Greater Charlotte Biz 2002.02 by CLT.biz & Charlotte Biz & Greater Charlotte Biz

f.!

NATIONAL SYSTEM PROVIDER

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Pomeroy Consulting Group? It's easy to get excited when you find one consulting company that can handle all of your information technology needs. It's even better when all of the application development and data management is happening on Sun Microsystems™. When you work with Pomeroy Consulting Group, you 'll be jumping for joy, too! With PCG, you have a team that can deliver a complete solution that addresses all facets of an enterprise wide IT environment. Whether it's Sun™ Architecture Solutions, Redundant Architecture Deployment through Sun™ Clustering, CRM, ERP, Business Process Reengineering (BPR), Custom Development, Business Intelligence, e-business, or Networking... PCG has been successfully proven and tested in business again and again.

formerly Ballantyne Consulting Group and System 5Technologies

Charlotte • Atlanta • Raleigh • Nashville www.gopcg.com (704)540-0509 Sun, Sun Miaosyslems, ond thE Sun logo ore ~odemorlcs or regislered ~odemorlcs, ond iForce is oservrcemor~ of Sun Miaosystems, Inc in the United States ond other coun~ies.

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Taking You lVhere You t\/ant To Go!''

SouthTrust

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

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

Performing At Your Potential by Steven D. Huff

A well-known speaker started his seminar by ho lding up a $20 bill. He asked, "Who would like this $20 bill?" Hands started going up. He said, "I am going to give this $20 to one of you but first, let me do this." He began to crumple the dollar bill up. He then asked, "Who still wants it?" Not one hand went down. "Well," he replied, "what if I do this?" And he dropped it on the ground and started to grind it into the floor with his shoe. He picked it up, now all crumpled and dirty. "Now who still wants it? " All hands remained in the air. The story reveals a profound lesson. Outward appearance is not always a good indication of intrinsic value. Even though the $20 bill was crwnpled, dirty and a little ta ttered, its value remained twenty dollars. Likewise, some people don't appear to have much poten tial. Their performance simply isn't up to sta ndards. Like the crumpled $20 bill, they don't appear to have much value to their organization. Yet, with this strategy, most people will perform at a higher level and provide their company greater value tl1an ever imagined. •

Build On Past Accomplishments Experience cow1ts for something. Make sure you learn from your past mistakes and successes. Both are valuable at helping you reach your potential today.

•

Consider Your Abilities Invest them wisely in activities, projects, people and life and you will find them multiplying. Your skills and abilities will flourish only th rough the discipline of constant use and practice.

•

Commit Yourself To Continued Learning Warren Bennis once said, "Learning is the essential fuel for leaders, the source of high-octane energy that keeps up the momentum by continually sparking new understanding, new ideas, and new challenges." Learning has become indispensable for top performance.

•

Develop A Personal Performance Strategy Companies are great at developing performance standards, strategies, and action plans. Why not form your own "personal performance strategy" for your career and your life? Determine your goals and spell out a strategy to get them done, including the step-by-step actions required for success.

Let SouthTrust Bank help maximize your potential!

~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 Excel lence In Business Training Center in Charlotte, NC and can be reached at (704) 841·1600 or at www.GoForExcellence.com. Steve also publishes the "Excellence In Business" Newsletter, a motivational newsletter distri buted weekly by South Trust Bank at no cost to more than 4500 businesses. To receive a FREE subscription , please fax or emai l your Name, Company Name, Address and Fax Number or E-mail to: Fax: (704) 841 -1693 or e·mail : steven.huff @GoForExcellence.com.

22cover

story

[re]Making Muzak The company famous for "elevator music" and white-bread Instrumental versions of rock-n-roll classics has established its corporate headquarters in the Charlotte area and, more remarkably. has become hip.

8 Breaking the Mold

departments

Blair, Bohle &Whitsitt PLLC prides itself on being less of a typical accounting firm and more of a strat eg1c partner to businesses. Their m1ssion is to change the attitude and

publisher's post

biz digest

JOb of an accountant

guest interview

l2 Financial Aid Zone Ahead

iReady World has been successful in raising venture capital in an economic downturn. GCB talks

partners Adi Khindaria and Lane Ostrow about how they did it.

T he Charlotte Cert1fied Development Corporation leverages expenence, government backing, and community connections to help small businesses obta1n funding for expans1on.

Thinking Outside the Box

Corne See Me Festival

Started as a community project in 1962, the Rock Hill Come See Me Festival is now considered the largest, all-volunteer festival in South Carolina,

attracting over 125 ,000 participants and visitors each year.

Liquid D esign founders chose to leave

biz resource guide

on top

secure pos1tions at local architecture/ eng1neen ng firms 1n pursu1t of their dream to create Innovative, thoughtful des1gns for Charlotte.

28 Moving On Up After only t hree years 1n business, HR America is building on thew ranking as

on the cover:

This month's cover features Bi ll Boyd in Muzak 's Fort Mill fa cility.

one of the fastest grow1ng bus1nesses 1n Charlotte. Already boasting a clientele of rap1 dly expanding com pan1es that rely on them to handle vanous aspects of employee administration, thew success lies in their ability to prov1de consistent human resource services to all of thei r clie nts' sites.

greater ch a rlotte biz

cliaflotte z WI

feb r ua ry 2002 3

[publisher's

cliaflotte

February 2002 Volume 3 â&#x20AC;˘ Issue 2 Publisher John Pau l G all es jgalles@greatercharlottebiz.com

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

Creative Director/Asst. Editor Bra nd o n Jordan bjordan@greatercharlo ttebiz.com

Vice President/Director of Sales Ta lbert G ray tgray@greatercharlottebiz.com

Contributing Writers Nan Bauroth Heather Head Casey Jacobus Tara Lane Karen Doyle Martin John Rehkop

A Story Unfolds Throughout my life, I have been fortunate to have mentors who have guided and counseled me about business, community, politics, and life in general. They have offered their help and support in many ways. While they seldom asked for anything in return, I wanted to give back ... be helpful and be supportive to them and to others in appreciation of their efforts. Now, as a publisher, I have the opportunity to be helpful in my own john Paul Galles, Publisher way and to mentor to others. In fact, here at Greater Charlotte Biz, we see our primary mission as helping businesses in the greater Charlotte region to grow. Our number one reason for existing is to help these businesses achieve new levels of success. Every month we publish Greater Charlotte Biz, I hear from people we've published stories about. Often, their feedback is overwhelming. They tell me how much response they received as a result of their story and about the new business opportunities they have discovered. Their response has always been positive. They receive phone calls, letters, faxes, e-ma ils, and face-to-face comments on the street or at the mall. Frequently, it's the kind of communication that turns into new or increased business for the companies we feature. Sometimes wonderful new relationships are created or old ones are renewed. They remark that they are impressed by the caliber of people who contact them. They also are impressed with the diversity among those who comment - business owners, executives, bankers, doctors, lawyers, accountants and community leaders. People often ask me how we choose the stories we publish. Generally, we start with edi torial objectives based on current events and trends. Because our readers include business people from companies of all types and size in the local marketplace, we seek to organize a mix of stories that will attract this variety of readers. These stories either have a high level of current community interest or are just plain too good not to be told. They are also intended to

Greater Charlotte Biz is published

complement our other offerings of recent business activity and regional business activity. We get story ideas from many sources: our advertisers, our readers, our staff, press releases, business associates and even an occasional employee who is especially proud of their employer and the accomplishments of their business. While there is no shortage of story ideas and prospects, we can always use more. And, of course, everyone wants to be on the

12 times per year by:

cover. We have even been asked what it costs to be on the cover. The cover is not for sale. Nor

Contributing Photographer Wayne Morris

Galles Communi cations G roup, Inc. 560 I 77 Center D rive, Suite 250 Charlotte, NC 28217-073 5 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-mai l: editor@greatercharlottebiz.com Editorial or advertising inquiries. please call or fax at the numbers above or e-mail: info@greatercharlottebiz.com Subscript ion inquiries or change of address, please call or fax at the nu mbers above or visit our Web site: www.greatercharlottebiz.com All contents ÂŠ 2002, Galles Communications Group. Inc. All rights reserved. Reproduction in whole or in part without permission is

prohibited. Products named in these pages are trade names or trademarks of their respective companies. The opinions

expressed herein are not necessarily those of Greater Charlotte Biz or Galles Communications Group. Inc.

st]

febr u ary 20 0 2

are our stories. When we receive a story idea, it is filed until it becomes appropriate for an issue. At our editorial meetings, we cull all of our story ideas. We then choose a mix of stories that we think will be the most interesting to our readers. We contact the selected compan ies to learn if they are interested in a story. Not everyone wants to tell their story and the timing might not be the best. However, once we get the OK, we assign a freelance writer and photographer and we're off and running. We try to keep some balance by publishing stories about our advertisers and stories about non-advertisers as well. However, when we have to choose between two similar companies, and only one of them is an advertiser, we will always choose the one that supports Greater Charlotte Biz magazine. We will always take care of the companies that support us; that's just good business. The stories we publish are about companies that operate in the ten-county greater Charlotte area. We are always looking for unique and interesting story ideas. If you know of one, pe rhaps it's your own business, you are invited to jot down your story proposal on one page and fax it to 704-676-5853 or e-mail it to me at jgalles@greatercharlottebiz.com. The more information you share, the better the chance for your story to be considered. Our readers are business owners, managers and executives at nearly every business location with more than seven employees. We want to publish stories and articles that they will want to read. They don't like prescriptions or "how to's." They enjoy war stories about busi ness start-ups, business growth and business success. They appreciate honest and open insights about how barriers and obstacles have been overcome. They want to know how you measure up to the competition and about your future. I have long been a believer that if you help others succeed, then that will come back to you in your own success. We want to help you succeed and we believe that will enhance our success at the same time.

biz greate r c h ar lotte bi z

Join s for the Greater Charlotte Biz Spring Golf Outing at the Regen Park Golf Club. lt'3 L a t tiiDt- again! C(IR ... fo)r a da y c• ~ g::..Lf, lu ru::h aLCI y<• ~ da~

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[bizdigest]

interesting news and useful information

Allen Tate Company Ends 2001 on a High Note Sales Reach F2:::xd High and Firm's Quality is Nationally Recognized Allen Tate Compai"J', t e 8th largest privately owned real estate "i rm in America, reached a record high of$ ::: billion in home sales for 2001 . Even thoug rDC·st markets have experienced an economi : ;lowdown in 200 I, Allen Tate's sales 113.-..e continued to increase, on average, 8 perc::: nt each month this year compared to la~t ~ e 1r. Sales in September, October and Novenber have been no exception; Septerroer was one of the most successful mo nt s ever. Allen Tate em :>b ys 750 associates and 300 staff member~ w ho are dedicated to providing a wid : r3.1lge of customer services. The company ::>ffers relocation, insurance, mortgage home and corporate services. It is the on I)' b -c ker that covers the entire Charlou: -gion, including more than 60 surrounding cc mnunities. Additiona i i~•.P-. I:n Tate received the prestigious RELOC :)uality Certification '" (RQC), a testame l t that the Allen Tate

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Relocation Center is the region's leading firm . This certification, established by RELO, in 200 I, is the first program in the relocation industry to quantify what true relocation service excellence represents. Allen Tate was one of the first three firms in America to earn this distinction after a committee of leading industry professionals reviewed virtually every aspect of its relocation department, using specific criteria to evaluate office facilities, technology resources , performance and production, services, customer satisfaction and advertising and marketing. The RELO network is a global network with coverage in the U.S., Canada, Mexico, Europe and India. In the U.S., RELO , is the largest network of nearly 800 independent real estate firms specializing in relocation. RELO 's member firms are widely recognized as the premier providers of quality relocation and affinity services.

~Inc.

4402-A Sti.ICr:Aldrew Boulevard • Charlotte. NC 28217 • 704.525.0357 • Toll Free 800.339.1938 www.lanvergent.com

f e b r u a - :' 2 0 0 2

Business A ll iance Targets Commercial High-Speed Internet Services Charlotte-based Cydecor, Inc., a Web-based solutions provider, has formed a new business partnership with the Charlotte division of Road Runner Business Class, Time Warner Cable's high-speed Internet department for commercial services. Cydecor and Time Warner Cable will be working together to co-market a new business platform. Time Warner Cable will co-market Cydecor's e-business strategy services with Road Runner Business Class Enterprise solutions, which are designed to provide higher bandwidth options for medium to large corporate networks.The complimentary solution is designed to encourage businesses to assess their current e-business strategy in terms of enhanced Internet technologies.

