." Both Ballantyne and System 5 have an impressive cliemele in their own right that includes Fortune 1000 companies and selected startups: Caterpillar, Royal & Sun Alliance, BellSouth, Sara Lee, Ducks Unlimited, Sea Land, St. jude's Hospital, Meineke and Pirelli. Ballantyne's biggest customer at present is Ocwen Financial Corporation in Florida, the counuy's largest debt service company

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Tony Willis, senior Unix system

tionships with many of these companies. "

Now six years old, System 5's specialty is building data centers. Founded in 1998, Ballantyne focuses on the application development that is the nerve center of any business. Although each has its own niche, both appear to have built a loyal customer base because of their commitment to service. Starr Williamson, who manages procurement for the BCP division of Caterpillar Equipment, has dealt with System 5 for five years. "We started out purchasing PCs, and it's grown to where we purchased all our Unix workstations and servers from them," she says. "They're a very outstanding company Their timeliness goes above and beyond any request l have. Any type of problem I've had, they give me special consideration."

tion, and during this time has ordered Unix work stations, servers, power conversion equipment, software and consulting services from them. "They've been an excellent supplier. We very seldom ever have to look elsewhere. They've been exemplary in all aspects. Their integrity is unusual for today's tech companies." Tweedy says customer service is top of the mind and cites an incident last Thanksgiving. A customer whose business totally relies on the Internet suffered a system crash. Although they didn't have a maintenance contract, Tweedy and DeMeo spent Saturday on the phone to fix the problem. "We got these guys back up and running that evening. That is the way we operate business. Our customers call us." Ballantyne's consulting work for Ocwen has impressed Scott Anderson, the firm's senior vice president of residential accounts. ln his experience, they have proved their worth in three areas: delivery, value added and commitment. Anderson reports that on the delivery side , "What has been asked so far has been provided both in a timely fashion and within the cost estimates provided. "

As far as value added, "Their approach of trying to understand all aspects of the business gives them an edge as it allows them to maximize the value added from their efforts to date." Ballantyne's commitment is also a big upside. Anderson says he's seen in it their willingness to travel on a moment's notice, to support customer demonstrations using their hardware and software, and to adjust the project plan quickly in response to our ever changing business needs. Hal Vandiver, executive vice president at the Materials Handling Industry, says Ballantyne was able to help his group migrate from brochurcware to a dynamic, database driven site. "Our site is well organized and presents our organization and its members in a professional way" Ballantyne is also capable of showing creativity: it designed and developed Meineke's franchise Web site, featuring greater charlotte biz

dancing George Foreman. As DeMeo elaborates, "Our expertise at Ballantyne has always been around

Southeast/Midwest mJrkets."

large scale application development infra-

Pomeroy Consulting. "The technology we're best a. is onl) gJing to grow in the

structure. We implemented the Oracle financials for Royal Insurance and devel-

future. As the mar<eL becomes more competitive for our cl ents they will have

oped the Pirelli extranet Web site for

to show how they car: become more

their top vendors."

profitable and more e Ticient then th -2ir

DeMeo notes that they want to become known for Web-based interface,

competition. [ thinl: t 1at will drive tle need for advanced technology..,

but also integrating all the back end oiTice systems so there is a seamless application across multiple tiers of a

kverage e::hnology sc- .-au get a qUick F.Ol. Fro n a business p-::rspective, you l-ave to r-=cuce the cost Jf hard 11are, soft-

Tweedy sees a brisht future for

\"arc, networking and o1nsultir .~so you cJn compete effc:t vel~. H v.·e cortrolthat \vhole st;:c;,., we •:an s~.. 'Mr. C ient, '>"e're wiling to \Jerk with ,rou .JC ross the board and bring Jown : ou- LOLli costs of biz ownership."' f'Jan BaurJCl ts a ~harlct:=-bJseo

DeMeo agrees. ''vVhether or not you're a multimilhc1n Jollar com pan:;, tht

/ree/ance Nnter.

challenge is how y·JU :an effecti;ely

business. "We built a stack where we don't focus on one specific thing such as vertical apps or CRM. We focus across the board on the solutions that industries need such as backend apps, general ledger, inventory management, customer

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relationship management, data warehousing, extended reponing and applications that extend out to external users or consumers. So we built a lot of depth very quickly"

Maximizing Client ROI Tweedy and DeMeo are very conscious that, in today's economy, ROl is of paramount importance to their clients. "A year or so ago, everybody was trying to build projects to increase revenue- profit wasn't an issue," says Tweedy " ow the projects that are driving business are based profitability and efficiencies." DeMeo believes Pomeroy Consulting can help clients boost ROl. "Our sense of payback has always been that we look for projects to pay back within one and a hal[ years." One way they can achieve this is by being a local service provider. Since 9/ll, travel costs have skyrocketed.

"lf we can knock your travel costs down 20 percent , you can almost shift ROl from 18 months to a 12 months. " Another strategic advamage of Pomeroy Consulting is that the acquisition is spawning a lot of new parmerships with software houses like CrossWorlds that offer technology to drive ROI and efficiency "Now we can b·erage the 200 plus sales force to drive additional business for those partners," says DeMeo. "We are a go-to partner [or most large companies looking [or penetration in the

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it, l knew that although it would take a lot of hard work, if we did it right it could be clone ." His unconventional strategy, however, is what Wingate says has saved his business from the fate of many other lT companies. ''The biggest challenge for many companies in this industry is that they put all their eggs in one basket, investing energy in only one product or service line . We don't do that. We have a variety of services and one might get us in the door, but then we build a trust that enables us LO help the client in other ways." SCD's newly formed Help Desk division is one example of how clients benefit from its resources. 'Think about the average Help Desk operation that many businesses run," observes Wingate. "Many of the people working there are just not qualified so they usually aren't much help at all. That's where we come in . We can have people on a company's site, or work from our own location. We pay to train our people, so the client doesn't have to, " he explains. SCD's rapid-fire expansion plan is

what Wingate says will help him win more national business accounts. "Most companies wam one source to train all their people nationwide ," he explains. "They want one guy to be accountable, and that would be me. We're positioning ourselves LO be in every major city so we can be everywhere our clients need us." ln the past 12 months alone , SCD has opened 26 new locations. lL plans to open another 36 locations by the end of 2002. Eventually, they'll have three in every state, says Wingate. Additionally, the company partners with 19 universities and colleges to provide computer training to students from centralized facilities. And next year, SCD will begin operations in Bogota, Columbia. Why the sudden expansion7 "Why not," says Hudson. "The opportunities are there. ln order to grow and brand your business you have to develop the business in many directions. We want to share what we have with as many cities and people and corporations as possible and we have the conviction and confidence that we can do it."

