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Grant Thornton "'. AF,, <non u,, of '"'"'1/y <on,ideci ng ou, OP,ioo, foe ,h, fu '"" of A,hu, And"""·, c,o/in., P""'"- We," ddigh,_ 'd m """ge" Gc,oc Tho<mon LLP, ' ficm •h, <h,, ou, P"<ion foe ""'ing dyn,,;, middl, <omponi«. in fir 1924, Gc,ncour Thoen mn """ public, od Foond,d rhe srraregic between groups.

pci"'<c)i,n~

"'"ke'

•hmugh , "'<wock of 656 o/li,, ond 109 nnio;_ Whit, ""'PP'<ci,,d •h, <cop, of •h, '<<oocc, of ,h, Gc,n, Thoen'"'' ocgon;,,ioo, wh, "'1/y "'""'d "'w, 000

A,h oc And"''"·, C. coli"" pm,;, w., d'>o«d •o •h< """ <ype, of d;,,, 'h" Gc,n' Thom <on h., been ""''ng foe mio, connibo.,, in imPttcab/, di'"'wi ""'" cepoc,ion "gh' wh;u, d'"d". W, w,, •o ponicol,ly imP'""d ch Gmn' Thom <on·, '<nph.,;, on ""i " ' oi ng , high P"'""·-•o-d;, ,

,~,

W, '" dd igh«d <ombioing wi,h Gc,,, Tho<o,on ollo.,.,d "' w keep ,h, "'' mojo,;'Y of ooc ,o/, «d C.m/; , '""' inmq, ond b,; ng •oge,h, •h, <kill, of 21 P"'"'" ond 200 '"'ployee,, '"'king Gc,n, Tho,n '"" ,h, choice fo, Coco/in., <omponi«' "'""nee, ""' '"d bu.in,, 'dvi<ocy need,_ W, hov,, wodd-d,, '"' P'>'<ice, ,h,0 d,pU, Md services. 0 bc,.du, of which ;, unm,u,oo in ,h, C.m/in,, "wd/" I'Oding "'"""'" ond hu,;n., odvi<ory "'"""'"in "''"'o&, ,_ ing, ond '""'"""ion, ''mil ond di<nibD<ion, «<hnology, h<'a!,h ""· ""''""· /i<igo,ion '"PP<m ond finondo)

<ell"""

W, '" very Pmod '" "Y 'h" Gc, n' Tho,nmo h., ogceed m li,/filJ Auh oc And"""·, ch,;,,b/, <om mi '"''" n in Chodou,, Colo mbio ond Gce,n,boco - •hcee of ,h, ci ,;., wh"-' Anh u, And""" ollice, hov, bec , , poe, of Gc, , Thocn,on. Th;, "'"'"'""''"' •o ooc om!in, common;,;, ;, Y'< ono,hec ""on Gmn, Thommo ""' 'h' cigh, 6, 0

1,.,

Do,ing 'h"' p,, f,., <non,h,, w, hov, "'l""'d """Y opponoo;,;, foe ou, p<op/,, ond w, hod, <honce , 0 righr for wh, you. w, '<ol/y """"d ro do. In ch, 'nd, w, w'"«d m <nok, ,h, <igh, choice foe ou, <ommoniry, ou, cl>inkchoice u,,oogh di"'" ond ou, P<op),-' b'>nd "'W choice foe d" c,olin, "'"kecploc,_ C,IJ "''lee"' <how you why w, '" ,h, 0

Mike McGuire, CPA Carolinas Managing Parrner Don Bailey Mark Ballew Jeff Burgess, CPA Rob Byrd, CPA Alan Day, CPA Brad Gabosch, CPA Doug Gawrych, CPA

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Karhy HabluerzeJ, CPA Kelly ]ones Gil Kayron John Keener, CPA Scorr King, CPA Sreve Menake1; CPA Mike Ryan, CPA

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Expecting the Best by Steven D. Huff

Pete Rose, in the year he would break Ty Cobb's "all time hits" record, was interviewed during spring training. One reporter blurted out, "Pete, you only need 78 hits to break the record. How many times at-bat do you think you'll need to get the 78 hits?" Without hesitation, Pete just stared at the reporter and very bluntly aid, "78." The reporter yelled back, "Oh, come on Pete, you don't expect to get 78 hits in 78 at-bats do you?" Pete Rose calmly gave this explanation to his seemingly boastful claim. "Every time I step up to the plate, I expect to get a hit! If I don't expect to get a hit, I have no right to step into the batter' s box in the first place."

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If we set our sights high, we might not achieve everything we expect. But we will achieve much more than we would by setting our sights low. Sam Walton was right when he said, "High expectations are the key to everything." Most people tend to become what they expect of themselves. Good companies have a unique opportunity to succeed if they will just learn to see and expect what could be rather than just see things the way they are right now. Expect the best from yourself and the people around you.

Here are two advantages of expecting the best: Expectations help us measure the possibilities Expecting the best doesn't necessarily mean expecting the unrealistic. As Margaret Deland observed, "A pint can't hold a quart. If it holds a pint, it is doing all that is expected of it." Likewise, with people, expect the best possible from each person with whom you deal. They will learn to accomplish more than they would without the expectations. And more importantly, those expectations will help them measure whether they are living up to their own potential.

Jennifer S. Bryson Expectations help us plan for the future Expecting the best is similar to having goals: it allows you to see future possibilities. Richard DeVoss once said, "Life ... It tends to respond to our outlook, to shape itself to meet our expectations." Of course, just wishing something doesn't make it so. But our expectations tend to direct our steps, and as we take those steps, we move toward our desired future.

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~EXCELLENCE IN BUSINESSM

Newsletter

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

22cove

Struggling to Keep the Gateway to Opportunity Open Already fighting a state funding system that pres1dent Tony Zeiss says is b1ased, Central Piedmont Community College is now facing cuts resulting from the state budget cnsis that w ill senously threaten its ability to open doors to better opportunities for thousands of students. And that says Zeiss, IS a threat that Wlll affect the economic recovery of the reg1on.

10 Traveling Through Down Times

de artments

T he entire travel industry has been undergoIng an identity cris1s for the last several years, and travel agenoes have been among the

publisher's post

employers biz

hardest hit entities. But Valerie Wilson Travel, an agency based 1n N ew York and expanding 1nto Charlotte, has found an Innovative approach to adapt1ng to the new environment and has brought Candy Geiler on board to direct it.

community biz

14 Coming Out of the Closet

The Charlotte Repertory Theatre creates professional productions

plays and musicals fro m the

ground up, combining regional and national talent.

Starting with just over $300,000 in seed money, Stephen Benson opened his first mini-storage facility 1n Matthews 1n 1981. N ow, he and his son

biz digest

on top

biz resource guide

David have built Momngstar Storage Centers, LLC 1nto a multi-million dollar company with 49 locatJons 1n the Carolinas, help1ng people preserve what comes out of the closet as well as what won't frt: 1n.

Building an International Legend

18 ~

.t.

At a t1me when most of the dot-com world has already dot-bombed, one Charlotte-

based technology company, Nutech Solut1ons, Inc., has been amass1ng a name for itself-

â&#x20AC;˘ on the cover:

well, quite a few names in fact. In the past year, it has attracted Bill Gaither, fonmer C EO of H eafner Tire Group in Lincolnt on, Hugh McColl, fonmer CEO of Bank of America, and Lech W alesa, N obel laureate and fonmer president o f Poland, to its board of directors.

This month's cover featu res D1: Anthony Zeiss in the courtyard of Central Piedmont Community College. Photo by Way ne Morris.

A Lock on the Market The White H ouse and Pentagon rely on them. So does the Louvre. The most valuable doors in the world are protected by state-of-the-art lock1ng solutions from YSG Door Secunty Consultants, the Monroe, North Carol1na-based division of ASSA ABLOY Group.

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cliaflotte iz ju l y 2002 3

cliaflotte

[publisher'spost] Wi

July 2002

Pledge Your Support to Our Community Colleges and Our Economic Recovery Sponsor a Class at CPCC for Only $1 ,650!

Vo lume 3 • Issue 7 Publisher John Paul Gal les jgalles@greatercharlottebiz.com

A s soci a te Publisher/Editor Mary I A. Lane maryl.a.lane@greatercharlottebiz.com

Cre ative Director/Asst. Editor Brandon Jordan bjordan@greatercharlottebiz.com

Account Executive Lindsey D. Trausch ltrausch@greatercharlottebiz.com

Contributing Writers Nan Bauroth Heather Head Casey Jacobus Chris Jensen John Rehkop

Contributing Photographer Wayne Morris

Greater Charlotte Biz is published 12 times per year by: Galles Communications Group, Inc. 560 I 77 Center Drive , Suite 250 Charlotte, NC 28217-0735 www.greatercharlottebiz.com 704.676.5850 Phone 704.676.5853 Fax

At a time when our economic slowdown has constrained fiscal budgets most critically, it is more important than ever to replenish the resources of our workforce to hasten economic recovery. The general slowing of the economy means out·of·work employees are seeking retraining for new occupations, pushing enrollments up at schools across the country as much as 15 percent. With unemJohn Paul Galles, Publisher ployment up, especially in our area because of significant number of layoffs in textiles and manu· facturing, demand for the educational services at community colleges is at an all·time high. Central Piedmont Community College (CPCC), the largest of our state's 58 community colleges, has seen an increase in enrollment of over 10 percent in the last year alone, and preregistration for fall courses is already up 120 percent. At the same time, CPCC is facing cuts of up to 10 percent from Raleigh and 5.5 percent at the county level; this after having already lost four percent and two percent of its budget in cuts the previous two years. Last year, CPCC was forced to trim over 250 courses from its schedule, this summer about 200, this fall another 500, and it may be necessary to cancel as many as 1,000 more! Fortunately, community college presidents, like Tony Zeiss at CPCC, are being proactive and challenging the community to meet the costs of rising enrollment. The CPCC Foundation is actively soliciting contributions from area businesses and entrepreneurs, asking them to sponsor classes for the $1,650 cost of a part-time instructor for each three-hour, semester-long class. That $1,650 may help teach a student to speak English as a second language, or may teach him or her to use a computer, or may educate that student to think or speak or write or draw in a new way to be productive in a changing job market. And, that student may be a current employee of yours or may become an employee of yours. Any business or individual may contribute any amount in cash as a lump sum or make a pledge of payments to be made by December 31, 2002. By making an unrestricted pledge, you give CPCC the ability to apply those dollars to the highest priority classes needed. Your contribution will serve your business, your customers, your employees and your community as a whole. Of course, as a nonprofit organization, contributions to the CPCC Foundation are tax-deductible. A number of Charlotte businesses have already stepped forward to sponsor CPCC classes including: Loftin & Company Printers, Pepsi-Cola Bottling Co. of Charlotte, Harper Corp. of America, Epley Associates, and First Trust Bank. Nearly every business in this community has benefited from the education and training that community colleges have delivered to employees in our enterprises. Your contribution will place your name on their honor roll or you may choose to remain anonymous. Your pledge or contribution now can help thousands of potential students prepare for their next jobs or improve their performance at their current jobs. To find out more about this worthy sponsorship opportunity, simply call Brenda Lea or Reade Baker at the CPCC Foundation (704330-6869). Or, fax or write using the form below. Or even better, send them a check for $1,650 now! j