NAIOP Elects 2002 Officers

~Safecall dg

Cydecor Partners with AOL Time Warner

The Charlotte Chapter of the National Association of Industrial and Office Properties (NAIOP) recently elected their 2002 officers as follows: President: Chris Daly, Childress Klein Properties President Elect: Larry Wilson, Crescent Resources Secretary: Jill Lanois, Hunton & Williams Treasurer: David Finnie, Pesta, Finnie & Associates Past President: Ned Curran,The Bissell Companies Program Chair: Henry Lomax, Jr., Crescent Resources Directors: Tim Bahr, ProLogis Clifton Coble,The Bissell Companies Jon Morris, Beacon Partners Alan Naspinski, Beers SKANSKA JeffThompson, Bovis Lend Lease John Weller, Omni Architecture National Board Liaison: Pete Lash, Beacon Partners Founded nationally in 1967, NAIOP is a trade association with over 8,000 members, including developers, owners, investors and related professionals in industrial and office real estate in 46 chapters across the U.S. and Canada.

greater cha rl otte b iz

bits Plans are underway to br ing more than

Don•t be iorced into reacting to change., .

15,000 architects , designers, engineers, developers, builders and many others involved in the architectural field to the Charlotte Convention Center from May 9-1 I for the annual AlA

National Convention. The attendees will be given the opportunity to see and hear Charlotte's local community builder, former Bank of America CEO Hugh McColl , Jr., as keynote speaker. Additional speakers will discuss topics ranging from

Professional Ethics for the Architect to Fighting Terrorism through Architecture. Other events will include continuing education programs, tours , and an exhibition of leading-edge companies within the building and design industry. The local commun ity will also have the opportunity to take part in various architectural demonstrations and events ... Thomas A. Stewart, a member of Fortune magazine's board of editors and author of the monthly management column , "The Leading Edge ," will deliver the Charlotte Babcock Leadership Series lecture on Thursday, Feb. 21, 2002. The lecture will be at 5:30 p.m. at The Park Hotel, 2200 Rexford Road , Charlotte with a reception to follow. The lecture is provided for students enrolled in the Babcock Graduate School of Management's Wake Forest MBA Program, Charlotte, and is sponsored by Duke Energy Corp. The lecture and reception are free and open to the public . Stewart is a Fellow of the World Economic Forum and served as an adviser to the World Bank's 1998 World Development Report. He was named as one of the best business journalists by the Journal of Financial Reporting in 1993 and is the author of the book "Intellectual Capital: The New Wealth of Organizations." Stewart has written articles for Town and Country, The New York Times and Harvard Magazine, among other publications.

greater charlotte biz

As Cl.ltplacemerrt spec alists , The

Tr.fl)ffion earn ca1 t-f>lp rour co.m~~ fa':.e the chilngi111 tities~f bus'rESs 1r.enjs, By pepc-ling for situations bel cre tfle occur, the optiof1S1or sollrtions \ be greater and Hue tramitio smootier. Th~ TraRSi:t' Team prcrvides the foflcrNing savices tc: assist your cunpany eJJd Is emplo~es:

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fa· v::n.JU: •.11pl<Y.'Cc b~ "ICf 1 -:::Ln ~ ~rve bo:cn oe:::r; h:appy ·.,ith tJ·ci1 ,•.l(:rl:, :od en_ J:---:-cr~.:. l?,wUhther~

'"r,

TL·.1."he

SC.)3.

..Wt te:nn with c

·. .ilients

to develop their busitie:o.s, ,=hich ill tum helps ixK-:>St cur :-.uec· s.,.,

Br:rant Wbi ~tt. nuoaging P"d.T tn t:r

/'_ ,-,e-

nposi.te end c - - · s::c•> t:-_m, rer; is airbr 2 p l,c;1 ,~n:. c:t 0 ~u~c· -;Ji·y Cr L:ttrm. : m: ::t;; --"3.s ccuz ·\ c ....: o · t 1c 'irT- ri.t~ ~ rr... c.Len:::. H:'; tr c hO'-l o ·-=-rcn:l;, ~ste &: -t.:t\T .. a f r.Jgr::n1 aiti:-t.g ::- r. '.\'liT Radio S.uur::' <y ;:._t~rnc .::- ns. ::_- t.-nE r~f..::.:ts on tl:. trust h~'s de·:~.Jprd '1 J:~ Ln1 in fr.e pc::st ~- ::::.~:. 'T-.e~'re « f"~ S<Jn~ -:tlc type 0. OCCJ4HJ! r g firtT.," he ~::y-;;. ·-=-lel' aCtU:t[ y nk? ::..1:erscnal int··tcs w }::J(_, ·Dh& ni- ..ss m ,-- :nd <.b.-::,. .: .:t.."\5..:::: -'I•.CJU..Ti~. ,.. ' ,\::En inc.'-lf: ·.:::!, F;'N bcs: ta>:~ L1r E."TT. ru;. - JwC"'c t }- e says

the fir~:: : rce "l"i:nl :>UL of their way to he if; 111 s-::t up ;.r ..ntervi.~-...v ·or one of his [i;:.t .sho·.>.s. (A;::_ain, the::c ar~ aecCLLDl:mt5 '""=- rc ulking a Jout). "'--.rc dcm1 7 l 3T our dtfnts to have to loc< ...q p~-'P-~ 1. the ;•roue book," sa;~ VJ ... ~.~nL -·;;..:r.::·:c :le·r.:l )ped such a trLst "".J1 •J\Jr _her:.ts, tkr :hey can cOT•E: t;, u:: ins.,;:aJ ~ ..~~\':... l.l'J~a .::lc3C rel'ltion.;hp with all of : u.r c b~.'· ::.dds 3ohle. 'They ha-.o:: b~oJTl - oro: illan a. h\'ing for us, th 2·1 :...:., c :>a::.•IE: ::·•J:: friends.· Ct> 1 · r..!.; lo;.}t:thcr L L cen;:Unly culd k\e been more CIT\' OJ. nna' fr-1 };1:1 Bbi.r. George Bohle m c. .Er~cm \\lhusi~. But th:- th-ee men tO.JI.< 1 .:hrrce:, .:nc ::et oL·_.)ll t 1eir own. Tt·da;, .::c,' liv~ ,,;-_h the .:::cn::cquences ar d <Jrlc lo·:mg ::Vf y min....~ of it. t l .nt: t - E. E.air, &n.. e ;~.nd Whitsitt w:. ·e u ostl·y . ·:< g.·i3- Their backgrounds li.'.cl:- -;n:l-.::::. ·.:~<: prJfi es of many accc• '!l.cnts _ .01r 3lcir, Sr. graoluated rom r-ortb c llO..ba State: Uni,•ersity ,,,_i th h:J..•J·..elrrr ~ e_;rezs in ::uth business n c:n.::i>.m~rt. ar.d ::.::onoc-:i: s. PJter comp.Etio~ bi3 und~t.::;rc.cuate 3lLdies in a 'co:u- · r.g :n .he "JniYersi y of ~onh Car·.•" .ru: at ~ -:::-. te, Bl:tir b~came a Certii~ ?t. t ' ic ,;..:ccumaut in 1988, and CJnt r- ·~C \..rl.lk 3J 11-e re.s·ona1 accounting - ~ ,,r v le~ Sherr 'l "ll<Jk~. ln l99'i, Elair ntmcd his ,-.•...,n pra:::::ic::, providing a:::.-·..: olir:gc.-c' r·:, S:>f\rCES as a North C:.;:.rcU :a-rr>.Li..:. n--::.J CPP. :::;.:._,r;~: ::.::.hl:: J besan 'l.is career i1 r-~l ic at•:our.:-ng in 1993 ·.vith "Big fi,•:' ·i ro Cel..•JLr & T.:u.:he n the kllin ort, ,1 . .J\;~'.shin§tcn, D.C. area. H? b::.r mocd ~~~ Cha·_,J'te. where he ~er,:;:-._ as .l -~ :< rxn<.ger fur :he same firm. -:oLlc- 1::. a J.;Lrsed CPA n ".ti<Jl).::-nd . '"--rtl· :::aroli::-z, <Jn:i the Jis:ri .1 c·f ~Lrow . L•'Z .b~.i CP~. 3:yanl \Vh.tsiLL also •?nLr;..•3 L1cL -orld ·J _· ac-:v..Ir:.ting in 1993. 'J./Lt.:: IL. ,, :-- a~--. late~ .ook a job as a <:>c. ,..:J<nagc:r for Jebit.~ ~ Touche, soon "J~Llne ·,bxl: <:;ill- co-,\ork~r Bohle, a ·ela.._.o)Uoh • J-at ·;,.ctdd 5•)01 change both .:Jf t.:- _ r h,•::s. :oc -12 reTJJ..C·nbers well. ·"J.tl·.n I '"1:C' _ ?·tf-'.'ll, i· "MJS one of the .defr ::- g. n .- 1cn1.S cof r-:, life.' Not long ~reater

:harlotte biz

;::[tcr -r.ee ing ,·cr tho:- [;rst

·jm2

lle :·.vo

venture w:th ·wo 5e.Ja~tc Jff a:~,

CD£

-;:_. of hem cor:Joca· t :n:•l busn-; oss

lte;ar .alk n.s :tl•Jm trakj~ a cl:.a:l.~ c h nghg t1.c Yl2'N o:· c:n ac:nuotm ,

Ballamp1e Bhlir kept "-atn c·w:- t.:.c

<.:lj: nt:. Bein~ that th~ o ~ ~ ha'"e a:Jout 50: :~n fCOplt \\Or.zh; fo- - h~m 200

ch.ngi 1g t1t. n:ituce of :1::-:::u 'lnn·",

SouthP:::rl:. offic, "bile Bohle ;:n:l

d.i.::nt~

ch ngi 1g tu.. j::Jb of an an.oJ"13IlL

the SouthPark c.r~ and ore It

\Vhitsiu rannc:::l tr.e &lla.ttytr> bcat£-n. Although Lhc fi-m

"\re have a ck•se

h~s

c nly b::en. 1r rpe -

ation for just Jndet a )-::ar m:l c. 1alf things arc 50: 1g well........:;o ·,;e· , · · e Jrc:n

relationship with .:ill

••f our clients. They ha\·e become more than a living for us. they have heo..!ome

lires. A.l t:12

_in: e., h~ wa~

::1

~ivc-yc.::.~-

v,id

-::;;se

b~ine

- park-:1 mcc,

new, comfortab\c, !a-ge- spce, cmp r·o:: with a c::Jr ·e1-cn.:e ro::Jm and ::>: :.our!:<..

:;_m~

·iva-te-nrac-

that oh-so-:::ritical lf-n-..mu t=c-izn, mj they've see:t v.. o:tdc- ·ul sJcce::; <.. ,)ng th: 2"'(~,

way. BBW ·1as seen :tbou. a

v-2-.te:l to b·mcJ out. He,..nnle•lto get

grmvth sirce i.s stall ir lOJO. vih

::ut anc bu ld something. ;1 Yg.s-:r f rm

"'-itb nJre ..':tiLe "I ·:~d to 11,rself, f;•e T

t\\"C

ab:m&t ws-find ,.c;mccne

c·ge wit.1., or lind ::·tber Tn..cr~~:ec. indi-

-' dual:;" h£ Teeds. ~oon e:n:u;;b, i Jll ~;m·e tc·ge.he-r. Bl~ir met ',:..r}· .·sit: u s-ajuc_te schocl "Nh::-rt:

th~;.r 5lJa~ed

Eimi-

<Jr

idea3, \vantir g to ::lo s..: oe_hi tg to

·1er JCCl•Unlh,S sen ict5 i.1 < cilL -cnt

"it 'lOUt a hto:CL p.'

::.,e last time tre; thocgl . tbC) ,.;e-c .:;_-:· ng; challce, nsbng i :U fo th .s "1t

,._, viSion o · accuu 1 in g. Tl ey '!-'Cten't

sJ·c exactly 10•> h "VJ\llc. '"•1rk out at · h.:- time. "Btl ro\.·,'' ~oh · _ o1I1ilc:s. "::vet"} ri r

The fi-;n ba:; ju;_ rr· :en:ly r:a::sc.:l

_i:::ing Charlott= CP/>. Ho·,.e;er. Jla.r

3Jt

o1ly ·1re sea-

,•;:;:IJ..ed out c f t1e r 't:o:Je-.:·ti'""..: ftrr.l~ for

the firm e-teec intc• a

lc, c.cro;;s tmr . }::hn Blair

...-a= bJ3)' th.1king abng Lhc•3e

\v~

1cd peopl··. ~o Nl .::.n dr .he work

access for die'1G. At tht end :>. ~st yz:;,:L

sp;:~o:e;

the necesscry 3rack ·oo n. Ma~n·.~>h

:iC

Ihinkin~ bx-:: tc- '" h ~l cc.y m•l so .•x;g a.;J, wren Blai -, Pol·. ~ and '.Vhitsill

decided t!Ey '1t:ede::: mme

Road and 1-4f5

George Bohl~ . m3naging partner

L1a·,c seven cn1ployee'

one cen.ra lo:.-ior puvid nt-. e sy

agreement for a spax..e a1 th: fn)<' derc-c

our friends.··

nay ~-ee11 like 1 : e1''Y loc:.l. But B<'h e cisagccs. "hen t ~ oLgh w..:: only

tremerd.::us 5Lcce:;:; r:J.e •n ..:h.:-:1t

\\ e get ;:.