Wingate expects this new expansion plan to result in $50 million in sales next year, up from $18 million this year and $3.25 million in 2000. While growth has come fast and furious, Wingate says it has been completely self-financed. "We started with our own money and everything we make goes back into the business," he asserts. This approach works for SCD because they adhere to what Hudson describes as "specific management operations systems that keep the focus on the bottom line and on how the company can be as efficient as possible with the least amount of costs." "You have LO know what drives your bottom line and be proactive about becoming more efficient and learning the best ways to utilize resources to increase productivity," he says. "I believe in managing by the numbers , looking at the details every day and having tools to provide the information you need LO evaluate opportunities for improvement. "

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with the skill, precision and high energy of a military operation. As a former Army Air Cavalry Captain, he's accustomed to detailed planning and precise execution, yet can also change directions on a dime. He surrounds himself with competent people he trusts to get the job done to his high standards, yet he gives them the autonomy to manage themselves and achie\T their full potential. "We have six month business plans down in writing, we have everything planned to the nth degree," says Wingate. "Yet we seize opportunities when they present themsel\'CS. lf an unexpected opportunity comes along, such as a location we found in Kansas City recently, we can mm·e within 60 days and be there. lf something doesn 't work out as planned , we pull out and move resources in another direction. " Wingate's hyperkinetic personality makes him the perfect cheerleader, giving employees the "vision they need to succeed," he says. Wingate has no office, he chooses instead to manage by walking throughout the building and visiting new location sites. He "tests the temperature of the water" by making himself accessi-

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ble and walking among the people. Employees who take on the career track at SCD must earn their way, but don't expect to hear anyone shouting orders or pulling rank in this organization- it's strictly against the rules. "No one here is considered smarter than another," Wingate explains. "And nobody will be treated as such. Everyone who joins SCD comes on as an equal and is expected to help each another succeed." Wingate has only four rules that define his non-conventional business em'ironment -have fun , play, make fliends, and no politics. As a result, only four people have quit the organization since 1999, and many more are lining up lO experience Wingate's special brand of technology boot camp. "Typically the people we auract arc average peop le just like me," explains Wingate. "People who are disenfranchised with their current positions or careers, or have foundthemscl\'eS without a job and are v.illing to try something new. Others just haven't been given the opportunity to do what they Jove." ~

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Uniquely, every employee, regardless of his or her position, is required to gn

in§ v.ill open doors if she eve1 wants to do scmetling dlferent within the compa-

MCSE certified. "The poL•.y brings everyone onto a level playing field," says Wingate. "And employee:; like the idee.." "1 think it's a great thi- g," says Trisl-

ny "1 thin-: ever:one should te trained to .h~ir full capccity," she adds. -=-he mmpa"ly pays for st1.1dents they hL--e .o tal:e the Microsoft exam and ther

SCD to develop her company's Web site. "We were a new company and got what

Gillam, administrative mar.ager of SCDli Training and Service Cent:::" in jacksonville, Fla. "It mak~ me feel like an

or..:::e on toard, additional m.ining is av~ ibblc ree ol charge "An)- employee can -.valk up to The front des-< and sign

we needed done in a matter of days," she says. "The person that worked with us was very skilled, very professional and

equal with the other emrloyees and l can understand what they're Jlking about.'-

ur;. for an: clas~ he or she wc.nts ," ':Vinga..e. "We have ~xtra trainers on sfte at all tir.es just waiting for people

had a good sense of humor. l believe SCD has very decisive managemem and a high quality product to offer."

exJl~ins

Although Gillam admits s...e has to wor< a little harder than others, ~e feels the tnin-

The cmhusiasm and commitment of SCD employees is not lost to clients. Meg Maloney, partner with the law firm, Hamilton, Gaskins, Fay & Moon, hired

toccme <nd as< questions."

Changing People's Lives Wingate's keen , nonjudgmental intuition about people has allowed him to identify and hire people who may not have otherwise had such an opportunity, and find those who provide unparalleled expertise to the operation. For as many employees as you'll meet at SCD- currently there arc 220- you'll find as many different backgrounds and stories. Tommy Boger used to work for the Department of Transportation painting lines on roads. SCD's advertisement appealed to him because it gave him the sense that he could take himself to another level. He now 1uns SCD's operations department making

Sta)ing organized in t oday's workplace can be chal l:;mging:. Env sion your employees usi~

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sure every detail of opening every new location is taken care of. "l owe a lot to jerry for giving me this chance. l'm from a small town and I never went to college, but l'm very good with details and organization. I love wh::tt l do here. " Cheryl Calebro is a nurse who now serves as SCD's Call Center Manager. She manages two shifts of staff personnel who handle more than 1,000 calls per week. "When 1 interviewed with a competitor's company, l was told- in front of a classroom of people- that I would never succeed in the IT industry," she recalls with a laugh. Benny Coxton, Ph.D., a former university professor and school superintendent, heads up the College Partnership 1nitiativc and SCD's chief information officer, David Mclntosh, was a physical therapist at a hospital when Wingate met him at a training session for lT employees. "This is what l've always wanted to do with my life," says Mcintosh "And 1 was doing it at my old job for free, just to be involved with the technology."