Press releases and other news-related information, please fax to the attention of " Editor" or e-mail: editor@greatercharlottebiz.com Editorial or advertising inquiries, please call or fax at the numbers above or e-mai l: info@greatercharlottebiz.com Subscription inquiries or change of address, please call or fax at the numbers above or visit our Web site: www.greatercharlottebiz.com

Central Piedmon t Community College Foundation Inc. Fax 704-33 0-62 33

Yes, we would like to be contacted with regard to sponsoring a course at CPCC. Yes, we would like to know more about sponsoring a course at CPCC. Please send us information . Name: ____________ Phone#:

Fax#:

prohibited. Products named in these pages are trade names or trademarks of their respective compani es. Th e opinions expresse d herein are not necessarily

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

ju l y 2002

(Date)

(S ignature)

The CPCC Fo undation is a 501 (c) 3 orga nization eligible to re ceive tax- dedu cti ble gifts . P.O. Box 35009 Charl otte, NC 28 235· 5009

greater c h ar lotte biz

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The

EMPlOYE s A SSOCIATI9V The Employers Association is a nc•nOro(;t Charlotte organization that serve~ as a :orr.p-~ hensive source for human resources an:' :rcinhg services targeted to keeping area mem.:a- b_•siness owners, managers and exewtives :trea>l of current developments and concerns • the human resources arena. Foundec i'l I ~B. the Association maintains a broad-ba~ed .'Tl~b~ .- ship of over 700 companies from all in.vstries in the greater Charlotte region. As one of over 70 nonprofit -/P, CS!a:;aricns nationally providing HR services to regJCJJal memberships, The Employers Asscciatior:; ~cPct> information from its own members and ~.1gages in a national information exchange amc•1J ai. Employer Association Group memJers WJder :he auspices of the National Association of Manufacturers.

LEgislatiYe and Reguhtory Highhgrrts for .Area Employers special clothing is required in a chenical

arplo:-er makes f-eeue1t, Ln-lateral changes,

pla•t).Yet if chc.ng-ng clones is merely for

la~ing employees

the cenvenienCE cf the employee, i: s con-

t-at the s·tstem v-.11 be :ollcwed would Ce

sidere:l "prelirrinary" or

"postl i 11in~--y'

act v-

diferently :ro-n

system that already

ontains so mary Exo:eFtiors that "one fu •-

Secion 785.26 ar::l Se.:tion 3 (o) al cvw for a

ther ex:ceJtion is IJ11 key te matter. '

poen:ial excep:ioo to the rule. wh~ the exp-e~s

terms :>f •:ustom or pnctice under a

colective-barg;:o ni1g agreement excluce the

Enpbyers sh::>Uid take care in ensuring t'l<lt pol ides, such a.; senicr ty, are fcllow-:d fc. rly <Wld consi;te!ltly 1nd requests for

cha.1ghg clothes lrom we rking time P:rdu:

r;:asorable accommoduiCil are reviev,ed

c.nd other

co a cJse-by-case

empo~rs

i1 the

poul:r~

indu;try

have P-lied on :hi:. exception, and for ;--ears

sig~

t~ e

:a me

bJsi~.

(711e 1\ ew {ork

Stree!)cum:~l)

Fraud

Tyson Foods, ti-e 1atie11's largest pe·ultry pro::lucer, for

Wall

• V(orkers' C :>mp/Hea t:h Ins rane e

of t1e Perdue set:errent, the Labor Del'artment is 'lC"V s:ttirg their

T11~s. ThE

vra~e

the DOL did n·Jt -aise the issue. In the

is~ ue. Ty;on ha~

Emplo)'ers cur eltl)· usilg Employee

vwith-

l=a:sing Comparie:; (ELCs) an:! F1'0fessio1al

dra••m from volu rTary dis:ussio1s vr:r the

E1:.lorer :Jrgariza:ic•ns (PE::s) should be

Labx Departrrer: in this matter, ~h•-s a ;u t

aware of.., alert r.:cently issued by the North Carolira Depart11-=nt of Insurance

Wages

.Accorcing to the

Perdue Farms, one of the nation';

ity 1nd is not V"Or<ing time. Howe~ -.

was filed. (Wall 5tl'l'et }ourna~

• Perdue Pays $1 0 Million ir Back

ju~ed

'Nith reduced exrecta:ieols

• Supreme Col.rt Ru les

~' OJOI, e2rtah

(t..JCDO~ .

ELCs an:!

P=os rave offered nene<istert vworlcers' ccrn-

011

largest poultry companies, has "'clunuril)'

Reasonable Acx:ommodation

po:r.sati•Jn 1nd/or heail:h nsu-cc.nce ccverage to

agreed to pay $10 million in ba·:k ~es to

anc SenioritY S.yst:ms

employ=es of clien: comJanies.

25,000 former and current employee; co'l-

cerning "clothes changing time." The :.J.S. Department of Labor had filed suit

tain jobs should be paid while rnangi -,g in:x: e~ipma-1:

thl«:

re~sonable

Americans With Cisab lities Act (A[).A.) will notne:essarily

::>~rride

an emrloyer's

pay its employees an additional eight rrinu:es

baggage handler v. 10 invoked his

Jer day for time spent changing clcd· ;:;. The

rrgh:s and was terrporaril:'

;1greement goes back two years, wh c 1 is t::t.!

phy~ically

ha~

beeiT i1 d s-

~rways

ority

assi~ed ::J

c~ra~:e

"Vithout settin5 aside adeeuate

re:;erves

pay ::Ia rrs <Wld without octain rng

ap::Jrop- iate state i:e.nsure. A.no:her scam

valic seniority s.•stem.-he ruling stemned from a case invclvng a1 injured US

1ormal limitation period under the IC"'V.

ten :ling to self-fun:: workers' ccrnpensatt:>.n

ac.:o1m::dation under the

are specific to their job. Perdue agree:l to

The Labor Department

One scam i '.<>l\·es PEOs and ELCs pr=-

has ruled that .., anpi·Jyee's reque!it for

~ainst

the company saying that emplo:-ees i- :erwork clothes and protective

Tbe Unitec S2tes. S'-4'reme Cc·Lr:

l e~s

taxing jCJ in the mailr:>om 0/h:n

ir-...olve:; false statement:; thJt work ccmp co."erage or health irsurance is Jeirg Jnde · wo-i:ten or reinsur:-<1 by a licensed insurer Wlen nere is no sL r~nce.

~urn

LnderNriting o r rein-

Of:en errploye-s do net detect t::t.!

he leamed that tvo ot1er more sen or

scc.ms before they Jre s1ddle::t vwith unpa e

emporees inter de:! to bid on his

w:•rkers' ccmp or 1ealt1 benefit claims.

11'<.

lroorr

Errployers wh:> have cuestion:; or con-

:ussions with Perdue for three years :on-

job, : he employee ;asked LS Air..tays: to

:erning this matter. Perdue, like most. :xhe--

accemmodate Hs liisatilit:< by rraking c.n

ce -.,s aboJt the in;urance cove rag: be ng

except on to th e senio-ity systeT so that he

ofered in connec: 01 with ELC or PEO

coul::t remain or ti-e joo. Ultima: ely, the

co-xracts a•e urge::t to

COfl'1'any refuse.:! llis request.

C:;nsumer Serv ces :Ji,·isicn or the Ncrth

:ompanies in this line of work, has ncx : heir employees for time spent

~ai:J

cha 1g~

rrt:>

·Nork clothes. The Fair Labor Stardar:s Act :commonly called the Wage/HoJr Law; , is a

In a 5-4 decisio:-n, t~ · e Court helc tl-lat in

.Jit confusing in this area. In general. Section

mos: c1.ses, a vaid ! eniorit:- system vn l ca-ry

785.24 requires that employers must JlY

grea:er weight trail a requ est fo - rearonable

employees for changing clothes ti'Tle, f s um

acccmmodation However, the rLiing

clothing is required as an integral par: of <..1

short d saying tlaLSenl:>ri:y sys:ems will

employee's "principal activity" (such

ueater charlotte biz

~ wh~re

~:cpped

alwa.rs xevaii.A se- iority system in \0-."hich the

cort~ct

the NCDOI

C:1rolirta I dustrial Commi.>sior . (CAl

lvboagtmEnt •

_aw~uics

Ne.v~ letter:•

Stemming

r~om

0..-z rt ·me Issues Or the Rise The nir La.xr Sta1darcshct ·Nas

)o-

july 2002 7

rial," "admilistrative," or "professional."

pas:=ed in 1938 and renai ns n much the

Ac:ording to plaintiffs' attorneys, com-

:;arre form as when it origir.:3.lly became aw Most em::>loye rs are farliliar with at e1:t two of the requiremer :s of the law, Tlirimum wat;e and

ov~rti-ne

compensa-

::>tt~n

been tre source o: cc-,fusion, mis-

:13~ification,

after 5:00 p.m., during ur pai::J lunch hours

reduce lc.b;:,r costs. Employers argue that

and for time spent on weekends

confusion arises over how to define who is

ng work-related

is a prcies;ional and what constitutes "out-

at use, complaints and now,

;igrificant lavwsuit

side sal:s.' Positio1s that are often incor-

settleme~s.

rectly

das~ed

provision

Last year; tle so-called collective

"lachine technicians for work performed

panies imrroperly classify employees to

actual ly ca -rying OJt managerial duties, who

: ion . It is the la:ter, howevec: t hat has most

·:ompany is alleged to ha1e not paid copy-

~re

as "exempt" from the overtime insurance claims adjusters,

Ktons" broLght under the =air Labor

admini:trat.ive assistants, inside sales/cus-

purch~s

supplie~.