11-2\\

c i : 1t, it's ]ike, tl is

'!>it, we·re re1ll:' coiJ""t_g it··

' We really ha\ e ~ "Lat

~c "'liCE..>

here

a.. · h= fi ·m," :>a}S WbllSitt. :-':c p<!!...Scs. "it"C; lil-cz this, · h: add: "\:./:give ~ m

tb..: rrc-duct, md 1-y the v-ay .the baucric" c.::-e nc udcd.' biz

rcferrals--:::-he majority :·f t1cir dkntz: :::ome fwn: th . sc rdura s. ''li::r · :~.lc certainly is gr.:v.ing Tl:-: firm ~iles

r;£·~ h~

-:a.-a _a'l:: 1s a U aror:e-'x~ec 'reE.ance l.f.er.

for ab.:.ut 200 ._liens, wit 1 uout

Have y.:Jur next corporal~ etr:;nt wiftl us. Call (704) 272-6261 x 362

"'a'f Bh:.ir lc.tcr o~t B:->hle. ;;nd ;t a.l :>t:Uled :omi·g togetl1er. 'J5not ca~y to :'ii.:i gu:'s \.\.i-·1 go::Jd talent thc.t Tie :rter;::~td in wkjn_g a risk brar ching ::JUl and '.t:m in.s up 3.::-met1ing like thi3: 3la r ~G!}s..

-1 w:~s I?all~ lu.:k:' to find t~se guys " The men soon b.;>_gan ev~ntuc.lly

.. r d

::::lli.b::x:-at~ons,

gol se-ious 3b:.-.u_ fer 1ing

""~-

th-::y ::1. ;:. ·'one-stoj: s-q::" ·ct -,us.ne;ses 1r v. ;;s firally tt; Jul;" ,.f 2000 th~,r

decided to ~o for iL

'Wher w-:.Jtf- IXIc•itU' -'!:! Toxhc b· •.Jr

last tine, \vC .::-~oug:L \"1at ae LOi:lg?!" ~?calls Eotle .•~he1 dl here

-vr~

three guy~ Nith :::omb· !lt c jo:>bs crd :::o ufo~to-bk ilvcs risLr .~ it c.ll fm L-ei n~·N \'i3 •m of p-bhc :.c.orrrti:l.~. J·Jo-cn 1::less, jr ')epU'rr.bcr :-f 2t)JO. the :::co.s to the '1e"Vl;' fc·-med f, ait. Bc·I'-IC tJ: 'l:hirsitt opened fc.- the rust inc

J' 111~

Ot. ani Lot~Jjnt .\h ~ ( Elair, Bel-. e ;;rd '1/hit~L: ·:eg<~n heir

g~==.ter

ch3.r ott-= b::

fetruc. - y 2002

l:ry hea ther -ead

•

profile]

The C arlotte Certified DEvelopment exper i ence, aovernment hacking, and community connections to help sma ll bus i nesses obtain fund "nt for expa s on.

Small businex:es ir the :-::harlone a-ca ':l::.ve a friend in th:.. nor JroLL Chc.rloue Ccified De-·..elo;:mcm ·=OfJ=Oraticn t.CCDO <vrllt'W.charmKk.nc.us,lcincex/busiress.cc de. 'ltm>. Fomdd in ~;s2 wLh tbe ;ool of increasing 1.e :- Jml~e- ofjobs in the reg Jn, the c-:~oc, prit-nn~,r functi•1n is to as%L small :J..tSint3ses ir o'::lahif11:- fL '1ding ror hard a-sets such as rC\V fa·: lit..:~, the~ b) creal 1g f'"_)re _o:Js. Ch;:uler~- joi-Jy by the- ci~y cound anci the cou-,~· cc· nmi35ion and ·>-·e~sc.:: n by a 27-mer1l:er bt)ard appc•in·ed Jythe m~r, liLy cwnci. anc. ::OLnty conn issio t, the C I:..:: i~ ·esp::oQSde or dehuing 1he f~det<. 50-1-Lorr. pre gram :n M~,<[enburg 3ut n th:ir mission o .:;ww jol:r anu boo' srrall bllsi.neos, .ht' =c ..::: doc- much 1rne tl-an admmister ~!om prcg:ram-it g11ide- bu~ine~!O owne·s thrcugh all t 1..: SLCJ=S llECCSSI)' lO I)CJlc n adequate furcing, :mts theJT in to~cn V'.ith oth::- organi;:;_jore anc -~rC¥ams t lal CJn assis th::m, a- J h·: ps them ·ine-tu 1e 1~ir plars arc! pr~::.::nL t.! emsdve favo~abl; to banks and oth.r lcrdero The 504-toan pro,pm was oca eu to i 1::rease tht. nWilbct _,r jc bs av;:ila.:>l:

greater ch.ulotte bi;;o

:"! fl. r d:ng n1all b· to n·:ss gu,\ L1 TII

:-rog·z:r: funils up to 4C% cf a :J·oj~cr's ,rowth, rcnL-E.s th u_ or c _ot b ~ cre:at2:. 1 ·r eac 1 53"1 DOC o - 'lO~-Lo::n JrDJZy, a.d c<m lx 113d o:Uy for har J c.s;;c:ts s.Jch ao- 'leW ·aciblic.> ar.cl the cquipnc:Jt n :ceos~r" to .:kJ busr~ss-pcs:;c.s. rrilling r::..1c h.:t~5, rru:-:li :d equiJTe:nL ax! !00 x. ·.:t.. nnt L"e:Jtcry, c.cc.x.mts 1::ceivzi:>le or nt:mgt- lc.;. F1ed vi l~r, ::~·-e cLt .;e: :i rccw· ·or tr~ CC::>C, ~ays ..:at sn:::~ 1;>82 L1c C•-::DC hcs hcb~d _-::ate JFPTO>ci 11atcl,; 7 ,:00 ~rn:ren .• -os inhl:c•_Ed)(rg ~=c_.trU}, arnounti'-!o ~· mi I JIS of JJUars :::>f .:tddit crcl :: ay-:..11. TIL!O h,;s bee1. c:c..ornr~is.'leJ. LYougt L ~.z ir -=~rib-Lior to t1.c cc·nstrLct en $15F mil o' of <E."<-'ts o·,er t1e past arJO!OL w:.m} ycar3 Altho_gl: tl:-e h.-rkuc ere s-:rvcs crly Mf.dJe:r..~rg :::o_m }, the: SC4-_o~ j:rJgraml:= d::: \CCC Cy 255 srri.ar o .~an z:a c· no Jews, tl-c .;r itcd :;11es. .~ny e- ·l-ex handk: ·)dy ore ccuny, :,; :he ili·Lt:~ DC des ar.d ctbcrs L.1.dlc ~ev-:rol ::::mnti£:~ cr c.:ve:n TLLipe "1?-Les. ':Jx r:ro.,?:arr_i' an ;KL \·i·~~ :J the: - -:1all Ellotncs:; Acrn ristrat or t.StA:,

.-r

md, as a f,•c -,:ni<:Jn ,_ c. .

~rJ

'JfO,!raD. is a,·ailat e

Financi1Q fGurGrow:1 Ma1 Be Easier Than Vau TIWlk Ar: ks- ~11:all b.Jsiness c:n Clf1:ly lo£ as: 4--e.on <1d 1e ::..•.::DC 11al-.:s I cc:sy L• .:irJ c-..L if :zm q"Jali{~ anc to gel ':le J=r•::c:3S n..Jvi~. "VJe d:J a lc of h<n•-S-al ·..1 •rk \-i.Lh our c.Jston.ers,~ says Wll:'r. ' '\ 1t o. c .Jr C'1stooers 3TC nrom ::.rei fJOf- e..,crat oos; 1any wouU 'A k h o J biD- ~ 1c b:: tL ·ned do,.-, , sic-ply beccuse rh~; den' 1-.c.--e th . cx-,2rtis::: to ~·Lt .ogtth:r :~. '--" Jle busiress -:an~ Jplca iC1!1.' - ~.2 C([_=: hcps lien· ·hro.Jgh neir pn• c.uon.;, :xe arcs . hci ?ap.-'-''ork, c.n:.l .~ne ·aly v..ork!O to rl..lkc _hem "cok g. :Jd ton puer." To u<~ i y, v ~rr1ics musr 1a'/l a re _ \\'Orlb If Je!', 'lar $6 mil!it>C", Ora r:mfit of e:;=; th<m $2 nillia1 in w; 1f the pre·r.111n C' C<JIO:. vVJ-ole~<Lcrs "ll\Sl ~;e fc·,-;er t- Jn lt)O e-tlplc)·ees. ard m::. n _fa.::.ur: ~· JI.L3L l:avc L wer t.har 50J :ffi!= C)LS. 1cralt, a comp•y should bx:. !:em n b _siness fCJ at blst Lw11 :;ea~, ·c_,e ,l_w;r proitabilty. ::.:1d ·eb..-ua -y

200~

be rCJdy to ~:·:<par:.::. ~tu:-up nus. nee1 alt2nativc, stu g::- :r:. ~ria inc ud.<g cx-:e lent tr::..u3~c.r en :::;peLier _-c - .h-

tain good standing throughout their life, which is impressive for an organization that underwrites approximately 20 to 25

intlustry, go•>- pDtd.io:Js, ;:tle{.latl working capi.Jl, a i;JJC ous nc:' p <..n, and good ct~t.

loans a year, amounting to between $10 and $15 million per year.

Jnce 2 •.::•mp31)' 1-...o.:; qLalili2d fer a '501--Loar. 1c c:::.:::I•Cassi,ts r t r: next stcp~find J .; md a:Jp-OaClin~. a :::ank to p cwide a Jthc 5 )C.::. of tile - rc t.ct ccst "We L m .lf to 4}% o~ tr..? t<Dl erst of a p-.,_ ect-l11t inclcdc.:: he. -,-J.

Making Life Easier for Business Owners, Banks and the Community

cc·Sl:i and~( ft co-~ 5U•-' as:ap:rai~-:~.1 fcts and cnginecr:ts s ·_c..ie'--a<d t1e we look lor a r rtidp:. .. ing Jan~ t<:· pr·:widc 50°/o of the p:Gjc•::t.," S<J'JS Mille.. T 1e CCDC.. stan ao.si.~ 4 t<'hlying a-·plL.:ants ir fUlling t:eir f':J.?Cr,..~ork tog.?thc in a fa,hwn tra '»~i br :::~.rae ive .. o -anks, thet the} h:h fi-d ·lcTigh t.:nl-: ·or tbc projce_ ~su:::fly, they auetrpt 10 OJt-in fun ing ftom t.:Je appliL::n-::i

b-.m<-eve 1 J tht ·J!l; pre ; iou:; rr <:rk·nwas<.. ::bc:k'ilg a.:::::ount. [ tl--kl. is

shi~·

not a good li.t, th::t :h::·,r lo)k c.sc ... hctt. ln atlcliti::.ln, c.hl-oJgh nc :oL . ....oz~

frnCJlCeS Gtliy ha--::1 as::;::·s, t le l. (n_::: CJn help ec·•parufs c...:mbi 1c t1e- 'iO~ lom witl- ·--th~r ~ .. hcl::s tc m ~ r a! th<.ir f na:ncmg l!t::~t.s-banc:: loa..ls, ~B.' gu;rtant::ed loan:> for "\-:J -kmg opilll, l..1d Cit; wtthT a C..::h-:rq_c ..y loans. f. l ·Jf t 1i5 assisLl.'lCC r:ay; o-L as he •:::C_JC'~ r::c:)rcl sh·.J"·"""'· "vcs< oLthe: ap;:lic.-.. ors tha we g~ <..nd L > ..1 :::::m1t=1et_:l pcjc~ t," say3 Millo and . -iD5t d tl-e lc-;:.ns "11a --

Banks like working with CCDC customers because the bank only puts up 50% of the funds, but receives 100% of the assets as collateral. In addition, the CCDC's careful underwriting, followed by SBA underwriting, ensures their unusually low delinquency rate. The community benefits from the programs because new jobs are created. And small businesses really appreciate what the CCDC has to offer. In addition to the intensive assistance provided by the CCDCs staff, the 504Loans provide numerous advantages to small, growing businesses. Perhaps most important is the low down paymentonce the eeoc and bank loan arc obtained, the business owner needs to provide only 10% of the cost of the project. A smaller up-front investment means more working capital left for business growth. The 504 portion of the loan is also usually for a longer term than most bank financing. While a bank's maximum term is usually 15 years, the 504-Loan is typically 20 years. The interest rate on the 504 portion is fixed for the life of the loan, and all fees are financed as a pan of the cost of the project. Because of the low doWTI payment and favorable loan terms, 504-Loans often enable a borrower to make a growth move earlier than otherwise would be possible.