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"No matter what someone did before, we take them in, put them through our training and they become one of us," explains Wingate. "We idcn

j...

The view from above.

fy each person's strength, ski ll and mo.\'at ion and place them in jobs that are most appropriate. Everyone is having the Lime of their lives."

and employee invoh'emem ar~ a top p1iC•Iities. "For employees LO take c•wnership

O n the hit te lev ision show E.R., the re is rarely a break in the action. But when these brief moments occur, the principal characters go to the ro of. Upstairs, they are able to look out on the city lights and regroup. They use the roof to talk things over, to cope, to connect, and to dream.

they must fee l that they're contribLting t 1 the growth of the company," 5ays Hucso1 "We get a lot of people involved in our

A visit to Hill iard Lyons can be like that. An appo intment with your f1nancial consultant could be just what the doctor ordered.

SCD's culture is based on a team atmosphere in which communication

decision making process and solicit inpL._ on how LOwe can make ourselves bet.er" When Irish Gillam realized that all SCD Student Coordinators could bene[L from consistent training, she developec procedures for everyone to follow. vVitb the support of her boss, Rali PerticrraMcndez. vice president of the Florida region , they posed the idea t:: > management. Now, all administrative persocn.J arc nown to jacksonville for training. ,.know from my experience in custorr.er se rvice that the front line people are th ' most imponam for first impressions. " says Gillam. "We were already sharing ideas, and now it brings us all togethe-to learn from each other." "Our people have great ideas every day," agrees Wingate. "lf they can se11 m" on the idea and show me how it can b<: successful, then we'll try it. Lf it doe~n-t work out, that's okay because tha . is a pan of learning." Wingate admits that there is a grea

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''OJvioostl, we .vork on things 'LH:h as c011rse etL:JUE'tl:e: and rules and lEiping tho:: m wit~ their game. But mair l:t our gO;il is te teilcll l:hem a good S'fltem gM1g int

th~

w1nd, so they kuw

what the} wa1t t. accomplish." -Rtchil-d 3ra: ser, Targeted bllf

r n - y 1 00 2

by john rehkop

t:bout a dec:cde ago, 1-A- le JEii 1g golf on tour overseas, Richard Brasser lanche{ gol Ja !s"r::r11 atop the Great Wall of China i1to the Asian :::oun·r:,::t:= I:Eiow- it's just one of the adventures this -:Jtr

r g )::rJfessional turned entrepreneur chronicled f'T11is past travels abroad. These days, Brasser is still launching things, but now he's c.iming at a vastly different target- the C()rporate executive. Brasser, the presidert of newly formed Targeted Golf located in the trendy South End d1strict, is introducing a new program geared toward helping 3xecutives master the art of building relai

ships and inking deals on the links. This

Lr ip~y

shaped program , called Forer Business,

t:acbe; -:-e finer points of how to structure a busileS3 ra-3i ~:- lle golf course.

"Comoari:=s ;JErt:l

tremendous amount of time, energy and

rr£'ney r:er1ecting sales puseT.?li=rs for a 30-minute meeting," says Brasser.

....(e: trey i.. ~ s::tl::.::. reps Jrc. ~ a<nm ~r~~t=r

Jr i -aJlilg 01 flc•vv t: :rar otte tiz

h .n JI ~

loo~e .01

a gJif c:tno::, '.4tl their best clients, for five hours with

bu8no:-:::: '=' l th>J ::ars:::. ' > january 2002 29

game. But mainly our goal is to teach them a good system going into the round, so they know what they want to accomplish," says Brasser. "It's important to have a sound strategy - know who to imite, whether or not to play games (for money), when to bring up business, and how to approach the entit-e four to five hour timeframe most effectively."

An ndoor golf venue that c.aters to bo:h individuals and corporations, Brasser transforms the perception from a reta1: ur~reho•Jse •o t'""'ining facilities with rlismminatlng stvle

The premise behind the Forel Business program and Brasser's overall corporate golf enhancement mantra reaches well beyond outlining the appropriate protocol on the greens or alleviating the fear of slicing a shot into the client's kneecap

Bras5e:r and his experienced staff instruct o:ecutives on how to address every aspect of the round from the invitation to the 19th hole. "Obviously, we work on things such as course etiquette and rules and helping them with their

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Br In the Fore! Business corporate training program , skill level is not measured by the conventional indicator, a golf handicap, but a business golf handicaptracked by measuring the success or failure of the round based on meeting predetermined business objectives. "A business golf handicap is the concept of being able to really understand which rounds gave you business or helped build relationships, if that is the objective -determining at the end of the round what was accomplished and what needs to be done in the future." Companies have the option of structuring the Fore' Business program as a stand-alone class or an element of an allencompassing, customized corporate event. "Our facility is designed so a corporation can set up an entire team building event here," explains Brasser. "We have a lot of different areas in which we can cover each aspect of the game."

A After hatching the plan for an indoor golf venue that would cater to both individuals and corporations, Brasser committed to transforming the perception - a retail warehouse with obttllsive nets- of indoor golf facilities. He wamed to perpe:uate a contemporary, high-end image ana spared no expense in doing so.

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"One of the barriers we had to 0\'ercome on the corporate side was that man) professional orporations, when they thin!,. of an indoor golf facility, are afraid it won't match their culture,·· says Brasser. "No matter how much I talk to people about our facility, they are still blown away when they walk in. [ guess that they can't get ti-.e traditional picture of indoor golf, with droopy nets and a warehJuse feel, out of their minds. We definitely don't match that stereotype .. , Like many top golf training facilities, Targeted Golf has the clothing, equipment and instruction to meet the needs of the most fervent golfer. But, what separates Targeted Go lf from the rest is the top-of-line approach achieved throughout the space. From the glass-encased conference room and projection theater-like, high-tech simulators, to the exclusive line of clothing, the center evokes a professional feel with discriminating style.