Many of the class-action cases began n California where state

law~

a '= particularl:t

employee-friendly. In order to be classifiec as a manager, California wage ard 1our laws require that employers do:ument that an i'1dividual spends more thc.n 5J% of his/her

Sta1dards Act. (FLSA) exceE-:led the num-

tomer ;ervice representatives, computer

time engaged in managerial functions. Federal

be r of class actions alleging o:mployment

employees and route sales staff.The FLSA

law applies a more flexible sta1dard.

dis•: riminatiol. Tens of thou;ands of

does n-ake it clear that it is the duties that

erroloyees around the cour :ry have

the em:> oyee actLally carries out, not his or

employment lawyers say the

da:rned in lawsuits that :he - employers

her title, V"hich must be considered in deter-

easy to apply to new job arrangements such

ha-..e cheated them ou: of CJertime pay.

mining the exemp: status.

as flex-time. Calls to overhaul the statute

Th: settlerrents in some o· the suits have b:~n

large,

-~nJing

Tt-e other common overtime com-

from $2'C million to $90

plaint is t1at companies require employ-

milion dollars. The overtime rules tnat 1ave been a part o( : he

FLSA since ts inceptirn generally

reruire the

p~yment

of time-;ond-a-half to

p;~yroll

woro<week.The fede-allaw, however,

l~vt

isn't always

haven't produced much pr:::>gress. Congress has occasionally "tinkered' with the FLSA. In

ees to work off the clock. A suit filed

1996, certain high-earning conputer employ-

against VItal-Mart in New York state court,

ees were added to the list of employees

which is

e"'loyees who work more ::l<l.n 40 hours in

The FLSA is decades •:Jid, and some

~imilar

to many filed against the

who could be considered exeTpt from tre

chain <.roJnd the country, alleges that

overtime requirement. Oe1er employees

store em ployees were routinely told to

who may be exempt from overtime laws

punch out when the store closed and

under the FLSA include: beekeepers, holl:t

carves out nLmerous e:<emp::::ons for certain

then required :o keep working. In a suit

wreath weavers, truck dri"'ers who cross

e~loyees,

against 1" inolta Business Solutions, the

state lines, seasonal amuseme1t park wor,<-

in:ILding those deemed "manage-

ers, and all agricultural wcrke -s. (The Wall

Street journa0

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• EEOC Settles $1.8 Million Racia

Harassment Suit A racial harassment lawsJit was setded recently for $1.825 million, according to the Equal Employment Opporturity Commission (EEOC). The lawsuit was iled against

TARGETED GOLF '"

Scientific Colors, Inc. (dba Apollo Colors) . a manufacturer of pigments used in printing inks, after failed attempts :o reach a voluntary settlement. Violations inv::>lved racist graffiti, the display of hang-nan's nooses and racial epithets at the Rocl:dale, IL facility. In addition to the financial p1ynent and injunction prohibiting future racial harassment, the settlement requires thatApo lo Colors adopt and implement pre1entative discrinination measures. The compary must develop a policy against racial harassment, provide training for managers and errployees and periodically report to the EEOC regardirg any complaints of persisti 1g racial harassment. An EEOC attorney stated that this case was of particular importance as it addressed a problem that pe sists in mary manufacturing and produo:tiol settings -

july 2002

greater charlotte bic:

1-arassment in the form of graffiti. This case is a reminder for employers

Direct. om·

of the importance of maintaining a harassment-free work environment. The courts have repeatedly stated that it is the employ-

A Divisicn of Providence Technolcgjes, Inc.

er's responsibility to know what is going o n in their workplace. Employers must also ha.e

a process in place that allows for any inappropriate activity to be quickly investigated an:l 3ddressed. (EA Facts, Bulletin 5, Volume 46)

WE BUY ~D SELL SA

Srdutions • Tape So utions • RoutersiS

ilrh=s

• Smoking Costs $150 Billion Annually

The Center for Disease Control anc

nr•

Prevention (CDC) estimates that, in terms of medical costs and lost productivity, smoking costs the country in excess of $1 SO billion annually. Smoking remains the leading

\iii .!o nf001atioa lives

ca u s ~

of preventable deaths in the U.S., contr bu:.-

ing to 440,000 deaths each year.

5TORACETEK

Quantum

Current research from the CDC reinforces the value of workplace smoking cessation programs. According to the l<.t"'st research from the Society for Human Resource Management (SHRM) , 29 pe--cent

~01 ~ North Tryon Stre:Jt, Ch a-lotte. NC 2~):) (704) 370-)744 • fax (704 1~-10 - 6300 \'IMW.sa rd rect :o1 4

of employers offer smoking cessation pr::>grams. The Employers Association 200 I

You - 1orage

rea

etwork and Back•p Prot:ucts Pro\lider

Policies, Practices & Benefits survey indicates that of the companies surveyed, approximately 14 percent offer some tyr:e

)1\KE N'-'RMA

of smoking cessation benefit. On average, adult men and womer smokers lost 13.2 and 14.5 years, respecti tely, due to smoking. In a separate study released by RAND, it was found that smo<ers generate medical service costs 21 percent higher and drug costs 30 percent higher than non-smokers. For employers looki"1g to manage rising health care coverage costs. smoking cessation and other wellness

~lc.ns

may provide opportunities to better manage costs. (www.benefttnews.com)

Each month The Employers Association

offer~

its

members various services: a monthly newsletter, The Management Report, informing merr ber~ on new legislation and trends affecting humcn resources; a comprehensive Web site <www.employersassoc.com>; human resource and computer training; payroll services; an :i a human resources advice hotline. For rro:e information on the above excerpts from The Management Report or for membership info -motion in The Employers Association, please call

Laura Hampton ot 704-522-80 I I or visit their Web site at www.employersassoc.com.

greater charlotte biz

35~0 Highway . 50

E • Denv~r. ~C 704-483-554o • Fa..x 704-483-135S www.lakenc rman.-.arina.com

biz jL

-,~

::.oo?.

by heatr :! r head

Travelin~

Down Ti How One Travel J.L\genc., • is Succeeding Despite the Odds by Turning Competition into Co ab ation It's no secret tlut the entire travel mdJstry has been uLdergoing an immense identity crisis fJr several years no\.J, and travel agencies have been among the hardest hit ent·ties in the changi:lg ~vi ronment. But Valerie Wilson Tra·.rd, Inc.

<www.vwti.com>, an agency bas""d n New York and expanding into Ourlotte, has found an bnovative approacr to adapting to th ~ new environment a:- ::I is growing by lee. ps and bounds wh·le still maintaining th old-fashioned friE:r_dly service customers demand. Weathering tile Storm In "the old days" (five years ago\ tra'.el agencies offered their services f:-~e of charge to conSJmers, because th~y rru.de their money oo sales commissions fr::·m

greater crarlotte biz

the airlines. But with airlines .md other travel industries struggling to stay afloc.t, commissions have steadily b~n reduced over the past few years until final!;' thcj have been cut to zero--hardly enough to generate large profits for ager.ts. Instead, agencies have !:-ad to resort to actually charging fees for their ser,ices. It was a pill too bitter fo: many to swallow- according to Ca::dy K Ge b, CEO of the new Charlotte branch of Valerie Wilson Travel. "Hu:xlred3 of agencies went out of business bccau~e they couldn't adjust." To make the pill even rrore bitter. in addition to the elimination of airline coomissions, agencies face fierce competition from Internet reservation se:vice~ offerir.g bargain rates and multiple ::ave! serv.c.es.

:n the ne·.., dirru-c, w mp;:titicn br sur..rival is bn.·al. Snu.ll a5en.:ies n: hc.:::lest hit; tl:-cir s1:re hm·ts t::-.eir a.:J lily tc ·Joth negoL:.ne deals -or their che-r~ ad attract nt"V c ie::Ls, e3peCially _l-e la_se corpora-c ::lientclc that has te :om;: b-: ad and bw..::Er fo - t-e _ndustry. f 2"V e~n

of the hnge a~:c: es have be::n atle

rt ~ a ily

to ad: '-~ to th:: ti:ne~. Valerie V:il:on -::-13'\T::l however, bs no _

eo y survivec. ::ut :1:-.r"Ed in the new rn·lin::1.:nent, and rot jL~ l:ecause it's c la-ge ~ncy with ~ttentic·r to 5erv:ce ard Vllue I..= owners h"'·e fou.:d an innovati•e \.JJ)' t.: grow their ·Jusi:le:s c.rd help othu 9:lalle; com ~·:mies ·1:3.y a.loat, by urr:i:lg c·=mpetition .nlo ccUab:naticn. ~

july 2CC•2 I

Coming m l nder the Umb ·c 1a Like many small business owne ~ s Candy Geiler takes pride in her coapny's brand name. Having served the Charlotte market for nearly t\-\-enty years now, she has buill a solid bu.= ;_mss on providing travel services to corpL•rate and leisure clients. The ccmpa:-ry has grown steadily, incorporate:! as Professional Travel Services, lnc. , an:i now known as Accent on Travel of Charlotte , lnc. , which it purch3sed along the way. But it was not immu'lC to the downturn in the travel e>:onOn)-. and Geiler has been constantly searc.iing for new ways to make her business a success. Frank Hoeslich owns a bran.::h of Valerie Wilson Travel in South Carolim and had been tryi ng for years to bring Geiler under the Valerie Wilson Travel umbrella. "He would call me up ,'. says Geiler, "and l would say, 'Frank, wou~::: you please tell me what you wan: and leave me alone because l don't WJnt t:) sell my agency. "' Geiler had no intere~ : ir selling her business, changing he~ nam~ , or otherwise giving up any of the ground she had worked for. But Hoeslich was persistent. Finally, Geiler agreed to talk to Valer-E Wilson Travel, hoping to get HoesLch off her back. What she learned in doin§ so impressed her so deeply that soon ste was in negotiations to join a mer~r tha : would create a new Valerie Wilsor. TraY:::! :)ffice in Charlotte. "l've been in tte bt:.= :1ess since '77 , and l've never seen a cc:nJany as impressive as Valerie Wils·=·n Travel," says Geiler. "Valerie owns the business and her two daughters at:: the

executive branch ... and I don't think I've ever seen individuals so dedicated to quality. " Valerie Wilson Travel's model allows small agencies lO retain their brand iC.entities , employees, owners, and cliente~e, while taking advantage of the corporate mass of Valerie v\'ilson Travel. Member agencies-called ''affiliates"-come together in a conunon :orporate space under the umbrella of Valerie Wilson Travel, sharing resources, partnership~ , and admin istrath·e services. The members gain access to all the benefits and resources of Valerie Wilson Travel, but retain their own personal approach to service and their client base.