World-class Expertise at Your Service Another benefit to working with the CCDC is the world-class expertise they bring to every project. When he rook over management of the eeoc in 1991, Fred Miller had 30 years of banking experience, primarily in real estate finance. ince then , he has handled the management aspects of the CCDC. as well as marketing, public relations, and outreach. Miller was recently awarded the National Association of Women

Business Owners (NAWBO) 2000-2001 Community Service Award, in pan because of his outreach efforts to women and minority business oWTiers. Miller says he was particularly honored because NAWBO rarely recognizes men with this award. The CCDCs senior loan officer, Ralph Ansell, boasts vast business experience with corporations as well as the SBA and other federal organizations. Before he retired from the SBA a liulc over a year ago, Ansell had been chief of finance and investment there for l3 years, and also worked in business development and marketing, as well as loan processing. Now he puts his expertise to work processing and servicing 504-Loans for the CCDC. According to Miller, the entire staff is similarly experienced and competent. "Our least experienced employee has been here four years," says Miller. "We have a good staff; they all love the 504 program and they all love their customers. "

Diversity is Key Miller is proud of the CCDCs record of aiding women, minorities, and veterans, and in building business in areas with high minority populations. They have been active in developing small business in the Freedom Drive and Bcauies Ford areas, and in other areas on the west side of Charlotte. Outreach to these areas and groups includes a combination of marketing, involvement in women- and minorityowned organizations, and special incentives. For instance, although the 504Loan usually only finances up to 40% and $1 million , women, minorities, and veterans may qualify for slightly higher amounts. Diversity for the CCDC also means funding a wide variety of businesses. "We've done everything from movie studios to claycare centers," says Miller. Whether its retail , manufacturing, or wholesaling, mom and pop or seasoned entrepreneurs, if irs small, legal, and will bring jobs to the Charlotte region, the eeoc may be able to help. Reccm CCDC success stories demon-

greater charlotte biz

strate the diversity they strive for. Silver Hammer Studios obtained an uptown facility with the help of a 504-Loan, and now has the largest film and video production facility in the Carolinas, at which they periodically employ hundreds of extras. Au tomated Guided Vehicles expanded in Matthews, increasing their ability to produce their remote controlled machines that work in dark and hazardous areas , sparing human exposure. University Child Care recently acquired a second facility with a 504-Loan, and have come back to the eeoc for help on a third. Robin and Bill Crigger, of The Transition Team, were so impressed with the help they received in obtaining funding for their new facility, that they wrote a letter singing the CCOC's praises. "The entire process was quite painless," they wrote , "and the CCOC's organization made this go smoothly."

Following Up on the Deal Once the loan process is complete , the eeoc does not simply cut the customer loose to sink or swim. "We keep track of the loans afterwards," says Miller. "We keep in touch as to how many people they've hired . In addition, we get regular financia l statements and we make sure that their taxes and insurance are paid. " The business gene rally has two years during whic h to hire the number o f new employees required, and thei r financial projections have to support those employees. But, beyond ensuring that the terms of the loan are met, the eeoc tries not to be intrusive. "As far as managing their business, we don't interfere with that; we just want to see that they are there doing what they said they were going to be doing," says Miller. The careful underwriting and expert guidance prior to granting the loan generally suffices to ensure companies are well managed without interference from the eeoc. And the CCDCs high record of completed projects and good loans testifies to the quality of their service. biz

Heather Head is a Charlotte-based freelance writer. greater charlotte biz

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S:andley and Gustin chose to leave the 5ecure confines of a reputable local architecture/engineering firm to form their own shop. ln April of 2000 , Liquid Design was born. The business model was to build long-term client relationships and create cuality architecture through a focus on engaging design- elements they felt were ~ac king in their previous post. "When you are with a larger architectural firm, it :ioesn't really allow for continual development with clients," Williams says. "One of the things we were after was a relationship-based organization that promotes an engaging process. Liquid C'esign is about relationships, while many other firms are more about [indi-,.ridual] projects." Armed with a desire to build long~erm commitments and create designs which stimulate the mind, they searched for companies that shared their zest for :::reativity- companies willing to explore innovative alternatives and challenge their creative might. Charlotte-based Impact Technologies provided the perfect scenario. The 20year-old company needed a face lift. "WE wanted a strategic firm that could take our idea and turn it into a vision," says division president, Kevin Clay "Liquid Design captured the essence of what we were looking for. " Clay was looking to transform his disjointed "cubical" environment into ar open and more connected space to

.lmong his employees. His idea mirrored _he unusual Asian architectural form , :eng shui. Feng shui is a princip le which 3ddresses the relationship between personalities and physical space. 路'Under the feng shui belief system, everything has to be in the correct location, " Williams says. "lf you enter a space , the door can not be visible to any windows because when the door is opened the company's energy will, theoretically, go out the window. Key departments, such as accounting, must be located in "power point" areas. lf it's in the wrong area, the belief is that the company will struggle financially Even at the employee level, we had to incorporate a specific fabric or material at each desk that was based on the individual's personality " Clay lauds Liquid Design 's work and the dedication they showed to the project. "They were able to accurately reflect the personality and vision of the company, and really transcended the client/vendor relationship into a successful partnership." Williams views it as an example of a forward-thinking alternative that can enhance a company's culture and create an engaging atmosphere. "Our client was really proud of the fact they were able to break outside the box through design, and create a space they really enjoy working in," Williams recalls. "We push hard to create a space that is not only comfortable but also fosters

A leap of Faith Walking away from lucrative positions at a financially secure firm to start up a new venture- without a single client- was a dicey proposition. "We were very sheltered where we used to be," Williams admits. "When we left, the [business] people we knew were not the type we wanted to grow our business with. We wanted to work with clients that would ask us to stretch what the space can be." True to their creative focus , the quality of the work remains Liquid Design's driving force . Unlike most companies, the craft supersedes the almighty dollar in significance. They are steadfast in their commitment to innovative architecture on the cutting edge of design. And they vow to never become a "cookie cutter" type of firm , where profit margins and efficiency are the overriding factors. "ln the 1980s and early 90s, many architects tried to create a niche ," Williams says. "They would say, 'We are the AIM teller specialists' or 'We are the retail specialists. ' We are not about that. Those types of architects are production architects who often focus on the most straightforward and internally profitable solution. We are design oriented. We always try to improve on our designs. " An example of their dedication to design variance is the pizza chain, Domino's. Creating a boilerplate design to replicate with each location would

have offered the greatest financial return. But it wasn't the best solution. "No two

that our profess ion is always changing - from tasks to ideals to materials , everything is always moving. 'Design' relates lO our constant focus on that

are alike," Williams says. "We couldn't stick the one we designed in Indian Trail on Highway 74, and place it into the '{ork, S.C., community. It wouldn't work

aspec t of th e architecwre. " Ironica ll y, when vying for new

路Nithin the existing environment." Each

clients, Williams and his fellow Generation X partners consider age

ocalion was constructed with unique :lesign elements lO accent the building within the surrounding landscape. Mack Pauerso n, owner of 38 Domino's Pizza franchises, considers

be an asset d es pite the perceived lack of experience they sometimes face.

"Some people are afraid of working with a young company, but that is

Liquid Design an invaluable resource. "They are willing lO meet with any of

common lO any business type ," Williams acknowledges. "But because we are young, we are not stuck in

our employees, from LOp to bouom, l O diSCUSS fun ctionali ty and now within the stot-e," Pauerson says. "Plus, we are

a rut or an area of emphasis. We are able to diversify. We are willing to

always very limited with our budget. But in Lead of just creating a big box, they

bring fresh ideas lO the table. " The most difficult hurdle they often

really added so me pizzazz to the architecture. Other franchisees have nown lO Charlotte lO see what we have created."

face , in obtaining new business, is the co mmon misperception that quality in architecture equates lO increased cost. To alleviate those concerns, Liquid Design bi lls most client on a lump sum basis,

Building an Identity

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in comparison to an hourly rate structure. "Our number one goal is to create quality architecture. lt may hun our profit margins in the short-term ," Williams concedes, "but in the long run it will pay off as we continue our growth with talemed staff. " Any financial compromises th ey may have made in the past are certainly not apparent on their impressive balance sheet. Liquid Design has realized substantial year-over-year growth. Revenues in 2001 quadrupled to nearly $500 ,000. And they have already managed to pay off their existing debt, an impressive feat for a company in its second year. Furthermore , they have the financial

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11 This summer, cs you're wacing through the water pad :Jt the Siskey F:~mily YMCA don't

surprised to find

1ourself singin~ along to th:! Beach Boys. Perhaps with· :>ut realizing i you'll be gcing on a surfin' safarihanks to a wcve of mJsic provided by Muz::~k LLC :>ased in nearby Fort Mill. That's right: Muzak <wwvc.muzak.com>. The company :Umous for "ele•alor music" CS'ld wh1te-bread instrumental 1ersions of rock-n-roll classics has e:;taolished its corporate 1eadquarters in the Charlotte <lrea ard, more remarkably, 1as become hiJ=. More than 100 million people every day 1ear Muzak programming, vJ-tether in grocery stores, resta_.·ants, shopping mdls- and e\en the:r workout facilities. Muzak has "a good selEcton of music," says Jerry \kGuire, oper::~tions executP,..e of the s·skey YMCA, in 3ouheast Charlo1e. "Even nore impor·ant than that, the music) helps to create a very friendly environment.'· ~ather than wclking throug~ a big, echoing building, ~uests at the Y typically exp~rience a combination of

::>ldies and adJt contenporory favorites, ranging =rom ·unes by Elvis b the Beatles ·o Celine Dion. These arer't re-recorde:l sound-alikes, e ither; ·hey're origincl versions, b·.t original artists. Muzak :>ays for the ri:::~hts to use a1d rebroadcast the songs, .vhich the co~any's "audi::> architect5" then arrange n a variable playlist that fi·s ·he individual atmospher-e ::>f each client':. business. At the Sisk~y Y, light rock is piped · nto the locker -ooms, while rrore upbeat 111elodies motivate people n the fitness centers. Members also can tune their head:Jhones to choose other Mu;cok selections, including :ountry and Christian pop. By the pool, it's tre Drifters ::md other beach-style music

;; re a ter cha - l::Jtte biz

Eievator Music'' eaches New Levels

1ft. sic into Muzak Such a diverse selection is lightyears away from Muzak's b ::::ginnings in the l S'20s as a musical means to relax workers an:::! improve their pm duction . Ge neral George Squier patented tt:: process of transmitting music over electrica l lines, and called h :; company "Muza-<" - a combination of "music" and "Kodak," h :; favorite high-ten company. He soon saw a need for Muzak ir buildings that usc.d a new contrap tion called an elevator. rkers often were uneasy aJout riding this so-called elevato r; lv 1zak helped calm their nerves. Muzak gained momentum over the yea rs as employers found tl : t wo~ kp l a ce mus c impro ved workplace morale, resulting in g--:ater roductivit y and attendance. By the mid- l 980s, satellite technology further Llcreased Muzak's reach . In 1997, Muzak underwent a corporate and philosophical tc nsformation. The compan)''s old-guard executives until then h xi ten J ed to rely en scientific research to support the need fc- background m..1oic. "It wasn't that they didn't know what they were doing," e::::::plains Bill Boyd . Muzak's CEO. "That [type of music] is what it .vas supposed teo be." Anticipating the future of music and its potential, howeve r, a r.ewly installed mLnagement team forced Muzak to reconsider iG purpose. "Now," says K ~r ny Kahn , the company's vice president of n u keting, "we're cc pturing the emotional power of music and p_tting it to work for businesses." Account executives meet \vith c±nts to determine how each business views itself. Then , Muzak's '·E·Jdio architects," t:nder the guidance of Muzak-a! gu ru Alvin Collis, create musica experiences that subtly reinforce the business' irage. A traditional clothing store may want clean-cut pop music

fe bru ary 200 2 23

in the background; a trendy clothier r:rr.y seek something more "grunge"-esque. "That's the coolest gig in the world, '' says Kahn , referring to the men and women who listen to music all day long, then combine it to help establish the feelings customers get when they thin"!< about each individual business. At the same time , these audio architects are helping to redefine the way the world thinks about Muzak itself. "It's a fascinating business to be a pan of, " Kahn continues. "In the pa~t four or five years, Muzak has really C:)m::_ into its own , becoming known as our brand of unique products ... As soor. ~ s we started to identify who we really are, we started to have more fun. And as :;cor. as we started to have more fun, we started to make more money."