"When people walk in they say, 'Wow, I had no idea this is what it [the facility] was like,"' Brasser beams like a proud father. t evenheless, the true genius of Targeted ,olf lies not in the grandiose design but in the innovative method of

A pro•essional feel is demonstrated from the glass er>cased cor> 1erence: rooiT' to t'le exclusive hne of clothirg.

instructi on.

ment watching these two out of shape guys who had really wicked swings. I had grown up in this 'perfect swing' environ-

Life on the other side of the ocean was a learning curve, a time period Richard Brasser found to be an amazing and challenging experience. But, he acknowledges, his time in Asia prm1ded a revelatic-n that guides him in his instruction technique todar "My first tournament in Asia was at Mission Hills, China, just over the border from Hong Kong," recalls Brasser. "I was ·JUt on the range prcparin_;; for this tourna-

ment, believing to be a good player you had to have the perfect swing. A buddy and I were joking around and laughing about their swings. Six weeks later the two players (with the wicked swings) were number one and two on the money list." The experience, along with the years of teaching alongside his mentor, Aj Bonar, dispelled the myth of the perfect swing in Brasser's mind and transforn1ed him from a golfing purist to a scholar- someone who analyzes the golf swing in its most

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basic form. Using the analogy of catching a ball, he illustrates the connection between the mind and body that successfully performs the golf swing. ''When you catch a ball that is tossed to you and you arc asked how you did that - you don't know. You don't have to consciously think about the motion used to catch a baiL Golf works the same way, believe it or nor. Golf is a hand-eye coordinated sport and must be taught as such." Most go lf instructors teach a swing that is focused on the correct positionmg of different body pans and the go lf >-

january 2002 31

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::.:lub throngbc ul v:riou::. :nirt:: .. ~ tl-c S'A

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-as:: ~ r

swing·· tl-eory

comends the -<ey tc undEtstanU'If!; tJ-e gclf swing i:: to simplify i and "arif~ t 10

a single focus on coruJC.lling

1'1C

clcb

face and understanding t-c u1Ltt1ate task - .. quivalent t..::> the nnccDxious mot i: n of controning a hcrlme- ."'ith tho> tas ,~ of striking a nc: il . Brass ~r : ted its .<\.]. B-nar. '" '10 is hE director cf golf instructi :::r at fug,etrd

Golf, founder of the Soci.= y of c .. lf Educators nd his longt rr ~ mcn1•1r, "'itlthe creati n cf this revc

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in terms ·Jf ·l::e to a! nu:r.ber J~ ayers. A len Avakiar, vice preS.::i::nt of leatr mg

Concord Mills 1-85, Exit 49 704-979-5466

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they will soo1. brmg to rurkets !·c) nd

january 2002

greater charl::-ttE biz

Charlotte. "Our goal right now is to make this model work here in Charlotte. But long term, we're looking to expand the company throughout the country," claims Brasser, who at this time is the only investor in the endeavor. Unfortunately, the ill-timed july opering - in the midst of the economic slowdown -has provided Brasser with a challenging first six months. However, the response from the clients has been better than expected. "Magic happens here ever.· day, Brasser explains, and when we make this many people enjoy golf again, only great things can come from it. He has cautiously set a goal of $1 million in revenue for this year, knowing the success othe corporate programs will likely dictate long-term growth in the future.

To date , their corporate client list is short, but impressive, with names such c.s Yahoo and Siemens, a list Brasser and his staff are determined to build upon. "Richard has a good vision and uncle-standing of the industry," says Avakian, who once served as a regional manager fCI Slazengcr Golf. "Knowing that if we coobine everything in a format that is rtexib ~ and innovative, and can be adapted to everyone that we come in contact with who is interested in the game - then , we would really have a model that would work." Brasser is hoping to parlay his visior. entrepreneurial spirit and unrtagging passion for golf instruction imo a succe;;::ful national and international business - 1 venture that was first conceived on the back of a pizza box. ls this going to be a great challenge? Perhaps. But what were the odds of him ever hitting golf balls off the Great Wall? biz

john Rehkop is a Charlotte-based freelance writer.

greater charlotte biz

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by tara lane

Keeping You Covered Access CoverageCorp: Changing the Way Insurance Companies Do Business

think this year is going to be an exciting one," he says. Maybe that's because almost every year since Flachs got started in the insurance business, it's been just that exciting. It just keeps getting better and better with every time he's had to throw away that old calendar. Flachs is the CEO of a company called Access CoverageCorp <www.accesscoveragecorp.com >.. CoverageCorp was founded on the principle that "a better, faster, and more cost-efficient distribution channel for commercial insurance will greatly benefit all stakeholders." What the company does is "marry" the basic principles of the insurance world to the ever-developing technology world. Coupled together, CoverageCorp offers participating insurance carriers what they call a unique blend of insurance company discipline and agency vision, all powered by the reach, scope, and efficiencies of information technology. Flachs and his team at CoverageCorp have developed the first underwriting engine on the Internet ... which in turn can , and most often does, save carriers a lot of time and money. > greater charlotte b iz

january 2002

he insurance business has certainly come a long way since the old "brick and mortar" traditional com-

panies of the past. Flachs knows that. After graduating from Kutztown State College in Pennsylvania, Flachs worked for several years as an underwriting analyst and commercial underwriting man- , ager for elective. Insurance. After later

working as a regiqnal ynderwriting man- •. ager for ,.,Amerisure Insurance , Flac:h ' decided tci move. on to the next step. and -~,;;·enture om into the · ·orld of cntrepre-

neurship In 1993 , he founded

than $100 million in standard premiums.