"I \'l' hecn in a.hc busitu·ss since '77, and

nc,·er sr.en a com pam

as imprcs ... he as \akrie \\ilson Tnn cl. Valerie

and hl·r

l\\O

O\.\ ns

the buo;;iness

daughtns arc the

e ·ccuth branch ... and I don't think 1\·{ ever .,ee indh iduals so ckdicated

qualit)'."

- and Gdler. e ecutivc director i.lf

Valerie \\'ilson 1 ra\ cl of Charloue

A client entering the new office is greeted by a Valene Wilson Travel receptionist. Existmg clients are referred tc the same agency and the same person they have always worked with; new clients are referred on an equitable basis to a member agency. Valerie Wilson Travel is able to offer these benefits to me::nber agencies by charging them a pe:-centage of sales. For

Valerie Wilson Travel Solutions Elimination of airline commissions

Fees for services to clients

Competition from online reservation services

Personal touch and attention to detail, client relationships

Too many agencies competing for the same shrinking market

Consolidation and co,laboration

Costs that remain the same while revenues shrink

Sharing resources with member agencies

july 2002

most agencies, this fee is less than they are currently paying in overhead, and therefore represents a bottom line savings. Valerie Wilson Travel , in addition to bringing members in under its umbrella and access to its relationships with travel services companies, provides office space, telephone, Internet connections, marketing, administrative services, and many other resources that the agencies would ordinarily have to provide for themselves.

\ Shared \'i.;ion Geiler still owns Professional Travel and Accent on Travel, but operates them under the umbrella of Valerie Wilson Travel. Her companies have been in business since 1984, and before that she worked for Eastern Airlines. Because of her expertise and a shared vision for the travel agency industry she was chosen to serve as executive director for the new Valerie Wilson Travel office in Charlotte. Although the travel industry has changed dramatically since Geiler opened Professional Travel in 1984, some things have stayed the same. "One thing that doesn't change is the fact that we care about our clients ," says Geiler. "They are more than a dollar sign; they become your friends and you try harder. " Geiler's commitment to service parallels Valerie Wilson Travel's own vision. Though it is one of the largest travel agencies in the U.S., Valerie Wilson Travel has remained committed to the values it was founded upon-service and savings. The company$ owner and namesake, Valetie Ann Wilson, was herself a corporate traveler before founding the company twenty years ago. She saw a lack of expertise and good service in the industry and decided to provide it herself. Competing in one of the nation's largest (and toughest) markets, that of New York City, Wilson distinguished herself with the attemion she paid to each client's specific needs, and her business grew steadily through referrals from highly satisfied clients. When the industry began to change, Wilson showed her colors again by responding and adapting. Geiler shares Wilson's commitment to customer service. This is critical in a market competing with online reservation

greater charlotte biz

sen,i:es ',\'hi.o: cnbne 5~vic .:::o c:1 s:-:Jetirr_e:; o Te- equtv:: ent :r owe: pice:: ~ th•JSr reg.)tT.:d ·::-:, p-cf~·cd J:lvcl ag::rts, V;;~l::ri:: -;;v .son -=-ra·n.l ;m.: ils JlJiliates orer sen. :e:; thm go be-,cr _ p·:~ cc::n:ua ris:r:1. 'It$ de 4JCL.ise :acto::-: 3::1:"" ~l~r. Ho:r agc:n::' Es k~e :• cliwt tE,"El inlo : :n~ tion in a "Jr::file g> th:Jt c.ie::ll:; c:-1. s •ply call JP"" th ~-- ~ : I tra\el p .ar::; an:i th: a§ert can .ake a:re o:· "U ~he :iz..= ils ...Ve kno-;v U.r ~ milr or 'W~l.•X"e::- :s r:':" :: r_d cc:1· sL. in :1 rid:. e ~~r. -,.re·toe --£1.i .u wnJ- h s higJ-. -ni eage acc·x :rs, _nd s·: on-sc th::re's ar-; nLn.:er 1 J11rgs ,.,.e deo C) pe-scllL .zE _he ~:vi:.::-., ExpC'-ise ;:~]so me01r:.s k::- c"''l!J§; J- 0\\ to get he b.~.t ceal> "Me o- t:x : m~ w~ SGvE C·UT •: ~'03 S gnific:nt I!Die ' 5<.·,~ Geil::r. "n.ere 3rE so nmy \v'rtJ3 cut .he d.:a if yC·J knc\1" -·,e bt:sines:; ,, "Anctxr · :l..:tg is ::r.n ::lio:n·s =.:e :J.:r frie d~ tLeSE are : •eopl:: ·,.e cae : bo __·· acC3 Ceikr. \1::~k..- g an o-.li:~ere: _:v..Jt:iJn rna:, be ~.rf'icient bra dte2.-:> bo.i:b? : .rfcre here or t..h.::-n:, "bLt :~-e bJ t::;m l nc is pu c<II't get "lE.l feel-gox'd fo:di~ vAul

great-::r

:1rlot~e

ti:"

y:u'r:: typin5 mt: 1 comp1ter as when y:m c::.l ..:p and 3p:·.a·< Ni·h someone you'rE fanilia- ~b. an:: :>ur clien:s knew the. .. " -=-his c~ _enticn to personal servic ::c· rr_bi-ed wit:J. 'nlen:: 'Ntlson Trave ··~. i :-~ovctivl": rrch.::d o ~ b::-inging in foto.erly ~01-?Etir..; age:ncies and helph5 tb::m ~.·Jr,· tve <vh le con.inuing to bt::i.d tb :: Va ~r~ VI hJil Ir:1vd brand emr:i -e has reapd Lei- r~'>"ard~ br the corr pan:-. In 200 _, th~ 1g~ncy's revenue o:cez ed I3 ) 'llilli·: n. t\.nd all witt- eout t!-_e cunh-::·a· m ~ 1talty hat toe often rr.:n ks .ig:-:tenrg ccmpetition. a\c n):_

~•l

~nit1!1s

when Gde- fin rJly gave in and Sf_:ol-:e to -Ioeslic:h ab _out signing on witt \ ' le:ie Wilsc·n Ir:lv::l, sbe wasn't i::ttE -este :n selling cut. Forturately, she didr't b.ve tJ. filld =te3 net the only agency c-o:vner who is b.-:>py about coming j·Jnd::r thE ·..rcbi? Wi.30'l Travel umt-E:Il: lr aclliticr. _ J Geiler's agencie3, ttrtt uthers are 3VJeCJi<g c··T direct compeilic, ,1-i.tl- eacJ- ·::>the- <.nd :nrhusiastically :. :ntr<.ci~ tho: rew C:Jpcmunity: Worl:i

-=-ravE. 'vl:L~ s . .rc :·Jc.v ~ oizon; TravE Ltd., .md ~k ' .c::.cg ::.n.:l1rc2-Itives ~ whcn ·;::-c:'e c. little c.ger:c:-. yoc -2 ellil~ ?Ou'u: cu : n J limb, - ;ays G~ 1.2 . "V-le'-e ::~11 be.::'l. o::.:Oif ::· irors, :-u. n· w V?.·-e '<i-d of th= 3a-nc c·: npar.i :::H.r_ q 6 exc..:ed tc :•E i -. :1 b::g: r ::r•ilcnm.e ~ to ha •e:: -:>eor:=e 10 ~1::..-e with Uld tc ull.: '/,iti·Nho _I::.c]!.t;,n.j OLI bdLSl::')'." -=- -.E.se cc :-r.pclT ie~ arc <. :non; he 3urv .-JG arK_ thriveeo in the rev. tra,_] ::cor.--,-.y ·kJ!y othe -3 ha--c fb ..nder.:d. :md pCtb<:. ··l:r :nar ~ ILoe 'Viii -\; US Air\\. ··1s ·: c;-linues ,- stru2gle cn.:l Cha-_ottE. :.e: ;;te; its ·J\\T1 J:~iJ< fo r the tuc, t· ..1\-el agen: i-3 ·NUl :)ntinuc to ad=.. (X r la- ·. Eu '.·; iG.on ba~ p-o ed her --~ -- e i-_ ~ c. ::l.i :E a busineso thro.1gh . b..e -cu b::s_ '>"lle:rs. nd the -, ] ~ ri ;: '.,_;ils :·o T-a\.cl Cuu ::ue office e:l>.-:JIXt .: tc be c. put cf t!- a_ by becc•:nin~ y:c t te r -::Xl tbr ~~ to six mor .hs one ::>f th ~ l.c.;-g~ 3t ase-.::ies in - r oLLE biz

He0":'1:: - H::ca .s a (]TricA."te-ba:E<: free I: - CE w:i er

m?~ningstar路

mint-storage

Stephen E. Benson, chairman, d his so1 David Eoenson, president, of Morni1gstar Storage Centers, U.C.

gr:ater cha

by john re 1kJ )

profile]