"peanut ," but adds that it's a lot larger than it once was - and is growing steadily. Although new clients are "not beating a path to our door," he says, "once we convince them that Muzak can work for them, they absolutely trust us." After installing Muzak, says Boyd, "they neve r call us to tell us we made a [music programming] mistake. Never''

"As soon as we started to identify who we really are, we started to have more fun. And as soon as we started to have more fun, we started to make more money." - Kenny Kahn, Muzak vice president

Muzak, Money and Momentum

A portfolio company of ABRY Broadcast Partners !!1, Muzak boasts annual revenues of $225 million, fron: contracts that automatically renew each year. Boyd says the company is still a

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Reflecting that trust, the average client has stayed with Muzak for 17 years. "It's a great business model," Boyd continues. "We're getting a regular check once a month, for 17 years - that's good business." Muzak is structured somewhat like a television network. Corporate headquarters, audio architects, technical operations and satellite uplink facilities are located in one place - the Lakemor.t Business Park, just across from Paramount's Carowinds. Some 200 affiliate field offices worldwide - owned by Muzak in larger U.S. cities such as Boston, Charlotte, Atlanta, Seattle and Chicago; or independent franchisees service clients ~vithin their regions. Franchises range in size from a sma[ city to a region covering parts of several states, and typically make $100 ,000 in billings each month. These affiliates pay royalties to Muzak for providing programming; they then sell the Muzak concept and install it in local businesses, as well as local offices of national retailers. Muzak has more than 400 clients with nationwide presences, including Gap clothiers, McDonald's restaurants and Red Lobster restaurants. Just these three retailers have nearly 20,000 loca-

tions, serviced by local Muzak field offices throughout the United States. "They play a huge role in satisfying the client," Kahn says. While large retailing clients such as KFC, Barnes & Noble , Crate & Barrel , Sears and JCPenney provide big-time Muzak airplay, it's the local restaurants and retailers that comprise most of Muzak's sales - up to 75 percent. Here in Charlotte, Muzak clients include Bank of America's Founder's Hall, all CarmeniCarmen! Salone Spa locations , the Siskey Y, and the Phillips Place shopping center. Another large segment of Muzak's musical success is its Audio Marketing division, which provides "on-hold" and in-store sales messages to a client's captive audience -whether shopping in the store, or calling for information. Muzak Voice clients can create and update their message scripts with their personal account coordinators or online. Then, professional voice talents, categorized as "Upbeat Friendly," "Mellow Smooth," "Mature Professional" and "Young Professional," record the client's voice tracks, which are delivered via satellite to the client's audio system. According to Boyd , Muzak Messaging brings in about 20 percent of Muzak's total revenue , some $40 million last year, and is growing at the rate of 50 percent each year A Major Move

From speakers in the parking lot of Muzak's headquarters, the Beatles insist they're traveling on the "One After 909. " Move over once , move over twice .. and a visitor enters the building, to a reception area that's anything but cold as ice. Although the warehouse-type space is simple , with poured concrete floors and exposed-ductwork ceilings , it doesn't seem sterile. That's due partly to the spirited activity of the headquarters' 275 employees, who chat animatedly as they walk from one area to another, and partly to the music-of course-that rings in the air. After the Beatles, the Eagles sing their paean to James Dean, and then Jethro Tull invites guests to bungle in the jungle. The music list, posted weekly,

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changes format from day

day. One day

it might be oldies, another day it might be new country. Hardly a stuffy corporate atmosphere.

QUALITY · CUSTOMER CARE · EXPERIENCE· STABILITY 1

"It's a great business model. We're getting a regular check once a month, for 17 years that's good business." - Bill Boyd, Muzak CEO "When you walked in, you knew you weren't at an 'elevator music' company, didn't you)," Boyd grins as he gives a quick tour of the 100,000 square-foot space. Mirroring the company's logoa stylized lower-case "m" surrounded by a circle - the circular lobby serves as a "city center," from which a half-dozen cement "roads" branch toward workspace cubicles, audio booths and conference rooms bounded by walls of corrugated metal or heavy-duty plastic. o one here has an office: the president , controller and corporate counsel have modern , open cube-style workspaces, just like the support staffers do. Audio speakers in the ceiling provide "noise masking" to keep conversations private. Furniture accents are brightly colored in orange, lime and purple; walls are silver-toned metal with tiny circular perforations. Boyd says the company spent about $1 million on workstations, and the cost of the building's upfit was included in the 15-year lease. He emphasizes that the simple design -a tilt-wall construction warehouse - was chosen for its cost-effectiveness. The unique, cuttingedge design, however, is getting national attention; a group of architects from across the country is scheduled to tour the building this spring. Muzak moved its headquarters from Seattle to Fort Mill in the autumn of 1999. The lease on its Seattle building was ending, and the company realized that costs associated with transporting franchisees and sales associates to meetings in Seattle were simply too high. A relocation firm was asked to find a suitable city, one with a mild climate and a versatile airport, for new headquarters. Fon Mill 's warm welcome enticed Muzak to the Carolinas, over cities such as

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less than $1 billion," Boyd says.

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brJadc.:stir:g l ~ so::rd -=:J &::y:l- ere O"med u e Glar- ::n::-~~;~. t-hc<:l< franchise bu: soU iL -f.JE ,.-er: - §C N"h:o ho: was u kec .o · c·in :Mu:::3.=~ ': :::>Ja:d :::>( d recLOr~ . an::! th-:1. .G c.:-ec .Liv~ t:>ID1. The ner team, e- ra:! c.t Te:- rnl~ Muzak VJ.Lh ;;~. mTemporu-. ::n.;~.gc . knEw e .~acLly-:\ h::~l il ·-:.. c: 5 rloiflS, 3-J;d 5ays. "l was c·-en: .:.o :-- F, ~bee - u•l the 1\luzak -J3.c1qroti"d. l::u

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ago , the company felt like a law office , he says ; everyone wore suits and acted very serious. "They didn't even have music playing in the office! " he exclaims. These days, impromptu , open-floor meetings are the norm. The air may be filled with the sounds of Steely Dan or Led Zeppelin. New ideas are encouraged. Executives - most in their late 30s have decreed that every day is Casual Day. "We're real comfortable bantering , arguing, discussing, having different opinions, " Boyd says "lt's good for everyone; people know that they're involved. We had this one meeting with the COO, where people were openly arguing before coming to a happy resolution. Afterward, the COO came up to me and said, 'That was a lot of fun, wasn't it7 '" Boyd says he wants fun to be a large part of Muzak Employees arc encouraged to do their JObs well , but also to make time for life priorities, such as family or outdoor activities. Perhaps that's why the new breed of Muzakmakers now competes for Muzak jobs, whereas the company once had to actively recruit employees. Generally creative types, Muzak

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employees have vastly different interests, Kahn says; their unifying affinity is their love of music. "Some of them are D.j. 's, some play in bands, others sing in their choir. l just happen to be a music fan with a huge CD collection. " Kahn's home collection couldn't possibly rival the company's: Muzak's library of seven million songs fills case after case, reaching seven feel high. AL any given moment, there are a million songs on its server, ready to be sent via satellite to clients whose individual company images are best reinforced through kids songs ... or Broadway favorites ... or jazz instrumentals. Or, in the case of the Siskey Family YMCA pool, through feel-good beach music. "People associate that (type of music) with summer," Jerry McGuire explains. "They may not even say they hear it,

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After only three vears in business, HR Ameri:";a is building on their ran · g as

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50" list cf co-nr::aries (ranked b/ a ccm t notiJn of dol ar and perc3nta;J3 growtl) . "HR Amer ica'3 sta-:;e

the art tchnok:J;: 1 JT OJides tJ :I!::

to manage oLr human rescurces :md =:ys-:;ETIS imoTlction need3 more

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Founded in l 99F l:Jy- Charlottean Wyrn Davis and seasc-'le ::l HR professional Barry Byrd , HR ~. me ri c a boasts a clier tele of rapidly e q •anding companies th at rely on it t.; bndle various aspects of their empl oye.:: administration. Cli ents like the h ::brid approach that offers them th e b enefit of real people and real-time s::rvicing capabilities. "We are HR :: utsourcers, and tod:~ r outsourcing of H ~ takes many differer t shapes," says E-rr:l, who serves as CE:) "We go up aga.rst ADP and Paychex. But instead of n oJ the shelf approrl., we ask clients ·.\tat their needs are a-c provid e a cust.:•mized solution. "

==··

From Lhe outset, HR Americ.l attracted o:::r:npanies that are mL· tisited and geographi cally disburs =i , with hund.r~ ds to thousands of employees- At present, their thtte largest cli-=nts are organizations spread ac:-::ss many states . Take their very fi ~ ~c co unt - Bar lv!anagement Group <BMG), a Charlottebased company that opens restaurants an:. .::ntertainment-relate:.: facili :::e:; throughout the sou.heast. 3.MG sought their heir becaL' c it was growing too lzst to w•u y about the labor aspeo :s every time they oprn ~ d a fa cil ty. "t<ow BMG knows that whole ~ ·xtio n of HR is handle:::. the san-u: way everywhere," m ~11tain s By-d... "When you 're in a multi-sitE.L business, you wan to have sa-:11: ness . So we take th t HR functi or~ ;:mel give BMG same -e ss for all L:= of their locations, wr_ich is very valuable for them ." "Outsourcing \\.:IS th e economi cal thi -::g to do ," agrees Robc:-t Pedlo w of BMG . "!'let only did it me-<:: finan cial s e ns ~ but freed up oJr time to fo cus on our core busi - ess.

2002

It's b:: =< a p.casL:-e gr•J<Ning v<'ith HR Ameri::1. Th:::y're a grec.t profc. ssional firm.'

to :::utscu r,ce

_.c.cord:ng t: Davis, ·Nho serves as HR Amerc e. 'las flourished by hlping -:me-sing companies like BM:::; : o:-~cenca . ~ or. u etr core b•Jsines::. ' ConT?ani.es ate lc·oking to :JUtsou.:-cc r.on-pro:.uct.ve iunCt 0ns. The:::'-e see-:ing waF :c· do t-1.ings bette: anc v<'e o·Tt ; an easily sea lab e sclurion, so :.hE y d:J:t't have t::J y.J..iJd an H~ dep::.nmeru inta-na:ly" :G.ndy v!ar.m , CFO of Grace Health Ca::-t, wh 6 runs n.rr:;ir.g hcmes in five sta:o:::, reta:<ed HR America for ' everal re~ x1s. " T~1.E. main reas~n was t:1.at om corporate :~fLee is n :t y ;mall , and we wa-n ~ d ~:neone tc e.p us witr tax co::- pliaro: , p ~-ticulu· ~ multi-s:ate ta? co:r.plianc=." Grace Hea .. h Cae also ::li.dn't want to : Lild a corpJra~ _ F. derartment. "HJ:: Amer ~c. h::~s th= profes;ioml re.s-Jurce ; ·..v b e our HR consultant ," ol:: ves 1-':an·n. "--:-:re:/re n::.ore compEhe-sve .h:J.r j_st pre-cessing pa?roll. Th.::;·'vc hdped us \:J ,t:J a !at of HR iSS'.lt:S. ' Presi~nt ,

Diifurentiating Cubes ~sa ::pecialist ir. h uma:1 resource ~ . r-E! <\mer:.: a l<nows rl:e value o: real bo:•:Les. F:: r trat rE.c.,on, cli ~nts alway~ h.o.·1 ~ access tc• a ru:.l-time persc·n to sc-_ve pro·:,Jem:;, as well as -eal-time data th:J.t car :.dp r hen mmagc their e - ploy ~ e-rela :ed :::lSts mo·e effective-.y. The :nr:o .;ative da:a cubes are the b:-:rnchil of ~-{ea : h E·;-rd (:to r JationJ ,

tr.e company's third partner, who serves a3 Executive Vice President and CFO. Heath , who came from the managemeLt consulting group at Ernst & Young in Charlotte, says a one of HR America's tig selling points to clients is turning their HR center into a value center. "Right now everyone considers it c. cost center," he explains. "You have w pay people, you have to give them l:enefits. We try to explain that P&L, analyzing why and how you can save ooney in those two lineups ." For example, if you were concerned "-bout overtime costs, using HR :\merica's real-time cubes you could unmediately see those costs by region mel by facility, illustrated as a pie chart. graph or running chart. You could thc:r_ drill down into each unit within a faal:ty, and drill down all the way to individual employees, enabling you to ider. Lify bottom-line areas of opportunity. "This allows you to be proactive :1~ opposed to reactive, " notes Barry Byri "lt cuts your decision making time down to the day payroll is cut, becaus ~ the data is live on real-time basis." Heath Byrd explains that the ana.yic data cubes sit on the client's protected web site. They are downloadable into Microsoft Excel or can be printed out in a graph, as if you were using them on a laptop. Martin testifies to the "wow" fac er of these cubes. "HR America can talc our information, and slice it and eli~ t any way we want. They have the inerface available to get hold of all that information , as opposed to most pa~roll and accounting packages that don't :s:·,e you a whole lot of reporting capabilt_>:" In Martin's experience , other HE outsourcers can do payroll processing and tax compliance. "But HR Ameri::a.S commitment to the data cubes and Internet access is what got us excited. We use the Internet a lot in terms c:f how our facilities access informatio< ·Jff our computers , and HR America is v~y much committed to that same kind o: accessing data." Martin cites the ability for a GG~ Health Care employee to access his o: her own information through the \"'eb.