CompSource/lnsura. a company which

The company certainly got the recognition it deserved. In june o( '96, CompSource made the list of the "100

acted as a third-party administrator to service a group self-insurance trust. It was there that Flachs grew the self-insurance fund from zero to $40 million in standard written premiums, with 60 agents and brokers in North Carolina. The company's net income averaged .37.5 percent of revenues, which was far abO\-e industry a\'erages at the time. Flachs sold omp. ource in ~larc!v of

Hottest ew Small Businesses in America" in Entrepreneur Magazine. lL was also a national finalist (or Ernst & Young's Entrepreneur of the Year award. After a stint as CEO o( Charlottes American Rehabilitation, Inc. , normal coffee talk between Flachs and work buddy Clark johnson started becoming more in-depth. "Clark and I started talking about where we could go next in the insurance business." johnson had also had seve.ral years of insurance and underwriting experience. After graduating from Wake Forest University in WinstonSalem, johnson spent se\'eral yeaTs with Aetna a an underwriter. From there , he moved on to Cameron M. Harris & Co., one of the nation's largest retail insurance brokers. Together, Flachs and johnson came up with the idea that's. now behind the founding principle of Access CoverageCorp. "S ince the '70's, the industry has been looking for what they call 'SEMCJ' (Single Entry Multiple Carriers Interface) ," says Flachs. Basically,

At Robinson, Bradshaw & Hinson, we go to cons id erable lengths to maintain a client-focused, results-oriented law firm. The strength of our firm lies in the qua li ty of lawyers who have joined us - lawyers with practical

problem-soh~ng

skills nud the experience necessat·y to meet our clients' real world challenges. \Ve recognize the importance of properly utilizing our team of expe rts to achieve the most effective solutions for our clients' lega l needs. Robinson, Bradshaw & Hinson- a tradition of excell ence.

Robinson

Bradshaw &Hinson

NORT H CAROLINA OFFICE

S OUTH CAROLINA OF FICE

10 1 i'\'orth 1ryon Street Suite 1900 Charlotte, i'\'C 282+6 70-1.377.2536

The Guardian Building 22 3 East .\l ain Street- Suite 600 Post Office Drawer 12070 Rock I Jill, SC 2973 I 803.325.2900

www.rbh.com

january 2002

it allows agents to enter the information only once, and communicate with multiple companies. It would be faster, and a whole lot less expensive. So that's what Flachs and johnson set out to do. By September of '99, the men had raised over a million dollars from family and friends, and got their emerging empire up and running on two feet. CoverageCorp began as an e-insurance agency, licensed in 48 states with an office in Pineville, N.C. The business soon proved successful, and Flachs and johnson discovered that long term, they could do more with this. And they did. By May of 2000, CO\·erageCorp had raised an additional $10 million in investments , with an additional $8 million by April of 2001. From the start, underwriting-savvy Flachs and johnson realized that if this whole e-insurance thing was going to work, they needed someone a little more technology-sa''\'Y That's when they found Nick Lampo. Nick joined the executive

greater charlotte biz

team in November of 2000, assuming

j ..1St a ::en. .pl.= ::>f tTOtLhs .Jg<J h

leadership of the overall day-to-day

Nl>" ::nbcr 20::1,

bump-and-grind of the technology

largest im r:m·~c c.:x:n::~<c ~5 b.•H,bt it"'_O

group. Prior to joining CoverageCorp ,

what Co\

Lampo served as director of client servic-

Lh;.: C•):n:::any s lCt rg ao- J 3Ub3id ary <Jf The Har. ·Nd, Ire ·.vh lc the te:e-tt chnf;e \vas :n t;li- ;-· D1 ·'_jp·· in Q- ~ ey?.;<; of Flc.chs Johns-J n :'1d L -u;K· wr.th ir .c arr e sorucwl:-..n ci - c:::l\... 1-2:r Cova:01geCorp b~gan "'ith th12e p::oplo::, bu: that cum - ,;;;t 500.J. -esc: t•J abOT\t 6C• en p l::yees •vhrse j ,-b ·;n;: to d ::ve.< p th.:: technoJ ::g:'. 'Nr ..:n the ba;e•<o-k \v15

es for eFunds Solutions Group, where he led an international team in the implementation of a software solution at a major financial institution. Lampo also served as systems manager for several years at First Union.

The Intelligent lnterchange 'M

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t1:: l;:t_io-,·s

<ge~o-y., hJ..::l .o offc -. Now.

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ba:' J11cl reilcct -in~ h t -ei r \"cXk, fini:.h wbzt the~ v;c T. dJir ~. aL t JUSe t]-q' to] C'\"C i- the d;ion_ ' t.h::·; s11. "Curiug ti1es Jf tunn:JL, the- >--

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As insurance agencies and companies know, the paperwork it takes to get a simple quote can take a whole lot of time and money. For example, if a small business walks into an agency asking for insurance, it takes a completed application form, several copies made, along with a fax and mailing to sometimes several insurance companies. Sure, some companies have their own rating system, but agents need to provide their customers with a choice, rather than just one carrier. Sounds like a lot of papers, and a lot of extra work. The goal of CoverageCorp is to try to eliminate that. "The Internet makes it possible to really change the way carriers operate," says johnson. What CoveragcCorp has done is develop a patemed underwriting engine that streamlines the process of managing underwriting logic and books of business. They call it the lmelligent Interchange. What it does is automate and streamline carrier selection, coverage advice, underwriting, rating, and quote presentations, and then translates the information into XML streams for speed and efficiency. The Interchange also contains an imuitive imerview process that asks only relevanL questions during CO\'erage advisor and underwriting sessions.