OU OFTHE CLOSE Mo star St ra e elps P t Away at I

Comes 0 t of the Case as Well as at Wo 't In gre :_ter charlotte b z

ju y 2002 IS

Follow the Leader Employing a non-conformist approach to a traditionally price-driven industry, such as storage, Benson's business savvy has catapulted Morningstar into the number one storage company in the Carolinas, boosting the initial $150,000 in revenue in 1981 to become a multimillion dollar business. Tracing Thomas's blueprint for success, he rejected many Df the conventional philosophies which guided storage companies 20 years ago and dared to be different. "We wanted to focus on the customer and tum up the quality knob," he says. "The idea was to be at the top end of the storage business at a time when most of the mini-storage units were only suitable to store stuff from your garage." First off, he constructed masonry construction and gabled roofs - to alleviate moisture and condensation problems instead of the prefabricated metal construction that is still prevalent today He also installed computer-controlled gates and landscaped the common grounds with green grass and flowers. "We realized that women were making the decisions more often than not so we decided to create an atmosphere in which they could feel safe and comfortable and <:onfident about storing things like a grandfather clock," Benson says. "It was also important to spruce up the premises and the lobby to look more like an office, rather than an auto parts store, which was the industry standard." But enhancing the physical plant and surroundings were only part of the equation. "We wanted to have policies that got rid of the 'Gotcha' mentality," he says. 'The caveat emptor idea is not what we believe in- we insist that the job be well done." With that in mind, Benson upped the ante in hiring key personnel. "Instead of minimum-wage-plus-a-buck employees, we hired college grads as managers," he says. "We wanted a more professional approach to service - not a retired truck driver or master sergeant with wife and kids living on the premises, where you walk in knowing what they had for dinner the night before and are greeted by someone who still has their hair in curlers and can barely work a two-button phone. Sure,

july 2002

our labor costs were considerably higher than our competitors, but it was necessary to run the business professionally and have people who wouldn't just shrug their shoulders when something went wrong." He estimates his labor cost for site managers to be 60 to 70 percent higher than most of his competitors. But higher paid employees means higher storage fees. "We were significantly higher priced than our competitors," he says. "We felt we had to raise the bar as far as who was interfacing with the customer.'路 Being at the top-end of the pricing model was a risky proposition magnified by the economic uncertainty plaguing the early 1980's. But it was a calculated risk which provided Benson with the accountability he sought. "Our people are head and shoulders above who the competition selects to run a $3 million investment," he says. "Each site manager has complete P&L responsibility They understand they have to meet debt ratios with the bank each month and we tell them about the loan terms for their facility We want them to run the facility a~ if it were their own. " Operating each facility as an individual entity required Benson to fully empower his managers. Not only are they held accountable for big picture items such as P&L reports , but they are also charged with managing tasks such as bill paying. Again, he bucked the trend by directing all bills to individual facility managers instead of the corporate office for payment - a system which Benson believes has produced better financial stewards. "It is real unusual for any multi-location business to use that system in paying bills," he says. "But if that bill is going directly to the managers, they will become more aware of what they are spending. That term 'empowerment' has been around for about 10 years. But it's something we have done forever." Benson continued to raise the industry bar by adding amenities such as free use o: a company truck for transporting storage and delivery acceptance for business owners. If business customers need to ship and store items for a trade show, "we will accept and put away their packages at no charge," he says.

These ancillaty services carved a niche for Morningstar in the higher-end busines.; market and furthered the gap between them and the rest of the industry "We wanted to take everything to another level," he says .

An Ethical Approach Interwoven in Benson's desire to elevate the mini-storage business to new heights is a penchant for setting the standard in ethics as well. "This business is like buying a used car," he says. "If you don't ask the right questions, some storage companies will get you (the 'Gotcha' mentality)." In other words, with storage, the devil is in the details. Benson says that while Morningstar operates under a model of prorated month-to-month contracts, meaning customers are not charged for additional storage time after they move, many storage companies will gouge customers who break leases early and levy heavy fines for late payments. "Many times the customer doesn't realize these things until they go to a competitor and find out how they play games," he. says. '路we don't believe in playing games." Benson's conviction for ethics was affinned recently by the Carolinas Chapter of the Society of Financial Service Professionals when they honored Benson and Morningstar with the Ethics in Business award for midsized businesses (25 to 500 employees). Morningstar was selected from a group of 40 nominated companies within its category and is now qualified for the national award.

Reaping the Rewards Over the last 20 years, Morningstar has increased its presence throughout the Southeastern region and is approximately twice the size of its closest competitor in the Carolinas, Public Storage. "Although, they [Public Storage] are by far the largest nationally," Benson says, from his company's headquarters in Matthews, "Morningstar currently is the 15th largest self-storage company in the nation. " The company manages over 4.0 million square feet in 49 storage centers -

greater charlotte b z:-

including 15 facilijes in :he ChaiJtte area -serving m·er 19,)00 customers it orh and South :::arolina. Recogr ized b~ trade publicai•Jns as a continual innovuor in the self-=to~age industry, Morning3tar ha> won rE zional and national awards for its uniqL ~ approach to the b·Jsiness.. Among its accolades are: the 1997 orth Carolir..a Sma I Business of the Year; the 1997 Q,-erall Facility of the Yea~ and t-1e 1993 New Construction Faci.ity of the Year -J'j Minitorage Messenger; and the 199;_ Piedmont's Fastes Fifty Growing Companies rated jy The Business ]Jurna. and -KMPG Peat tvlarwick. Stephen BensJn hirr..sclf has :Uso bezn one of the :inalists for tre Caro!i-.as' 2001 Ernst & Yeung Entrepre1eur of r-e Year.

, ss_~s

stifling the hcilstry

"Tte industr; :: maturing \'Cry quickly 3.0C we are seeing =1 Jt of consolidation," he :;ays. "The-e is J ..Jt more supply than th2<: u:.ed to be:

·-~,.:-..ich

is leading to lower

re mns and a rr..or ,Jphisticated and compeL.ive industr/ His sentimer.t ~ J.re mirrored in a re·:~t

report by ti-..:. Self-Storage

A:~cia:ion "\·hie 1 ir.Jicates the first signs of :.. rong corr.peutk :J are now evident wth an estimat::d ::.:::,000 self-storage facilit~ in Jperatioo ;:::oss the country.

Items on:e r-~x:Jved for only high-end sto:-age compar:ies- such as closed circuit car eras, after-tole •.all centers and Webbc.~ed

s:rvice3 - Je becoming an industry sta-dar::!. Th_s shif: i:1

tl~ industry

has led to a

mce sophist cc.te·: mvestment model, with

Facing 1\Jew Challenges While the recession hasn't ci:>pled mini-storage to the extent of rna-.? 0ther industries, the bu3iness is far frorr immune. "The recession has not be.::n gJod to us," says Benson, whc• attribu..::s a recent fi\'e percent drop in occupancy to t.:1e economy. ' We do get so~e pi use; from a recession but that is not enough .J offsEt the good times w1en there is a Lot of expansion and new businesses s:Eting. W?. suffer like : veryone else." David Benson, Step:1 ens son .:1nd Momingsnrs pre·ident, says wJ-le the struggling econony has impacted their business it has al:.o illuminated nkr

heated and cooled units and wine storage, pricing has not followed ," says David Benson. "Its still a supply and demand thing."

the: top four stcra~ -:ompanies now competing as publici,.' :r::.ded real estate investmrnt trusts (~IlTs~ "In the last five years, mi-.i-st.Jrage hc.s te::x)me an institutional gu::de investoen· .- :ays David Benson, "so yo'J ha·;e Wall 3no:::-: interested, which r;ri:,cs t":le bat on :d sons of levels." Closer to hor.'O:. the story is no d:fferent. In the pasL t::r..: _ years, there has been rrore than l,OOC,O:•) square feet of ministcrage spacf c:Jn.."l:-Jcted in South Qarlo_te alone , c.:- inf1ux which has spawned incea~d :ompetition and pressu--::d price poinl.~ ~Even though people are coning h w l 1 more amenities like

Last year, the national average for mini-storage square footage was approximately five feet per capita In Charlotte, that figure has approached nine feet. But despite the saturation of the local market, Stephen Benson has no plans to expand his boundaries. "We prefer to remain close to home instead of going to markets which may be healthier such as Atlanta or jacksonville," he says. "We really like to know our employees and even their kids. " To some extent, Benson blames the industrys overbuilt condition on the sheer exuberance that defined the late 1990's. "Mini-storage was the absolute darling of any banker in the last five years," he says. "People came into this thinking it is a pretty simple business compared to things like manufacturing or banking. And now those people are getting burned," says David Benson. While the quick buck artists may be looking for a way out, the Bensons remain committed for the long haul. "We view this only as a rough spot in the road," says Stephen Benson. "We have been in the business for 22 years and we plan to do it for another 20."

biz

John Rehkop IS a Charlotte-based freelance writer.

888.999.4887 ~ Web Design ~ DataBase Integration ~ Microsoft~. Net ~ ~ ~ ~

greater charlotte biz

704.814.7277 webpro.com

e-Commerce Ready Application Develepment 2201 Coronation Blvd. Suite 155 Charlotte, NC 28227 Security I Profiling Outsourcing Web Projects

july 2002 17

by casey jacobus

Michale·,>icz says it was immediate!., :::1:-~oing to

:::any. But he didn't stop there. Belie\'i.ng t·u ~1ou lcl

C'JIJS

_hal

Gai~r

.>.as

make a signi ·icant ;;nd needed .:or:r::l•utj,1n to ti-c- coll=- 5trmgu

bord

mean a s:ronger com:Jary, Micha.C\.-c setabcu w• )ing

.t!cColl , :he icon of economic s: rategy i1

=:- ::.:- o:L. HE: firs

;approached McColl a month before he _;.me rica.

irrc f:·J~ Bmk cf

I£

"Althou5h we became a client of McC~·J L:.rt.:Ier~ [th:: bv::s:.-nent compc.ny :ounded by VlcColl]," WichdniG: sa;s,

··w~ ~;o

.lsked for his persor.a1 involvement. We h-e-.". Yk::'=on ::oul:.i aJd .1cque insight c.nd ·,ision." uTech par:ners met with Me Ce-ll::«. •1-c B:rnk

The ~merica

l•<

building early on the mornin~ :::· ·~tc nb~ 1 Lh.