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"H.is gives e<nj::loy::es more immediate

usiness Casual?

a::.:c~ss

tc their i:1fcrmation. Rather than g::Jing into sorneon~'s office to get a CJPY of their paycheck from four pay p ::nods c.go , they can go right on the n ~ t and print any J-. eck anytime. " Heat" Byrd says the cubes have proved a big differe:uiating factor in sales pitches. "The COO of one com pan;' !-_ad talked with several firms, but during ou preseuc.~ ion, his mouth dropped open He told us it was exact!} wha ~ he wanted because it takes all the data from mubple Jccations and puts it in one ploce tc• all :J\\- him to drill down inlo it and ma:-<e cedsions. " 'We don't know anyone else doing this ,' claims Barry B;rrd

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Uptown "Loft" Headquarters A classic startu? success story, HR Ame -ica began life in ~ he break room of the Da•1is' father's offices in the Interstate johnson toVver. As Davis recal s with 3.musem~r_ ~ , the fledgling firm =1uickly outgre·,.,, their "first office " and mcved into rea _ ofLce world space beneatl-. Sullivan's at South End. On y a year and a ::-.alf into their :~ ve-year \ea~e , I-l1 A:u::rica was already .n need of bigger quarters. A great debar.;: ensued arrong the three partners, with Davis end Heath Byrd cham-

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p.oning an uptown site. The parr ners finally found tht h.eadquarteG of their dream in a rnov;ued, certury-old three-story bu'lcing (some say it served as a brothel fe>r a cme) at the corner of Trade and Erevard. Tle building, which also --...ou:r es Carpe Di~ m restaurant , has a Gi~tinct c<:chet: exposed bri ck walls, worb-:g fi-eplace, hardwood floors and encru-ous paned windows peering out ::>n the Queen =ity's skyscraper line.

f::lt it wc.s ::>erfect for people who .ovc to work uptown, but not in a hi5h ~i~.e c.nd not gcing into a parking gara;E.," recalls DaYis. "It's universal - all cf our employees absolutely love the et' iro•ment. We didn't made it too furky, li..\.:e ·Nith po:.lltables or that kind of thhg. ·Jut it is a very different setting.' HR America's board includes Da,rs's

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father, Nd Davis of The Colvire Group, ard Jay Caner of Remir.g;:cn Capital. Crisp, Hughes , Evans is its CPA firm. For legal advice, HR Ame;i~a Lses McGuire, Woods. Looking back, the partners s::.y they've had some big learning le:>s::>ns. "We've kissed a lot of frogs, " cc•rrfcs;:es Barry Byrd with a laugh , "but dl LlC problems have gone away." Davi;:. echoes that sentimer L "Hum an resources is a tough l::u3ilcss, which is why people give it to LG. Vote have the best people , no subplo 5 n J bicker'ng. We are all so close.' Big believers in giving bact<. Dmis and H ::a:h Byrd volunteer with 3ig Brothers'Big Sisters, and serve C'1 the board o[ the Ballantyne YMCA. HR America also does pro bono \\OCk fc·r the Corrmunity Schoo l of the ~~ts. "The wonderful thing abou the three of us is that we are just a;: goc·d as friends ::IS we are business partners, ' muses Davis. "That is one of tle rnz.in reasons this company works :.o v;eL

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have different strengths and weaknesses, but get along well, which makes it a whole lot of fun. "

Fast Forwarding Going forward , the three partners have specific areas of focus. As CEO, Barry Byrd has his eyes on the strategic front, scouting new avenues for HR America's broad stroke outsourcing. "lf that means fine tuning wbt we have or looking for new opportunities in the HR outsourcing realm, then I'm looking out over the horizon to see how to do that. " The new realm includes acquiring a 40l(k) management firm, which was brought to his attention by Davis. "It fits very well with our HR outsourcing," says Byrd. "We've just gotten licensed as a third party administrator (TPA) for health insurance, so we are in the beginning stages of getting our own agency set up for life , health and property. Those all tie together because they are related to functions people outsource." Davis continues in his role as front man, seeking new clients. ·'Barry and I still focus most of our time on 5elling new business. Brad Black is our VP of Sales, but Barry and I try LJ nurture the larger clients where it takes time to develop a relationship. " In his view, potential custo::ners see the need for their services, but are reticent due to the inherent risk "When there is so much data, they wonder if we are going to handle it right. They see a huge risk in the payroll department. So in terms of making a decision to outsource, that takes a lot of trust." Heath Byrd sees his role for 200L. as twofold: Assuring client satisfaction, ·Nhich includes putting fires out , and leveraging the technology already developed to enhance their own productivity. -we want to use technolog:; to tecome more efficient internally, and do things more accurately. I am responsible for :he satisfaction of our employees and :I ients. " At this point in time , the three "Jartners see nothing but upside. "If

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you listen to the analysts who follow big players like Adminigaff, they say our business is -ecessior. proof, " says Bany Byrd. "In a contraction, companies :ook for ways to sa\T any dollar the)- can so they carve out things the:; don t do well and ship il off to a TPA or whatever, and get rid of that extra person or two. " ::::onversely, ~ n an ext=ansion economy, :o mpanies are growing so fast they

ab:)Ut HR. " o Ll<:tler what, people get paid, pe::>ple have HR issues , so w:J.ether yoJ're expanJir 5 or ccntracting ou- type ::>f business is always going !C• be in favor." biz

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Stayin' orxanized in today's wor<::llace can be chcJierging. Envisicn your :OIT'ployee uling ;:; system that makes orgarization and storage and work and Ire a little ~ier. Out cf chaos com~s order. Tl' is is flexib•t)· without canple<ity. This is

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vnturn An iltervie·J,' with Adi KhirJdaria, CEO and chairm;r, oaod

La l::: Ostrow, President of iReady World There was a remarkable fear in the market that the "general business environment" may not be able to sustain even good companies and proven business models. Remember it was not just the start-ups that were floundering but even the established companies.

Greater Chartc ~te Biz ~rofiled iRea.:JrWorld i.., Octob?: 2000. Since then the com,; .:my has aeen suc.-essful ilt raising over $4 51illion fro n angel investc•rs in jan nry of 2CY.J 1 and another $5 millio'l from Atlt2nta and Philadei;Jh ·a investors in O::tober of 20C 1. With plans tc- raise an .:Jdditionul $3 to S.5 millior in the ne«t rour.d of finar -::ing, Kfiundaria a1d Ost~w share some of their observations on rais.nfj ventu.·!! capital for a technology on:pany .:; a rapid/.; deteriorctmg marketplace-. GCB: tlow has the chc:-nge in tht! invesUng env:ronmer£ affected your abifl, ·a :o co a 7 Ostro : The mcrket h3s been b· utal, ever since March 2000. InitiallY, we had p.anned tJ raise $8 million in growt1 equit·y by earlt June 20CJ1, but :hat was before tte investrrent climate begc_n : o cha rge. It wa~ very tough, so mL :h so that there WilS only one 3·gnificcnt ventu -e funding of a Charlotte co111=any in each oft e first and second quarters, and no venture fundings in he third o uarter. IJffe had 34

febru - ry 20:•2

tc lower cur hori:c ns ; it to::>k :dot of maturity. ='otentic inve~ :o rs a·e applying :ougher 3landa rd5 aoc doing a lot mere 1omew:d:. ;;c rt 'la~ : aused us to re 'inE· our t::?=h na ogy or e· ings and strengrhen cL - bcus cm:•ls mid· sized cc m::·anies - , .:! ·: urrent narket is also 11ore inte ·est:2c h funding com paries to breii.l: ~n ·.3thEr than i1vestirg for fast e::.p31Sion, so it has c. lso ca1se:J us to " .:!COil~ der ' il:::>id El(pansi<n and b ~rn= rE <:a JtioJS with our cap ·tal to bu L:i c. srong cc npany. Khinda·it~: The c::.~pris c n is s: riking . L3ne ar d J were 3Eie to ra SE 5~ miluon with i n a spar:::>= so :Jays from tJovember of 199;- t= a r uar·1 :xf 2000 with ce l p1onescmd ;a: b sine-55 plan, a lot of pcssion, dreom~ and belief that they 1/0Lld :·31~ the \Vii '/ the mid-mcrl~<:t vie...._e =. u.: ed 3nd l2veraged tEchnol•Jg) - f-a5tru:tur:!. By t 1e en c of 2000 tov= n•1e3tm~1t bankir 5 ceals lcter. s=veral p-omises 1=ast, a1d 3S _arf ;;ays "a ;ter 50me ouick r.aturing,"' ?"E rae t o auickly adjust :::>ur hcpe; =rd 3Sp ra t i:ms.

GCB: Why do you believe your company received funding when othe1 dn Ostrow: We continually put out feelers for additional venture capital financing. We are tenacious in our approach. We must have visited over 50 during the course of the first year. It is important to take every lead and follow it to its logical conclusion. You have to be very persistent and persuasive in a market that has taken a "wait and see" attitude. We learned a lot through our own mistakes- it was not always very easy - but we kept telling ourselves that 'what doesn't kill you makes you stronger.' Over the course of searching for additional capital, the first round investors continued to support us through bridge financing along with vendor support. It was enough to keep us afloat and we are proud that we have never missed a payroll. Khindaria: If I were to point my finger at one factor that differentiated us from others it is "Lane Ostrow" and our willingness to put our kidneys on Ebay to finance our business. Lane was tenacious, prudent and a realist through the process. We provided each other support and never once doubted our ability to reach the goal. My job was to be an optimist and continue to drive without worrying about where our next pay check was coming from. Lane's role was more myopic greater charlotte biz

understandably less than willing

resLlts. Esp ec ally' in a ser•tice busJ-

to open another mouth to feed.

nes; , t~eywoatt::> know howt e

Khindaria: Venture capitalists need

sales and ope -aUons are go ·rg to

to be visionaries; to be able to see

scale, how t hE urit econonics work,

the world ten years from now. As

and what th e pot2ntial harvest -e·; er t

opposed to the entrepreneur who is

is . .C.nd breal~~en point is a bi5 fa : t

trying to solve one problem, the VC

or t ese days, as it should be. EqL.it'J money ·s exp::!Tlsive, revenu2 is

is trying to solve a global puzzle with

th~

all the potential winners in a sector

che3pe r,

or across sectors. Most of the time

revE-nue. It is tou5her but mor e pa at-

my advice, go ge: mJ"e

entrepreneurs miss this point. We

able and S'/JeEI:er when it gets there.

have been enriched by this interaction; have been challenged by it; have felt comfort in it; and most important-

potential investors most commonly

rod•y's tech.'lC.tlogy compo•w mvEsto:s looking for that miqh ~ be diffr-J , I o f?" Ost-ow. They 'Vant to see the p3th

express'~

t o l:rea { -even anj they want to kn:>A

Ostrow: The VCs are looking for a

t ha - the m:>ney be in g raiseo i r thi::;

ly feel whole because of it.

GCB: What kinds of concerns do

return on their investment. Simply

"OUld i; enou5h to get you :he-e.

put- they need to believe the model

They want t o measure the art Lal

can make money and they can make

· esults you h:Ne experienced -tlith

a 5-lOx return on their investment in

: he plal you c:re p roviding. Are yoJ

generally less than 5 years. They express concerns about scalability and sales and marketing. I think the be management teams. and nvolved keeping us open. Let LS not underestimate the

biggest disappointment many VCs have experienced has been the inabil-

plans they published and used to attract investment dollars. Although

Inve stor; : hin'<, 'If they are still st3nd -

our business is in the technology

i ng then t1ere must be something-

field, it is more about attracting,

the team must have what it : akes,

satisfying and retaining customers.

cap ;talists. We must

For us, some VCs did not like the notion of a recurring revenue servi ce

I fundamenta l!·{ belie•te that our

business while others were just the

mode ., busirE-ss valu2, pro~pects

opposite. The hardest questions were

and:~ eat ility

about the last six months when it has

to stay open were strung

our apr roach to venture

their revenues, falling short of the

:he m )ney starts flowing ag3in .

cus:omers must want the salution."

We are tenacious in

ity of the new age companies to grow

;hee.r power of being around when

t he people rrLst be rrotivated, the

GCE: What ld-.ds -of documerrtatior end demonst,i/te:i successes me

fora:-s in our abili:y to raise cc:pital.

been difficult to grow the revenues.

GCB· What kiPds of iT'vestors do you

momentum return and have been e:ble

look ro to ~ finuncinq your pttrticufor bush y OstroN: Young funds or new funds.

spring. Many VCs also talk about rounding out the management team.