Riding the Waves of the Marketplace As memioned earlier, the executive team at Access CoverageCorp is looking forward to an exciting year ahead. They've certainly had their share of "ups" in the past. But as with almost any business out

lr. lout} 's beires; ""'r d, our abiliies are c:::n;~1tl) t.est~d . Be ng prep:.reri :Cr d"tl!ltne;i- t, >itt.. atiC•:.1S rE JLires a 5-tl of .{JlCWILGge ttat goe;beyoJnd n ba:. a.. Jt t:tke; s{i.ll ftnL insight \•) tbi1k of realsolutor~ k t1e _vl:(o)~ S: lCt• ·i Busin.::ss, J .u· :\ll:IA <L<i o:ecu:ive Educaj~· ;Jrcog:rau c:fftr noce than claosr0:1m .e::tures. Yc:... q:rofessors ~:~ill cr.:: a e lezn ilg ;i:m:i:w; \•) ~~<o: p !(oL ~xpard ~ -our a=illiEs and b1.ld )(JLI' conb.J.erce. s:t :'JL e;w fLee l.le chali rges Ll ~ CUllE with ~very df!!. P e<.re g ~e LE _ c_ I ii pu -,.~tnl to leJm and .;::uv more.

rvlcColl Sch)(~ o:i : ~ i ne'' CUBIS f..ol~ed (j arloL£

Learn. [__'lOW.

3ecot:le.

there, riding the waves of the marketplace is pan of the growing process, and CoverageCorp is no exception.

greater charlotte biz

j.nuarr 2C02. 37

iJ777 B~ty~F: Corpor•tE. ~lace Suite 305 Charlotte NC 28277-3419 Phone 704.540.5800 www.ineteng.cor.

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Now a smaller but very successful company, the third floor of the Cullman Park building at Ballantyne Corporate Place in Charlotte is occupied by a bunch of business-minded , friendly men and women. "We got into this business because we didn't want all the bureaucracy of a large business," claims Lampo. "We really have a tight-knit group." The Future of Insurance

The Carolina-s Most Experienced Consulting 1Vetwork Engineering & Design Team Q.~

stuck around .. that's how much they be lieve in it."

As the folks at AccessCoverageCorp look to the future , they see a bright one. The recent acquisition of The Hanford has opened many doors for the company CoverageCorp is currently working on providing their e-insurance software to The Hartford and BB&T insurance services. In December, the company met with Microsoft to test the system and find out what kind of demand it could take. "Since we're going to be serving the nation ," says Lampo , "we could have about 5,000 users, and our software needs to be able to handle that demand." Right now, CoverageCorp serves four insurance carriers, with The Hanford and Travelers being the two largest. The company's primary goa l right now is to increase that number. After all , that's how the premium dollars come in. The Hanford is a real positive part of CoverageCorp. "They provide us with the distribution of our product, " Flachs explains, "while we provide The Hanford with the strategic advantage and possibility of an investment return if the technology is spun off." For a structure that's been in place since the beginning of a time any of us can remember, the structure of the insurance industry might be a hard one to change. But as the echo of Bruce Flachs and his comment about the exciting year ahead travels through the minds of johnson and Lampo , a slight smile appears on their faces. "One of our challenges is just that-to change the structure of the industry," claims johnson. "But I think we're gonna do it." biz

Tara Lane is a Charlotte-based freelance writer.

januc:ry

~0 ·)2

greater charlotte biz

luxury vehicles for the successful executive rev1ewed by Warren Clarke, Edmunds.com

Back in Black 2003 Mercury Marauder In the '60s, Mercury Marauders were objects of desire for car-lovers with a yen for pa\路ementburning muscle. Designed to capitalize on the success of the Bill Stroppe -

prepared Mercurys

on stock car tracks around the country, these vehicles seduced with sheer raw power, with some models pumping out as much as 425 horsepower. The Marauder trim was retired in

(sized P235/SOZR18 in front and P245/SSZR18 in back) add brawn to the Marauder's stance. The tires are mounted on 18x8 five-spoke aluminum alloy wheels that bear the Mercury logo in the center. Inside its cabin, the Marauder boasts roomy five-passenger seating; this is a full-size sedan, no doubt about it. Accommodations are leather-trimmed, with the vehicle's instrument cluster outfitted in brushed aluminum. Enthusiasts will appreciate the car's 140-mph speedometer, 7,000-rpm tachometer and full instrumentation, including temperature, oil and voltage gauges (with volt-

1970 (though enthusiast clubs helped keep the

meter and oil-pressure gauges mounted in the center

name alive). For 2003 , Mercury plans to reintro-

stack). A floor shifter juts out of the center console, giving

duce the Marauder, in the form of a four-door five-passenger high-performance sedan; it's a move that's sure to please fans of traditional

the interior a sporty feel. There's a winged Mercury god's head embossed in the seat backs, and "Marauder" is embroidered on the vehicle's floor mats. Underneath the hood, the Marauder roars with power >-

American rear-drive , V8-powered muscle cars. A hot-rodded sedan? Chevy has had recent success with this formula; its 1994 to 1996 Impala SS was widely embraced by enthusiasts. The 2003 Marauder will be based on the Grand Marquis sedan and will be available only in black. "Mercury Marauder doesn't take a lot of explaining. It's fast, it's black and it looks cool," says Ben Gibert, director of Mercury vehicles. "The new Marauder will make Mercury a stronger brand, but its impact will go beyond the buzz or a single sale," adds Jennifer Moneagle, Mercury group brand manager. "Mercury customers by definition are individuals who do not follow the crowd, and the Marauder's performance and bold styling will really let it stand apart from everyday vehicles." The sedan's sheet metal is somewhat muted (this is, after all, a descendant of the sedate Marquis), but undeniably stylish. The fact that it's available only in black ensures that the Marauder always looks inscrutable and intriguing; there's always been a certain mystique surrounding big black sedans. Lines are angular and clean, with little extraneous trim, and the car boasts a monochromatic exterior finish with body surfaces painted gloss black. Head lamps and tail lamp bezels are dark-tinted, with fog lamps integrated into the front fascia; "Marauder" is embossed in the vehicle's rear fascia. Substantial-looking high-performance BFGoodrich tires greater charlotte biz