They watched the events o: the clay ur f xd n '-~w :":Jr< md vVashington

togeth~r

on television. Tlu

~.?

lvlcCo l agreed o

_0.1 the boc.rd of dtrectors of the you~ cc·~·ary. " uTech Soluti:Jns has rilliant peq:ic :ht c.n t ~ nk :•.tGtde

.h: box. I'm very impressed wi:.h the 1

s::>lid cJmpany that has made

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progres~ o>;:K-

t.J.cColl says. ·'Its :;uc.:ter,

"McColl is a le_sendary figure in eccu·tilt23 mel 'VC ":tr£ ·o :x. a legendary techrology company," ~C)S: Ai::l--1lew1cz. ·· t't- a

5o.Jd fit " Ha,ing achieved that Jmazing cour·, t...Jid a c-vic: se1 o1t on ~mother :ie:~t

At a time when most of the dot-com world has already dotbombed, one Charlotte-based technology company has been amassing a name for itself- well, quite a few names in fact. "luTech Solutions, Inc. <www.nutechsolutions.com>, a

que5t. He wc.nted ro add Lech 'X;;'cs:t, t.l-..2 fcuner J=fr='i-

of the Republi:: of Poland and

ohcl f e..L:£ -rizc .aur::1tc to

1he board. Walesa, the charsmatic fom1er ship).C-:l c.b:::rici.:rn wh•1 kc. the Solidarity Labor movement that he]y.j .•1::-pl.:: Comnu1i:.n: in Eastern Europe, was the firs· demooa i::L:" cLcte_ prC3"dcT

prO\ider of advanced predictive analytics and profit optimization

<)f Poland. lr 1990. he wen more than 7+ po::eL or 11e \-cte..

software products for large companies around the world, has not

.and during his subsequem :h·e years inc fh.:_ s:t :he c.;.:nrrt.-y on

r or his w·ork.

onl) raised Sll million in private equity since its inception in

tl:e path to become a free-market clemc<::":lC)

1999, acquired a client list of almost 100 GloballOOO companies, and grown from three founding partners to 133 employees world''ide. but, in the past year, it has also attracted Bill Gaither, fmmer CEO of Heafner Tire Group in Lincolmon, Hugh McColl, former CEO of Bank of Ame1ica, and Lech Walesa, Nobel laureate and former president of Poland, to its board of directors. "It is the people that make the business and this company is no exception," says President Matthew Michalewicz. "Not ha\ing an} outside board members was a cletrimem to growing the business. We undertook a big initiative to expand both the management team and the board." When Gaither joined the board of uTech in the spring of 200 l, he knew immediately that the company was not the typical start-up. "When you combine such a powerful product with a tremendous work ethic and limitless passion, you have the makings of a world class company."

·...vJlesa was awarded the ~obe: Peace ~ tl-c L .S. PtesioLmd

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\ 1edal of Freed-Jm, the Award ::>f the Fcc \-.':rld.anc. ..vas- amed Y.an of :he Year by Time MJgazine, The Fin::uc c TiTes ard -he Lcndon Ob5erver. Since leaving office, ""12

ra:;. '\-c.-ked to prorr cote

:he Lech Walesa ln3titute , v:hich he fou·dcd o 5" 1p~crt fH::~ rru.rket re forms. Michalcwi.cz and his fa:he-, Zbignicw t.-1 clu.::wi::z, "VD fcunded NuTech with partner Dan Culer., '"'~:e Jor in p,_,h_ld, and several other executives of Nutech r..d'-:-: I o i=h n::oots ;;s \\ell. The coopary maintains an ofBce in \Vusax .l:lC cou~ts L'l.:: P::>lish National Air Force a-nong its clio-nls. :rd rus c. contnc: \v-th the Polish Ministry of Energy to CJ•JL.i"Ul.:: :Jow"r ola.1t operations toJ reduce pollution. Michalewicz worked through the "\alc.s1 !n~itu . ..: tc• r·vc:lcen v;alesas interest in the con·pany He pLC::~nr. < _5-p.:ge qcte;_i:Jn a:-td answer background papet for Walo-:53. S il. r\'er,;o n~ ,-a~ ~

j u 1·1 2 (l C2 I 9

surprised by Walesas \\illingness to come on board after just one face-to-face meeting Wlth the NuTech partners in April. NuTech is his first corporate venture. "All my life I have been working in the field of economics," says Walesa. "[have accomplished all that! can. Now I want to do something significant in another fieldtechnology NuTech can accomplish enormous things with its breakthrough technology and software applications. l have always associated myself with big things and this company represents big things." "At our first meeting, I became enthusiastic about what NuTech could accomplish," continues Walesa. "l share the same vision. This company is capable of creating the new economic and political programs that are necessary for the 21st century l v.ill do everything in my power to make it happen." Walesas participation in NuTech, along \vith that of McColl and Gaither, demonstrates just how far the young company has come in a short time. "lt shows the world that we don't just have a good business idea, but that our business is real, its happening, and its very successful," says Michabvicz.

Real-World Adaptive Business Intelligence While talking about intelligent computer life may sound like something out of a sci-fi novel, NuTech's mission is to develop software products that can evaluate dynamic variables in realtime, identify and adapt to new trends and learn from previous experiences so that future performances can be opumized. These software products can help companies avoid production bottlenecks, missed deliveries, bad credit decisions, network crashes and missed marketing opportunities. The world of adaptive technology in which NuTech thrives is a world of genetic algorithms, neural networks, evolutionary programming, am systems, D A computing and quantum computing understood by only a few brilliant scientists, some of whom work at NuTech. Currently the company employs 35 Ph.D. scientists and more than 40 Master of Science graduates, who collectively have authored thousands of research publica-

july 2002

tions, and written hundreds of books on the various aspects of Business Intelligence. Several of these people have been responsible for some of the largest lT projects in the world, such as the development of the Internal Revenue Service expert system and the bank modernization project of Eastern Europe. Matthews father, Zbigniew Michalewicz, has had an instrumental role in the companys scientific development. Zbigniew graduated from the University of Warsaw with a master's degree in applied mathematics and went on to receive his Ph.D. in computer science from the Polish Academy of Science. Before co-founding NuTech, Zbigniew was chairman of the Computer Science Department at the University of North Carolina at Charlotte. With more than 25 years of academic and industry experience, he has worked with several international corporations, includ-

"evolve" the best allocation of corporate resources that saved the company $7 million in the first year and $14 million in the second year. NuTech optimized the distribution of off-lease vehicles for Ford Credit Company, saving Ford Motor Company $20 million dollars a year. NuTech has also created a retention optimizer program that is expected to save the Polish National Air Force more than $18 million annually. Today, NuTech has 26 Fortune 500 companies on its client list, including all three top American carmakers and BMW, several financial institutions including Bank of Ame1ica, and the US Navy, NASA, and the U.S. Department of Defense. "We do a lot of government work," says Michalewicz, "lt is, after all, the most complex and complicated organization in the country."

ing IBM Teledyne, as an expert database consultant. He has published more than

Consolidated and Controlled Growth

200 articles and 15 books and currently serves on nine editorial boards of international journals on Evolutionary Computation. "Science is the kernel of our business," affirms his son, Mau Michalewicz. "Its the

made a conscious shift from being a technology provider of software to focusing on several successful software products. "Everyone in the company is now

critical piece of the process. Our scientists invented algmithms. Thats the market difference. We have something that can't be replicated." The staff of NuTech Solutions has successfully deployed predictive analytics and optimization software for logistics optimization, risk management, and predictive marketing for hundreds of clients. One of uTechs scientists was responsible for developing a system that could be used for bridge management and damage detection for the Road and Bridge Planning and Management Bureau for Shanghai. Another developed a system for the IRS that decides which tax returns to audit and why, created an improved securities trading program for evaluating stock and bond market data, and designed a system to predict pilot performance for ASA. Many of uTechs adaptive systems have saved clients substantial sums of money. NuTech developed a program for a major agricultural producer based on evolutionary algorithms that could

During the past year, NuTech has

focused around specific products, instead of on a broad array of technology," says Michalewicz. "Our software is based on leading edge technology, it's patented, it makes clients money and it's easy to sell.' Each product has its own development team, sales team and marketing team. NuTech is focused on three areas: logistics, predictive marketing and risk management operations. The company has also developed a value-pricing model for its software that provides a steady stream of revenue. Instead of selling a company a software product that will save them $10 million for a one time fee of $1 million, NuTech sells it for a yearly fee that lasts as long as the company continues to use the product. "Instead of making one time sales, we're creating revenue streams that last forever," says Michalewicz. "After we demonstrate the product to the client, we ask how much is saving several million dollars a year worth? We negotiate a number between a few hundred thousand and a few million dollars a year, and this creates a recurring revenue

greater charlotte biz

A.oc

stream for the company."

lrfc-nm lc•n Tecl:-nuloS) in 20•~ L

While NuTech is growing quick!)\ it is reinvesting its profits in the company to

f WZS :.elcc.z::J JS 2CO:< v;xmg •1ln:ntJLs .\.Nud \V:n1er, znc. as one d _L: ::::torloue 3u:ines~_o_rnai.S LO und:!r 4C :'/inner. \.lichaJe.Nic:z was also re::cntly m:nd to _he Bus--re~ Ad·Ji.s•JIJ CoJn:::il c t~ Belk ::::o.leg:: r::i Eusiness Ad<ini,tt.a.Lnn at UNC Charloce, and to t 1e B-·a:d o- -~dvi -ors c·f ne CoLqe of Apr:! d Artif c::~.l rre]:gence (::::.'\AI) a the Poli,h-japane3e bstilll~ of bforn1;1t_D __ Tec:hnc·lO£'.

1:1aintain stability while it continues to grow. Michalewicz says that when the company makes money; it hires new people or invests in further research and development. "Quick growth has killed a lot of tec:1nology companies," says Michalewicz. ''We're trying to grow in a vety calculated and controlled way. Over the past year, we've won some new clients and hired some key people." As well as expanding its Board of

l.ric.hal~-:vc:: hirrse

CNC:

Ct~bttes

.tv..i.:J:-a e\viG, -"to believes u- tJe

AmerX.an Dream as lived by Bill Gates and S;;:m '--\'alton, says there is no limit to wrnt

uTech can accomplish.