Fortunately, we have seen the

That is becaus2 : he toughe~. t competi tion for mon e·t from the mo re mature fun::s is their ex sting portfolio cern-

to pick up right where we left off last

We have not met with great success in attempted to hire for a couple of

paries. The mature funds are all deal-

key positions. We have found that we are better off handling some respon-

ing w th J:Ortf:: lio companies that are stru5glilg and the VCs are debating

the sales area).

whic~

Khindaria: You name it, we've heard

conpan1es to support and

wh ict- conpanies to let go. They ere grea:e- chc:-lotte biz

sibilities ourselves (particularly in

it. It all comes down to the team and february 20•)2.

realisti c in the plan, and even if yoL are, they are going to discnunt what you have projected . The market has taught them to be extrem ely skeptical of the plans that they see. I think this is a little different tha1 the fast tra(< to IPO plan that was working in 1999 - 2000. That being said, tt-is is the way it should be. Compan ies should have to create real shareh::>lder valLe to achieve valuations t hat reflect a worthwhile ROI. The real v:Jiue comes from satisfying customers employees and shareholde rs. That ccnbination will bring a successful res1lt for the investment. Khindaria: Sim ple- hype is out, results are in . However, I telieve that the pe ndulum has swung t-oo far to the other side. By definiticn a "venture capitalist," as opposed to a banker or a leveraged-buyJut entity, is supposed to take risks with unproven business model ~ and sometimes unproven teams. We have seeil some of that being diluted by the market and with the events of the last

t'llo years. I do believe that the ability: to dream will come back; entreprenE-urs will be entrepreneurs while m3nagement teams will be managem?nt teams. Ostrow: I think the biggest disappointment many VCshaveexperienced has been the inability of the new age companies to grow their revenues.

Gc.'B: How do you solicit and retain weil-quolified employees to build yGL r business to investors• expecta-

t O!trow: Employees are the key to gEt· tirg it all done. We are operating in an: old-fashioned startup environment aoc this means everyone does whate~P-r it takes. I think we are working wi :h a generation of technology employees that were trained by a

get-rich-quick economy. I have been impressed with most of our employees' willingness to put in the time to get it done. Not everyone has been a fit for this type of environment and we have been up front with everyone say ing that it may not be right for him or her. You do not typically take the time to build structure like many who come from larger organizations have become accustomed to, and we are in an entrepreneurial environment. Some love the fire drills, others don't. Khindaria: People who like to work at startups are fundamentally different from people who work at larger organizations. Some of our employees came with me from First Union and they have adapted and grown. There is a lot of risk. Thus it is important that each and every employee buy into the dream, the purpose, the hard work and the new path . There are challenges, but then that is what we wanted, but there are enormous rewards to being associated with such a sharp and energetic group of people . GCB: What ar your pl ns for the futur

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•= 704.385.8077 t. 701.385.0447 www.Hcw.com

february 2002

Ostrow: We currently have 22 employees in Charlotte at our 6,000 -square foot office off I· 77 and Arrowood Road, as well as a presence in Atlanta . We are serving customers in Charlotte, Atlanta, Raleigh and Los Angeles. We plan to hire sales and marketing executives, as well as customer-care workers as clients are added. Khindaria: Do what we set out to do: bring technology to the masses. Ninety-five percent of the U.S. workforce works in the small to mid -size business ma rket. This is the economic driver of the economy. Yet this is the sector that has been left behind in the entire technology revolution of the 90's. We intend to empower them. They need to have access to the Fortune 500 technology so that they can compete with their larger rivals. We want to make technology useful, productive and cost-effective . We

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VJant to take tb e mystery out of the t:!chnology infrastr Jcture and power crganizations to scale, grow and f ourish. unhindered by any technolog'!' issues. biz i~eadyWorfd is a b~siness service p.rov1der providing rT and telephony S'Jlutions tailored to mid-market ompar. "es. offering a single source for all technology needs -from infrastructure and equipment to a!Jplrca, :ons and suo port. ~ww.ireadyworld.ccm.

• Beae1 Jli.It • Marl.et;Jlsa J1 lv'u.in • MayNsft:g 1 ~ r.~ • Glen'aor~ ~.:ll.1S • Moorld·~ ,'g;:;: o Tai/g<t1 h:. ·~ :. o FirelUJrrs [~L·c ~"lgr;.nza Jc~~·,tJ~

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or emcil: en ei"?ac@yorkcourR1ct,C!i~Da.e:Jn

Scuth Car lina Snr<'~ r:{f:: ~ 3eRJ{t·· Plrc~ •

Customer Feedback:

~verap Client

Costs:

Blair, Bohle & \\!hi

--it t

PLLC

Cerrifial Fv.blic .l-\cccunti:'fltS

• • • •

ALD l & AC•:xJunting Se :ic~ Be im1n P1an Compli 3rc.3 t. Jr:3V1 Re31 Est::t3 Cevelopmen, St·ce;jes rJ1ErQEr a-r: Acquisition °l<nn ~

• -ax G om~oo~e & JI3Tlin•J • :))rpreh3"£ 1'8 T3>: =eviev. • '..1u ·-sta3 TIX .~rue uring • :0f'1)ary fumttion .3traJegies

Back to Basics: Reh:iGnshij.,s, Va.!ue, Growth Total for 32 users I ~ear: $120,000 hr usee per month: $312o50

greater charlotte biz

_ ()'0, located in i'rlJ\ice-.: "' P <all-48: mc.Pro'li:e.w:e Ft~ . 0"'01) ' ikes Place, ~ uite . ) - • 7)-\HJ...':SO • Fax ?'(ti 41. ·~ - v.h ..,.pfu ..con

by casE!\ jc:cobus

Come See Me Festival The Hill is .t..live vvith Flo\vers ar-d Every the

ng when theazal::;os t lo:>m,

: i£•n - hro J~oou: the yec.r, t Jt the cit·r'~

oi Ro : k Hill opens its :lcors a1d

'e3 l birn d3:e falls on Apt i . 17t~. righ:

~pr

ci~

F~ogs

invites visitors to its annual"•::ome-See-

i n lh:! mf<l:Ile ofthefest:i't.:l.

Me Fe~i\a l. " Starte:l in 1952 as a coil-

'We'll rave a big birt ;,day cel2brc.::c r 200~

iiUni:, p·oject, the :estival began as a

in City Plz2 a," says ;\nne Skar, the

single wee <end of evElts ;o 1: gradually

fe3ti•al cha nnan. "l"''e'L remerrter:re

:!Xpanded ·nto a jam-packed ele·.ren ccrys

pc.st end :2iebr3tE

tt e fJtur2."

-he fe:;:ival was t he or=.inchil:J of ts

of fe~ t vi: ies. Toclay the Co11e-Ste Me festival,

fiL~t

: hai

3n C.H ' ky'" .Albright, brmer

<www..coneseeme@rCJckhi net>, s cnn-

Red<"l1 ill \4ayor ard 3tate Senato ·, ard

sider~ j

W'35

tlE lcrgest, aL-volu·t:er festi•al in

:.mhrc.ce d by 1a :ionally acclaimed ~t:ernon

S-nt. Gnnt, a Rx< HiU

South Cc.-olir a. It attracts o.er 125,000

ills tate

particba1ts and •tisitcrs eadt {e=.r.

r;:sicent, woo is bes: kro·,.., r for his ue-

T- is year the feS!ival, vni ch runs from t..pril12th to 2::..;t, has more to offer lflan e\·er

bebr~.

Rock H 1.l, found-

ed in 1852 and inco· porated in 1892, is holdir g it::; sesq Jicente 1r ial celebra-

f€:::.ruary 2002

val chairman gets to pick tre theme for the festival, alcng with the Glen drawing that will ser\·e as the festival's logo. Once

c:tioll of Kelog5 Cer=a l's gn·Jmes, '·Sr.aJ,

selected, the Glen of the year is updated

c -ac.'{le anc :>op."

wi t h new colors and imprirted on T-shirts

:: rar: created the F=st: ·; al's mc:scot.. '' t;l~ th~

frog." In :act, he :lesig1e:l

0'~2 '

a 1d other festi'lal souvenir::; . "This year's logo has never been used before," says 5 <ar. "I found the design I

~reater

charlotte bi::

wanted in the archives in the York County Library and chose the color according to specifications that Grant made." The logo, the color, and the theme of the 42nd Come-See-Me Festival are a

iiJ

Eo 0

closely held secret that will be unveiled on February 21st. However, Skar says this year's festival will continue the traditions

2 c... L>

of the past and provide plenty of frogs,

ยง

food, music, parades and fireworks.

c::

"Everyone wants to know what's going to be new and different this year," says Skar, "but, if its not broke, why fix it?" Nevertheless, something does seem to get added to the festival every year. Originally, the festival was first held at the historic, award-winning Glencairn Gardens. This six-acre park was created by Dr. David A. Bigger and given to the city of Rock Hill in 1958. Over 3,500 azaleas bloom there each year, surrounded by camellias, dogwood, wisteria and a wide assortment of other flowers and trees. Over the years, the festival spread from the gardens into a variety of locations, including Winthrop University, Cherry Park, the city's 68-acre recreational facility, and, right into the heart of the city, at City Hall Plaza. This year's festival will begin at 6:00 p.m. on Saturday, April 12th with a Big Beach Bash and Community Kick-Off party at the City Hill Plaza . The Catalinas will provide the music and numerous vendors will offer food and drinks. The festival will end on the 21st with a parade in memory of Vernon Grant and his wife Lib. In between, Skar promises events that range from the Mayor's Frog Jump competition to the Special Olympic Games. Last year's brochure listed 60 events in ten days. "It' s all about old fashioned family fun," says Skar. "There's something for everyone." The Come-See-Me Festival is a huge volunteer effort. It is run by an incorporated non-profit organization with just one part-time paid administrative assistant. The festival chairman is a volunteer, as are all the committee heads. Volunteers, about 400 of them, come from the local civic groups, the schools, the churches, and neighborhoods of the city. "The volunteers are one reason the festival is so successful," says Libby

greater charlotte b iz

february 2002 39

I' e~~ - a loogtifTlE vol tn :e~r. hErsetf. '1'eo ~·

S:art

e-tal= a .:t of p·de i- it: . Once ~~u.

pa{r.~ ~Eple

tc ome

a1d un

t1h,Es. '/·~r. los:e sometrirg DvErtl.e y::. .r s, rt.eely 1-Ess-=:n·elll a:> SpJ rn. C1.a irn ;1.. wh erl! sh:c 11rgan a d a;l

a1:l a5 ·,c;rr :ith!! 'GD r11Et (crdens," oYhe·e :;; lae J\·e~a' all t - e roJj -.e- :Drs c:nd e~ ·tairtn:!flf k>r thE: festivcl. This J:arti:de:· c:·s sta·:!!d 0 11 s:o3.l but gre... nto ;: 11::-jcr soJcl! Jf t:\.e- ~ br: ~ e fE ::.j val. '"':'s cJrbigmon~rr cb:r," says

the

.;po·ting~ vu ts,

ftom th;_o ci~; 3n:l coJrtraccorrmc:la:ion.; : ;~x ~1<1 fr)IT' th !! S Nt th Ca10li13 Perks, R:ecreati o an d Tc ur s

s.ort1e f:?sti13 l. A l :hJ~go

fe b r ua r y 2002

e:olyjs l ::.ss

il''\o l ~ooEd

with

t1e f~sti·J ,:J si n ~ she TJveo tr:: n ~ock 1-i lf b Lc~.!! '1\'yli-€ a e·.•nea -, cg::~, she a:>rt" LE~ :c attend e•.E -y v=ar ~r :l, s h~ da TI S t•

=v"fo·kj 's "l3tFESc pribu:kn s. bi.l.

~ a\fe

~oat:E :collecti.:m'• of =~s: i. a .

Ca.';:' ):;.·cu.; is

fencn:=

Der-c.rr=nt.

Cn rpJrat:i e1s. li::.-: C•X3-::o.a, :j.;.) 5po n

·.-.-;~

::.h Jr': e-b..;se<i

b1z Ta4<e

cc •o

w5e o( tJ- ese prcducts and service:; (rcn Cho otte's /eudir g business-to-business suppliers.

accounting

Staton Financial Advis•m, U C. www.billstaton.com

!Ita r, Boh .e r. Whls :t PLLC V.W"'V.bbwJllc. :om jesig

architectural

pr. 37

au: os

p£.40

I : ranspo -tatiOfl

Carolina V')lks.Yag; n WVJ.Y.carolinc¥~A . n~t

consulting

>~· 25

0"11

educati ·~n

Cabarrus Arena & £vents Center www.goldevents .ret

pg. 27

Sedona Staffing Servites www.sedonagroup.ccn

Come See Me Fesl val www.comeseeme_-ockhill.net

pg. 37

Discovery Place www.discoverypla::e.org

pg. 11

The Transition Team www.tttsolutions.com

pg.32 P§. 7

pg.31

I internet services I e ducation

e-dreamz www.edreamz.com lnfoVision www.infov.com

McColl Schocl of ltJ~ at Cueens Colli!ge WY'\ol.mccclls: ~ ool cc T

~§.