Available only in black with clean, angular lines, the Mercury Marauder is sure to intrigue.

j a nuar y 2002

The interior's instrument panel is finished in brushed aluminum .

that lives up to its high-performance heritage. The car's 4.6-liter dual overhead cam V8 cranks out 300 horse power and 300 pound-feet of torque; effectively recapturing the philosophy of the original Marauder. Backing things up is a four-speed automatic transmission with a high stall speed torque converter and 3.55 rear axle with limited -slip differential. In back are true dual exhausts, plated in gleaming chrome. A performance-tuned suspension system keeps the Marauder's tires rooted firmly to the ground. The Marauder is a car with a lot to offer. Enthusiasts with families who're seeking to have their cake and eat it, too, will no doubt appreciate the kingsized sedan's emphasis on both thrills and utility. "The Mercury Marauder will be part of the household fleet, so power is not the customer's only concern . It must have functionality to accommodate everyday needs," says Marauder Brand Manager Tony Picarello . Fast, handsome and practical, to boot, the Marauder is a ride that's clearly designed to be more than just a one-trick pony. Ce! igne"" Mao ut.lc1urerâ&#x20AC;˘ & C.nSIJhants

biZJ

Edmunds.com. Inc. was founded in 1966 to publish

WELCO!'E TO OUR HOUSE ..

new and used vehtcle gutdes. In 1995. Edmunds became the first company to establish a site on

13935 South Point Blvd Charlotte, NC 28273

fÂŁfim,-Jfaus ..,.,, r: JR:I'f918J

the Web on which consumers could obta1n vehi-

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

cle information at no cost. and 1n 2000. Edmunds became the first source for vehicle pncing tnformatton for users of wtreless Web-enabled devices. Edmunds.com conttnues to provtde free. unbiased informatton on al l aspects of buytng. owning and selling a vehicle.

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b Tc~ c.:.fv:rt::.ge

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Blair, lo•t ~ B.."\'- - ~~. www.tbY"J::ll :. o

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WWW.r'!VEregrc•Jp.. ::: Jr1

presentabons

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educ-1ticn McCollSdno •f BLs ress at Que ~ n s Lol ;;g> www.rrcol sctnci.J:cn

pg. 37

UNC Clar.<':t€ 001l ru ngTlL :3:ii:r www . u_-,ct.ec • ...:~ej

finan:ial senices South"'ust 11:c•

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plastic products pg. 10

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Hilliarc L~oos www.h lli•r:l.c<Tn Staton fira11c a. .a.tvL;e-s, L _:. www.b lls.:cto1.=ccr

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pg. 7 pg. 27

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pg. 30

insurance

pg. 40

pre-pres

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pg. 41

real estate Prudential Canlinas Realtr www.prudenti • lchartotte.c;m

recreation I entertainment

pg. 38

pg. 12

Queen's Cup S:eeplechase www.queenscL p.org

pg. 42

pg. 33

Westport Marina www.boatwesbortrrarina .• om

pg. 12

pg. 38

retail

pg. 25

Blacklion www.blacklion com

IBC

pg. 36

office equipment pg. 13

office furniture Tech line www.workspacespeciclists.com

Come See Me Fes:ival www.comesee11e ro t khill.tet Discovery Pla~ www.discover~ pic ce.org

legal services

IKON Office Solutions www. ikon.com

lilesign

pg. 21

it I internet services I education e-dreamz www.edreamz .com lnfoVision www.infov.com Internetwork Engineering www.ineteng.com Peak 10 Technology Gateway www.peak-10.com Solid Computer Decisions www.scdinc.com

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

printing

image consulting

Robinson, Bradshaw & Hinson www.rbh.com

liran-<i '1g

WWW.SJUth: r~ .( : 1

finan : ia l

Sedona Staffing Services www.sedonagroup .com The Transition Team www.tttsolutions.com

Knauff Insurance, Inc. www.knuaffins.com

consulting

displays

Dun hill Hotel www.dunhillhotel.com

human resources

firms

Liquid Des gr www.l qt.icd€5 g- . 1EI: auto~

guide

of these products and services from Charlotte's leading business-to-business supf:liers.

acco.mt:ing:

architectural

pg. 26

pg. 8

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telecommunications iReadyWorld www.ireadywo -ld.co-n LanVergent www.lanver ert.cJrr

pg. 24

Single OffcE SpacE Available for Lease -yvo a Rd./1-77 Area Company has single f.Jrnis hed office (130 sf.) available as of 1/1 / 2002. $450/mon. inclusive. Tele/data lhired. 704-516-0358.

j 3.nuar y 2002 41

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Ferra le Mal~

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Ow1 t~Eir o.vr tcne Ha\·e a ~eccnc o:- '.acation ho-11e T•Jo or nor• occ-42nts

29 7% 97% 42 :% L4 8% L1 4% 17 ::! 0/o 4 :% 2 8% 6.0°h :•).5°h : ).7°h

5•).0°1"> ~6.9°~

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Cars: Ow't: Lease 457'c H av~ t h r~• or mJrr Grs 37::tc H av~ two Jr rr or-e 1ars Pl; 1 b purcha5€ / lea~e ""~NV Gr i 1 next ye01: Total Househ•Jld lncate: Und21 $50,00