'The Jbject is growth," he says. "The ,isic:n is to be all that we can be. ln ten yc.Jrs, NuTech can be in 40 countries ·with J 00 patents and have 80% of the F ~·rtuJ.e 500 companies as customers. Peop ,.: like McColl and \Valcsa can really help .-s reach the highest level. " biz

Casev jacobus is a Charlotte-based (ree/01ce Nnter.

Directors, NuTech is expanding its management team. During the past twelve months, it has added vice presidents for products, product research, sales, and marketing, as well as a general counsel. Mike Detwiler, the new vice president of marketing, was a principal of The Detwiler Group, where he consulted wi:h companies on corporate image development, strategic brand management, public relations, advertising, and Web site and collateral materials development. Before founding the Detwiler Group, he was a vice president at Thomson Financial Services, a provider of infmmation technology to the global financial communit) with $1 billion in annual revenues. Detwiler says he was attracted to NuTech because of its incredible growth potential and because of the companies it deals with. "1 joined NuTech because cf the company!; proven ability to transla:e sophisticated analytical techniques into real-life business solutions. Superb ma:hcmatical intellect combined with patented software engineering makes NuTech a company for the future." "Success is a function of time," continues Detwiler. "While NuTech has a dozerproducts for which there is great demand, there is also a lot in the incubator for the future ."

The Future During the past year, uTech has begun to receive some media attention and recognition for its accomplishments. The company won recognition from the Information Technology Council of the Chamber of Commerce, the Blue Dia::n:md Award, for the Most Innovative Use of

greater charlotte biz

july 2002 21

路we路've oecome ltle solu ion to so many of

sJdet~''s

problems.

but we' e staving the solution

CPCC can't conti1ue to responu -o multiple r:opulations an problems un ess we have the resources." Dr. Anthonv ZEiss.. ~

pres1 ent of Central Piedmont Comm nity College, is no wait1ng for opportunit es to co e kn -king; he 路s out creat ng opp nrtuni 路es, nevJ ways to deli er educatron.

fllre <:·J} f ghtir g a ; tate fundi~ ;-,rstem ttut ,rc-..:1 nt Ton; Zeiss ::: a;'S is ::Jiased , (i:ntJal f'_~ d:n J nt ::::ommt!Ility CC~llege tCPcr·, i> one ag;..in faci-:g sciJUS fL 1d .ng ems resuLr.g froJJ .he ::.:ate b _ d~et cis-5 that ._.,ill deletenc·Jo y affec i t~ abilil:~ ·o open :.ioors to l::n =-- opportL 1it.iz5 fort 1C•usanc.s of ~ tu:le:ns. And tl· ll , sa~ z~.s,., is 1 :hreal t!-at =ill affect Li· ~ e::o t•rr i: reccr:e rr of the P-~~n. "1f F t: wanJ: to "Jl:tke an e...--oo.. mic rr:bound ·.his s: hod i::: criti:al " ~:O.;'S Zeiss C P•:C <'Nww.cpcc.cc.nc.u:i> is tl· ~ luge s: of tte : B comru -:ir, LOIIeges i:- Nnt.l:. Cawhna :.-er'ling 70.cc; studc:nl5 ;:v=:) ' yea:-. ThesE stuc:.LI.s are d ;ided b:t-'.·een the 12 ,0•~ 0 ""''" take c~lle :;e CTLCi: cour:-es. the D (•)J who emon i- J. literacy ::ncogram o: (w E- g!-sh 1;, c. SecoruJ Langu::tge :rcgram, tl- ~ 2n,•-•: J eruollerl m wcrk:orc develoi= menl •.: t J ~ r ;ona :ntereot :::lc: O::t:s, a:xi 9 ,CC) others tr1.gaged in ;et~ces I · e the ...:: ;lccned 'NC· rker:o t=rcg_;;om. The n)lkge phys a v ra· r=ol ~ in cd.uc ti r g ar d trai:ling ti-e c:r:: oyees crd fuL rr: ::11Jlo;-::e5 of occ.l tJsiness-

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es and industries. Last year, a study sponsored by the Ford Foundation recognized CPCC as one of the two best colleges in workforce development programs in America. Also last year, the U.S. General Accounting Office recognized CPCC as one of four outstanding colleges in workforce development in America. The college has most recently received the 2002 Newcomen Excellence Award for being a cost-efficient , well-run organization, an award previously won by businesses such as Cato and BB&T.

"If we want to make an economic rebound, this school is critical:' -Dr. Anthony Zeiss, president of CPCC Until the 2002-03 state budget is finalized, it is hard to say exactly what impact the cuts will have on CPCC and its workforce development programs. However, Zeiss says the college, which lost 4 percent of its budget in cuts this year and 2 percent the year before , is facing cuts of up to 10 percent from Raleigh and 5.5 percent at the county level. The impact of the state cut of $3.4 million would mean cancellation of 1,000 classes or more. If the county cut goes through as well, even more classes and programs will be impacted. Zeiss has already taken measures to deal with the impact of the current cuts including: • Freezing all vacant positions • Stopping all travel • Eliminating all new equipment purchases • Cancelling 30 percent of the summer school schedule, about 200 classes • Reducing the fall schedule by approximately 500 classes. "The governor says he's going to protect the classroom and cut administrative and support personnel, " says Zeiss. "But who is going to do the counseling, register the students, run the libraries, and clean the classrooms? All of these people impact the educational process." The cut in classes is coming at a time

when CPCC is facing a demand to offer more instruction, not less. Its enrollment went up 10 percent in the current year, as a slumping economy compelled laidoff workers to get training for new jobs. While the CPCC board of directors has vowed to try to minimize the effect of the budget cuts on students and to protect the college's full time teaching positions, Zeiss says it's an almost impossible task . Part-time teachers teach 60 percent of the school 's classes. Many of these are in the English as a Second Language program , the GED or high school equivalency program, or in specialized programs such as computer use. Eliminating these classes will deny many students the opportunity to get the training or education they need to get a better job. It will also deny employers the benefit of skilled job candidates. "We're the gateway to opportunity for so many people" says Zeiss. "Now the door is closing. We're turning 6,000 to 12 ,000 students away It's like eating your seed corn not to fund the community college system." CPCC has a mission to be academically, financially and geographically accessible to all the citizens of Mecklenburg County Fifty percent of its funding comes from state funds , 17 percent from county funds, 12 percent from tuition and the rest from other sources. Tuition for credit classes for in-state students is currently $31 per credit hour. In addition to offering classes at more than 200 neighborhood sites around Mecklenburg County, the college has five campuses and is constructing its sixth . Currently classes are offered at the Central Campus near downtown Charlotte, the City View Center on the city's Westside, the North Campus in Huntersville, the North Campus Annex at Harris Business Center on Harris Boulevard, the South Campus in Matthews, the Southwest Campus at Hebron and Nations Ford Road , and the West campus near the airport. The new Northeast Campus at WI. Harris Boulevard and Grier Road will open in the fall. The campus will have a 40,000-square-foot main building with

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classrooms, computer labs and administrative offices and another 5,000-square:路oot building with an attached 4,500square-foot greenhouse. The $8.5 million ::Jroject was funded in 1997 by the tssuance of Mecklenburg county bonds. "We're designed to offer accessible education and training that leads to good jobs," says Zeiss. "We have to be geographically accessible as well as affordable, and to take students academically wherever they are when they come to us. Our focus is on teaching and learning; we're not in the research business. We're an indispensable human development system for Mecklenburg County. "

"We're the gateway to opportunity for so many people" says Zeiss. "Now the door is closing. We're turning 6,000 to 12,000 students away. It's like eating your seed corn, not to fund the community college system." -Dr. Anthony Zeiss Zeiss came to Charlotte in 1992 as the third president of Central Piedmont Community College. Zeiss holds a doctorate in community college administration, a master's degree in speech (radio and television) and a bachelor's degree in speech education. He has authored and co-authored several books on economic development, adult literacy and national workforce development. His most recent publications include three books on creating high performance employees, a novel based on the War Between the States, and a book on community college leadership. Zeiss is past chair of the Board of the American Association of Community Colleges and was a member of the U.S. Vice President's 21st Century Workforce Development Leadership Task Force in 1999-2000. The budget cuts over the past two years have already forced Zeiss to increase the operating efficiency of CPCC, to cancel

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low enrollment programs, and to increase student to teacher ratios. The impending cuts mean more tough decisions. "We have to decide who will be affected and by how much," says Zeiss. "The Summer Theatre and annual Literary Festival are vety popular with the community, but they are not critical to our primary mission. While we're trying to protect the classes that are critical for those earning degrees, does that mean we cut the English as a Second Language program? How many immigrants won't be able to learn English' How many of the functional illiterates in this county won't get literacy training'" Zeiss says students have gotten the message. All of the fall's online courses are already full and most of the regular fall credit classes are full as well. Preregistration is up 120 percent. "So, do we split classes and open new sections'" asks Zeiss. "If we do , we may not have any money left for the spring semester. If not, people don't get the skills they need. " However, Zeiss is not just sitting around wringing his hands over the crisis in funding. Together with the Board of Directors and CPCC foundation members, he is taking some specific steps including asking every non-faculty credentialed employee to teach a class or two next year with no extra pay. Zeiss himself will teach a seminar on writing skills. Zeiss is also challenging businesses in the community to sponsor or underwrite classes for the sum of $1,650 per class (the cost of a part-time instructor for each three-hour, semester-long class) . Several companies have already stepped forward including: Loftin & Company Printers, Pepsi-Cola Bottling Co. of Charlotte, Harper Corp. of America, and First Trust Bank Most importantly, the school is doing a feasibility study on a major fundraising campaign to launch this fall to address several critical needs. These include a $10 million scholarship endowment fund to help the working poor, $24 million in equipment needs , and a new program that partners with industry to teach such skills as medical surgical technologies and mortician >

rl路:J @dtiibs.com

j u I y ::. 0 0 2 25

traimng. The college has twelve such programs already under desigr, bu . no funds to put them in:o action. Even before the current bLdget crisis, leis;: says CPCC has suffered fJr years from an unfair and discriminatory state funding system.