UNC Charbtt• Con iroinr E<: w:at.o'l WY'W.uncc e<lJ/cortSIIuc

pg.25

financiaJ sarvi : e;

pg.36

Solid Computer Decision~ www.scdinc.com

pg. 1

IKON Office Solutions pg. 27

www.ikon.com

o--.

P§. 31

Sou: hTrus- B.. k WA'IJ . SOUthtru~t.CC>"ll

(:f . <

printing

pg. 41·42 pg. 5 pg. 32

Cricket Communic~ t i on s www.cricketcommJnications.com

pg. 15

iReadyWorld www.ireadyworld . . om

pg. 21

LanVergent www.lan\ergent.c•m

office furniture Tech line www.workspacespecia ist£. :ar

eeoc

Queen's Cup Steeplechase www.queenscup.crg Regent Pa rk Golf tourse www.yp.bellsouth com/sites/regent Westport Marina www.boatwestpormarina.com telecommuni ::ations

office equipment ~.7

Wa ~e Fore ; t hbcoc~ !ira:Jute S<hJI>l :>fM3n• I E11Ert p§. 20 w.vv.mba...vfo.e:Ju

w..vv . chari.Jtt~ t: dc.•

pg.19

IE.C

I entertainment

human resource s

Sonya Barnes IFC

Prudential Carolims Realty www.prudentialchlrlotte.com recreat ion

image consultin11

POfleroy Cor•ulti~ LroLp WVI'II.gopcg.corr Th " Revere Gr• up WW'II.reveoeg-cLp.

real estate pg.40

hospitality Dun hill Hotel www.dunhillhotel.corn

fir reo

liqoid De, igo ww-v.liqui :Jd., ign:ll<

guide

Single Office Space Available for Lease Tyvola Rd ./1-77 Area

pg. 33

Company hcs furn is hed, w indowed office

pre-press

R. L. Bryan Company www.rlbryan .com

pg.6

(130 sf) avai laJie as of 2/1/2002. $450/ mon. pg. 41

inclusive. Tele/oi ata wired. 704·676·5850 x 102.

The R L.Bryan Company Co rporate Qu a!ity Printing

S cializing in Catalogs, romotional Materials. ~l:.l.gaz- n ~ s . Ar nual Repocs, Directories, fine Art Prints Ch::.rleston • Cclu bia • Greemille Io:: al3 r;3-6700 or ToJ ree 1-800-476-1844 Hom~ Office: 301 (ireystone Bculevard Columb ~ a, SC zqz1 0 greate r C1;trlotte :Hz

februar y 2002 41

'WE FIND THE QUEE:'I('S

"WE HAVE PARTICIPATE::>

CUP STEEPLECH~ SE

IN THE QUEEN'S CUP

T::> BE AN EXCELLEIVT

STEEPLECHASE FOR

WAY TO ENTERI.:l.l!ff

THE PAS7 TWO 'tEARS. IT IS A

CLOSE FAMILY, FRIEI't OS

TER ."liFIC EVENT.

AND CVSTOMERS. ~IS

OUR CUSTOMERS AND THEIR FA MfLIES AND

EVENT STANDS OUT FOR

FRIEI'tDS ARE ThRILLED

ITS UNIQL1ENESS. IT I'S A GREAT MEETING PLACE

TO TAKE PART IH SUCH A

AND LOTS OF FU-r.l!"'

WONDERFUL DA Y-LOI'tu

ACrti!IT}' WJTH SO MAN DIFFERE ,...,T EVENTS •

DONALD H tV;.Cio;

DONALD HAACK DIAMONDS

BROOKLANDWOCD IS GORGEOL' S!''

55% firs· : ime atte · ded a race 45% Beer to a St3eJlechase befo -E 80% Wo• d return to s:eeplecha~ -~cE5 yea· after ye<JJ 18% Att£ • d pro b~seb3ll 3% Att£•d pro fo : tball 6% Att£•d pro gctf 5% Att£•d pro te·nis

Race =an

Femal~

Male

iesic~nce :

?1 ~o 32~o ;"2~o

Brokerage Firrr s 57% 43%

Race =an Ages: Under18 18-24 25-34 35-44 45-54 55-64 65-74 74 or ttlde--

2~.7%

].7%

42.1% 4< .8% 41.4% 1 7 .2°/o

1.1 °/o ~.8°/o

Educctio1 Level: Hi gh Scho=l Trade{Tec~ Diplorra Some:oll~e

Colleg= Gr=duate Gradu1te •T FrofesslJnal Degree

6.0':f, 10.5':t, 15.7':t, SO.O':t, 26.9':t,

Marit3l Status: Marrie<l Single Divorc:zd, Ole.

OV'fn t 1ei OII'Kl h::Jme Have a seccnd cn.<acaton ho11e Two o mJre EU:llilnts

7J.6% 15.9% 12.5%

fulse ·vic: brok•r Dis:o..,t t.roloer On·Li•= only bro ~e· Do1't i1vest 111 itha b·olc!r

57.1%

:. 5...2% S.!!% 12.3%

Cars: 01'\n: lease: ~5% Have three Jr rr c·r< ors 37 Yo t-2ve twa o rr CJ"~ • c.rs Plan t:: pt..-chaseo'l~ase 1~ ccr in ne<t .,.ecr:

.36..3% 13.4%

29.2%

To:al House1o d laccme: Unjer $50,0( .SSJ,COO • $149.)CO $1so.ooo- $24~.co:.> $250.000 or -no e

1~ 7% 60 3% 19 8% -; 2°/o

Own.' InVl!st l lrwol·Jec. : (o-nmJn Stock 1'-lltu;ll Fu ~ds Ch.;~r i ~i es

•Jt~er

3urve; l akEn

1 ~96!!.

2CCO.In : ludes both C•ueen's Cup

and nctionc. l su-ve!S. A·:CUr3C'!': 4°k- +/·

8Yoa~ cffnvited

~cffkn/1

r§fJ@k

C#JkM;

LP SOME GoOD CAl SES VVH LE ENJOYING A G E T TIME.

ck.mentlf~

3.fA3e//t'j &~/b J~

he Queen's Cup only comeE :mce :o. year. You don't want to miEE it. Ard this year you 'll also help the Cah ba Lands Conservancy and th= Susm G. Kamen Breast Cancer Fmm::lation. Call us today for detm?;:;.

APR I L

Spansorshi? , Hospitality and sale ::>f PSL's :; re now going on. Tickets will he availab le for sale on Janu.1ry 15, 2002

R3ces Rt-.::1 Rain or Shine!

CHARLOTT E STEEPLEC .-JASE 1· 2 SOMER STREET · W r\XHAW.

27 , 2002

.JC

ASSO C I AT I ON .

INC.

28173-E 761 · 704.843.7070 · WWV.'- Q1JEENSCUP.ORG

P~ert<odby:

.J!IlltEL

SOI'ITROL"

SUSAN

KOM EN

BR EAST CA CE R FOUNDATIO

D iane Tucker, vice presi dent and general manager of Infinity Broadcasting's W PEG/W BAV/WG IV Radio in Charlotte, recently achieved national recognition in receiving the United Negro College Fund's "Maya Angelou Tribute to Achievement" award and being listed by Radio Ink magazine as one of the "Fifty Best General Managers in Radio." Tucker is the first African-American woman to be Infinity Broadcasting's vice president/general manager, as well as only one out of three African-Americans selected for Radio Ink's Top Fifty List. Diane Tucker Saddle Creek Corporation , a major provider of warehousing, transportation, and logistics services, announced the appointment of Eric Z avattero as director of sales and marketing. Zavattero, who is based in Charlotte, will further expand the company's businesses, and will grow its multi-vendor consolidation, LTL services and custom packaging programs. Zavattero has 25 years of experience in both domestic and international logistics, and has held positions with RPM Transportation , Cargo Brokers International , and US Cold Storage.

Cricket Comfortable Wireless has named Charlie Mayhone retail sales manager for the Charlotte market. Mayhone will oversee all retail management and sales services for three retail locations in Charlotte. Mayhone brings more than a decade of sales and marketing experience to Cricket, having worked in various retail capacities in West Virginia, Kentucky, Ohio and North Carolina. The Charlotte Region Commercial Board of Realtors速 announced the annual winners of the 200 I CRCBR Industry and Service Awards . The awards are presented to Charlie Mayhone individuals who have furthered the industry, profession, or association over the past year, through their contribution of time, energy and resources.

The Cornerstone Award was presented to Carroll D. Gray, President of the Charlotte Chamber of Commerce, for his leadership and the resources to allow his Economic Development team to excel both domestically and internationally. The Realtor速 of the Year award was given to Joe Logan, retired vice president of McGuire Properties, lnc./TCN Worldwide , for his dedication to commercial real estate, the mentoring of fellow practitioners, and an on-going spirit for professionali sm. The Corporate Associate of the Year award was presented to Gray Benn ett of DSS Corporation for his commitment to building long-term relationships within the commercial real estate industry and CRCBR.

Paul McGowan

february 2002

The Tower Club, a private business, sports and social club in Uptown Charlotte owned by ClubCorp of America, has hired Paul McGowan as club manager. McGowan joined ClubCorp in 1997 and held food and beverage director positions with various organizations within the company including the Camelot Club in Baton Rouge, La. and the Tower Club of Charlotte. In 1999 he was accepted into ClubCorp's Club Management Development Program and spent five months training at clubs through out the nation. He completed this program at the top of his class before

accepting his first assignment at the prestigious Cardinal Club in Raleigh, N.C. Alliance of Professiona ls & Consu ltants, Inc . (APC), announces the promotion of AI Ulak from Business Development Manager to Vice President of Business Development. Mr. Ulak has significantly increased the number of clients and APC Business Development sales representatives and improved the focus on public relations.

APC, owned by Roy Roberts, its founder, is a certified Native American minority-owned business headquartered in Raleigh, with sales offices in Tampa, Fla. , Houston, Tx. and North Carolina offices in Charlotte, Greensboro, and Cary. Rob Sappenfield, Jr., owner of Sappenfield Staffing, Inc. , was awarded The AI Ulak George Washington Osmol ski Award at the recent Awards Banquet held at The Marriott City Center Hotel in Charlotte. The award is given to the person who demonstrates outstanding leadership and provides outstanding service to the electroplating society. Sappenfield had served as President of the AESF for 3 years prior to being awarded this honor. Jefferson W . Brown , partner in Kennedy Covington Lobdell & H ickman, LLP's real estate department, has been honored with the 200 I Vinroot Award . Named after the former Charlotte mayor, Richard Vinroot, the award is given for demonstrating "unselfish long-term leadership in the community.'' Brown's work in the area of economic development includes serving as chairman of the Chamber of Commerce's Business Advocacy Group, serving as general counsel for Jefferson W. Brown the Charlotte-Mecklenburg Development Corporation, and drafting the inner city Business Investment Grant program for the Charlotte Chamber of Commerce. In the area of transportation, Brown was commended for his current service as co-chair of the Citizens Transit Advisory Group and has been instrumental in creating policies and developing financial planning for the city's new transit system. Dr. Bruce Coh e n has joined Miller Orthopedic Clinic as a physician in the clinic 's Foot and Ankle Center. Dr. Cohen is a fellowship-trained, board-certified orthopedic surgeon,who completed his residency at Carolinas Medical Center. A graduate of the University of North Carolina at Chapel Hill , Dr. Cohen received his medical degree from the Medical College of Georgia in Augusta, Ga ., and completed both an internship and his residency at Carolinas Medical Center in Charlotte. Dr. Cohen also completed two fellowships in foot and ankle surgery: one at the Medical College of Wisconsin in Milwaukee , Wis., and the other at the American Sports Institute in Birmingh am, Ala. Dr. Cohen is certified by both the American Board of Orthopedic Surgery and the National Board of Medical Examiners. bi~

Bruce Cohen

greater charlotte biz

Bottom row (L-R): Cs110lyn Honol~; Marcie Whigh:n . .elF RECS; Ke til Stewa·t; Kim ho S:alli,.s, Brolte . Gfit ~itldle Rl'w: Joy Setza-, GRI, Broker; Rob McG•ir:; Marllfla Rnch Gills; Ma -th C. P-e;;sley, Broker; Top Row: Jeff Barl<le~. Broker• .t!3R;:: ris Barr;· Ber.nett, AER: Bev Matthews, Broker Winnsie Apple; Steve Lappin. Br:JIIr«. Realtor; Raphael Goldstei•. !to! pictured: RI.BE B ioH, M~rra Frankln, En:ily G aub, MBf! Pa~:e Fegiater, C!Wp Wright, Ken Friecman

The honor of your presence will be requested at galas and soirees.

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

Carolina Volkswagen (Nothing could be finer) 7800 E. Independence Blvd . at Krefeld Dr. Charlotte, NC 28227 704-537-2336 â&#x20AC;˘ 1-800-489-2336 www.carolinavw.net

ÂŠ 2001 VoiJ.s..:,gen

DRM WI O<WI.COM