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Alliance of Professionals & C onsultants, Inc .. announces the promotion of Troy Roberts to Vice President of Corporate Development. Mr. Roberts has made significant productivity improvements to APC's corporate operations and administration and created several very successful Internet-based systems supporting sales and recruiting of professional personnel. APC . provides Information Technology professional services worldwide to Fortune SOO companies and for several consecutive years has been ranked by Deloitte & Touche LLC in their Technology Fast SOO and Technology Fast SO programs as one of the SOO fastest growing technology firms in the nation and top SO in North Carolina. APC . headquartered in Raleigh, NC , has over 420 consultants and 17S subcontractor firms providing technical and management services throughout the nation and worldwide. APC specializes in the design and development of ECommerce. client-server, mainframe and web based applications. project management, systems integration, and network management. Evergreen Investments, one of the nation's largest asset managers, has named Andrew Clippe r Vice President, Director of Retail Separate Accounts. "We are very pleased that Andrew Clipper has joined the Evergreen team," said Patrick Ban nigan, Director of Corporate Planning and Product Development for Evergreen Investments. "His broad experience in the separate account business will help us build out our separate accou nt program capabilities and in turn expand our presence in a variety of markets." Clipper will lead Evergreen Portfolio Solutions, a new business unit focusing exclusively on developing. marketing and servicing Evergreen's retail separate account products to investors through professional financial advisors. Andrew Clipper has been in the investment management industry since 1984. Prior to joining Evergreen Investments, he worked for TCW Investment Management Company as a Vice President in the Northeast Region. Before joining TCW, Clipper was a Director with Merrill Lynch Asset Management. He began his career as an equity analyst covering the health care and pharmaceutical industry before joining Merrill Lynch in 1989.Andrew Clipper has an MBA and MPH from Columbia University and a BS from the State University of New York. Barnhardt Walker & Day, a Concord-based advertising and marketing agency, announces the addition of Amy Bruton to its client services team . Bruton comes to Barnhardt Walker & Day from Lyerly Agency in Charlotte, where she served as Senior Account Executive. Bruton will serve as Senior Account Manager for Barnhardt Walker & Day where she will add ress advertising and marketing obj ectives for clients. As Senior Account Manager, Bruton will act as the direct liaison between clients and the agency, overseeing all projects, budgets and deadlines. With more than ten years of experience. Bruton will also use her extensive background in advertising and marketing to help spearhead the new business development efforts at Barnhardt Walker & Day.

Bruton graduated from the University of South Carolina with a BA in Journalism and a concentration in advertising and public relations . MONY Life Ins urance Company, the primary insurance subsidiary ofThe MONY Group, announced that Robe rt 0 . ("Bucky" ) Wright has been appointed chief agency officer of MONY's career organization. Wright, reporting to Steven G. Orluck, the newly named head of distribution for MONY Life Insurance Company, will lead a 1,900-person group of financial professionals. Under Wright's leadership, MONY will build upon the changes made to the career organization in 1998 when the company segmented its career organization by experience and productivity. Wright began his association with MONY in 1976 and was named sales manager in 1982. Prior to his new role, Wright was field vice president of the east region business development tier for the career organization. SLD Unlimited Marke ting/ PR, Inc . has won their first national Telly Award for a video produced for Spivey Construction Company, Inc. entitled " Impeccable Distinction". The 16-minute video interweaves vignettes of the builder's custom home and commercial projects with testimonials of clients. SLD Unlimited handled script writing, art direction and collaborated on editing with video production company. Lanier Media, which produced the video and handled the introductory animation of Spivey's logo. The Telly Awards, founded in 1980. has become one of the most sought-after awards in the TV, commercial and video industry. Entries to the Telly Awards in recent years have grown to over I 1,000 submissions. SLD Unlimited Marketing/PR, Inc . is a full-servi ce marketing and public relations firms located in Denver. NC. Blue Cross and Blue Shield of North Carolina (BCBSNC). the state's largest health insurer, received the gold 200 I HERA AWARD from W yeth-Ayerst Pharmaceuticals for its support of Be Active Kids. an innovative early childhood (ages 4-5) program. Be Active Kids, is a program of Be Active North Carolina, which champions community-based approaches to help North Carolinians make physical activity a part of their daily lives. BOLT and Paragon Press have teamed up to win three PI CA Awards, which honor the top printed materials in the region as judged by The Printing Industry of the Carolinas, a trade group representing the graphic communications industry in the Carolinas.They received awards for Best Promotional Campaign, Large Booklets - 4-Color and Small Booklets - 4-Color. All of the awards were for printed pieces designed by BOLT for the Nat Nast Company, a vintage-inspired luxury men's collection that is carried in finer men's clothiers across the country. This is the fourth year in a row that Parago n Press, winner of 2S PICA Awards overall th is year, has won awards with BOLT-designed work. biz

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Nielsen/NetRatings, an Internet audience measurement service, re leased its Third Quarter 200 I Global Internet trends report on Internet access and penetration, finding a total of 474 million people now have Internet access from home. The Q uarter Three res ults show an increase over Quarter Two of 14.8 million people with home-based Internet access. " Fo r the first time, over half the people in six of the seven Asia Pacific markets measured by Nielsen/NetRatings have Internet access from home ," said Richard Goosey, chief of measurement scie nce and analytics, N ielsen/ NetRatings. "The exception is India, where only one household in 250 has home Internet access. In both Europe and Asia Pacific , there is continued growth in the rate of Inte rnet penetration, but the growth rate has steadied this quarter over last quarte r." . .. Also in Internet studies, children are spending mo re time than ever online using the Internet for shopping and entertainment. The six year study, conducted jointly by SpectraCom Inc. and Circle I Network, shows 25-percent of children spend ten or more hours online each week. That is up

january 2002

from an average of just 19-percent for the previous five years. A third said they spend less than five hours online each week, down from an average of 42 percent over the previous five years. Nearly sixty-percent of the kids surveyed have asked parents to buy things they have seen online. That is up from on ly forty-percent in 1998, and has increased steadily every year ... Central Piedmont Community College has new courses for people who would like to work in the growing motorsports industry. The courses lead to certificates in race car welding and motorsports machining. The Motorsports Machining certificate program will provide training for individuals who want to be machinists in a race shop. The Race Car Welding certificate program will provide training for race shop welders. Developed with the help of successful racing teams, both ce rtificates can be completed in two 16-week semesters if a student attends full time. Winning race teams owned by Hendrick and joe Gibbs have identified both careers as ones with high levels of job opportunities.

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