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students," says Zeiss, "leaving 25 percent of the states higher education b .tdget to fund the community and technical colleges that serve 75 percent of the students. ' ln addition to this inequit~·. community :alleges receive varied am.Junt5 of funding, so that CPCC, the largest ce<mmunity college in the state with six cJmpuses and 70,000 students, receives the least amount of funding per student. 'We are the poor~st of the poor," says Zeiss. "If it weren't for the most dedicated faculty and staff, this chool wouldn't be able to ser;e the people in the manner that they are." lt's all ;~bout jobs, says Zeiss. According to the U.S Deparment of L.abor, onl;r 20.5 percent of the nation's jobs by 20J5 will require a bachelor's degree or higher education, while 75 percent of the nation's jcbs will require training by community or technical colleges. ln addition, co:nmunity colleges are the overwhelming providers of retraining fo~ all jobs. ln Mecklenburg County the workforce represents an estimated c9 million

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hours of past instruction from CPCC. The college has several programs specifically designed to meet the county's needs. These include • jumpStan: Targets un- and underemployed individuals for retraining for high demand, high wage jobs, primarily in the trades. It is used as a statewide model program. • Pathways to Employment: A national model of a welfare-to-workforce program that President Bush came to Charlotte to see. • Rapid Response Team: Helps displaced workers impacted by the soft economy • International Workforce Needs: CPCC serves approximately 5,000 students in limited English proficiency classes. In addition, CPCCs Corporate and Continuing Education program works vvith 26 ,000 students and between 400 and 500 companies each year. It has also helped 2,000 small business owners become successful. While universities are exclusive by nature , community colleges, like CPCC, are inclusive. They are there to serve the needs for education and training among the members of the community- all of them. "We don't have black tie dinners," says Zeiss, "There are no 50-yard line tickets for major donors. We measure our success, not on whom we can attract or SAT scores, but on the achievement of 70,000 students a year, one at a time. " In many ways, CPCC is the economic engine for the region . Without the necessary resources, the door to opportunity and better jobs will close. If 6,000 or 12,000 people are denied the skills they want and need to improve their lives, it will affect not only the workforce, but also our ability to produce goods and services that produce revenue. That, in tum, will affect the tax base and slow the economic recovery. "We are clearly going in the wrong direction," says Zeiss. "We've got to get people's attention so they understand the value of this college to the area's economy" biz

Casey Jacobus is a Charlotte-based freelance writer. greater charlotte biz

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The White House and Pentagon rely on them. So does the Louvre. The most valuable doors in the world are protected by state-of-thean locking solutions from YSG Door Security Consultants (YSG) , the Monroe, North Carolina-based division of ASSA ABLOY Group. YSG was acquired two years ago by the wedish conglomerate making it pan of the largest door security concern in the world. "We want to provide the end user with locking solutions, which is something broader than just a lock on the door," asserts Clas Thelin, the affable Swede who serves as CEO and president of the North American Division of ASSA ABLOY that includes YSG. "Our new tagline at ASSA ABLOY is 'Unlock Your Life,' because we feel we can take care of your security concerns so you don't have to worry so much." In a post-Columbine and 9/ll world, security and safety are definitely on the radar screen of the four primary sectors YSG serves: education, healthcare, commercial and government. "In the U.S. we are safety oriented, while in Europe they are more security oriented," Thelin notes, elaborating, "Safety means getting out. Security means not getting in." The goal in locking solutions, he maintains, is both safety and security, which admittedly is a bit of a contradic-

greater charlotte biz

tion. When you factor in convenience, it's often difficult to strike the right balance between the three variables. That's where YSG can help, offering a slew of key solutions that go beyond your standard cylinder lock. For instance, YSG recently introduced a new exit device that also has an electronic alarm and time delay When you push the door, it doesn't open for a pre-determined number of seconds, and sounds an alarm. That way a security guard can get there to be sure the person gets oUL safely, but doesn't let any

of the bad guys in. 'You see this type of e:-iL device now in airports," says Thelin. "People need LO get out, but )'JL also need Lo be cerain no one gets in. It's a great exampl~ of having a secure and safe solution." In addition Lo locks and door closing devices, doors Llemselves arc increasingly key tc keeping Jremises safe and st<:ure. To ccmplemem YSG's curren line of products, the group recent!>' purchased Ceco DoJr Products of Milan, Tennessee, a leadi:-tg manufacturer of stee:. doors rnd frames. Wi:h this acquisition, Y 'G can offe- commercial customers seven of the leading brand nam;:s i:1 locking solutions: Ceco Door Products, Corb n Russwin® Architectural Hardware , Folger Adam® Electric Door Controls, McKinney Products Comp::my, Norton® Door Controls, Rixson® Specialty Door Controls, and Y::~le® Commercial Leeks and Hardware. YSG employs 450 people at its tva facilities in Monroe: 150 at the YSG sles and marketing headquarters on Airport Road , and 300 at the nearby orton plant. Since Thelin assumed his post in 1994, he's been on an acquisition b nge, geLLing a lock on the market by snGDpir.g up some of America's premier lockhg >

july 20)2 29

Participation in the Volvo Ocean Race: Aiding Management Objectives as Well as Boosting Brand Recognition A principal tenet of the ASSA ABLOY Group is that. "People make the difference ." Responsibility is decentralized to one manager per country, with each country forming a natural building block in the Group's operations . The Group's participation in this year's worldwide yacht race, the Volvo Ocean Race, has proven to be an extremely important and successful tool in the work of integrating its newly acquired companies and employees. The Race passes through almost all of ASSA ABLOY's important markets. At each stopover between legs of the Race, local management meetings have been held to build networks and convey the Group's overall strategy in a uniform manner and to help create a deep-rooted commitment to the organization . The stopovers have also provided an opportunity to meet and inform partners and customers about important future ideas , and to demonstrate that behind each famous local brand there stands a strong global leader. At a recent press conference. Anna Bernsten , vice president of corporate communications of the ASSA ABLOY Group and responsible for the integra, t ion process of the Group, announced that the company had achieved its main objective - to integrate the Group's more than 30,000 employees, working in more than 1 00 different companies in 40 different countries - even before the Race was over, and that the process of integration reached a stage that would otherwise have taken several more years. In addition ,

july 2002

an independent study has estimated that the Group's participation in the Volvo Ocean Race has generated a brand exposure value worth $40.5 million (measured with one third of the race left to compl:3te) . With regard to return on investment. BernB:en continued , "We have invested 100 million Swedish Kronor [over $10 million USO]. It has been a cost effective tool as we have managed three to four years of integration work ir a nine-month period. The media value is an added bonus to the ASSA ABLOY Group ." "It is worth kncwing our investment equals less than 1% of our total marketing and sales expenditure over the three-year period . Although media exposure ard brand awareness are not our primary objectives, the attention in the media fuels the integration process and it generates pride and motivation ammg our employees, " Bernsten continued. Annual Sales Sales for the year 2001 amounted to SEK 22 ,510 M (14,394) [approximately $2.4 billion USO] which represents an increase of 56%. In local currencies the increase amounted to 43%, of which organic growth for comparable units contributed 3%. Number of Employees 30,000 President and CEO Cari-Henric Svanberg Chairman of the Board Georg Ehrnrooth

solution providers. "We can now offer a company a complete locking solution," he says, explaining that YSG deals primarily through their network of distributors that sell to commercial contractors. While Thelin admits YSG has achieved some economies of scale through the string of acquisitions, he is placing more emphasis on developing best practices. "We have a lot of benchmarking going on in the group, where we compare ourselves to the others, learn from others, and 'steal' good ideas. We want to create an environment where you can steal with pride instead of saying 'It doesn't work here ."' Distributors like Thelin's leadership "I am most impressed with Clas's approachability," says Chuck Hummel, CEO of Pleasants Hardware Company in Winston-Salem, which distributes commercial metal doors and frames, architectural wood doors and commercial hardware throughout the southeast U.S. "I look at him as another participant in the boat. Clas has created a business culture that is fair and truthful to customers and employees as well." Hummel, whose company has been doing business with YSG for many years, thinks highly of ASSA ABLOY's commitment to its customers. "They are first focused on doing business with us, so we choose to focus our efforts with ASSA ABLOY, because we feel as a company they have very solid operational excellence. By that I mean they are a reliable, consistent day-to-day source of on-time delivery and good quality products. " In terms of changes in the marketplace, Hummel says in Europe people place more value over mechanical key control of a building or electronic control. "Here, they place more value on the lock itself, but not as much focus in terms of the mechanical key security of the entire building."

While security and safety are of paramount importance in commercial buildings today, the cost-efficiency of a locking solution is another key factor. Examples: the Midwest Express Center and nearby U.S . Cellular Arena in Milwaukee,

greater charlotte biz

Wisconsin, were equipped with standard mechanical lock-and-key systems during construction and renovation. Trouble was, the systems were inefficient to operate. For instance , each one of the Midwest Center's banquet and conference rooms may have up to eight or 10 doors each. As new trade show and seminar attendees or conventioneers were admitted to the building, they were given keys, but since participants come and go frequently, keys were easily lost. Russ Staerkel, public safety manager for the Wisconsin Center District, which owns and operates the center, became frustrated. "When you lose keys, you have to replace them," he explains. "When you replace the key, depending on the type of security criteria, you may have to replace the lock. If you have a grand master lock, then you have to replace many locks. " Staerkel found the ideal locking solution in IntelliKeyTM, a stand-alone, programmable, electronic access-control system for interior and exterior doors marketed by Corbin Russwin. "It's a tremendous system that offers multiple benefits," he nods. First off, instead of having to spend a lot of money to hardwire the facilities, Staerkel was able to retrofit the locks . lntellikey is retrofittable in existing mechanical locking hardware using cylinders designed to work with most standard lock types, including cylindrical locks, mortise locks and rim locks (used with exit/panic devices and other auxiliary locks). Each lock operates independently, eliminating the need for a hardwired central controller. By choosing Intellikey, Staerkel's budget went a lot further, enabling him to complete his objective. "If we had gone hard-wired , it would have replaced about 30 locks. At $65,000, lntellikey gave me 104." On top of cost, he also has more control using the lntellikey system. Now building entrants are given designated keys issued for a specific time and event, along with an expiration date. Midwest Express operators can update keys on the fly, allowing access to certain banquet and conference rooms to only those >

greater charlotte biz

july 2002 3 1

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groups or individuals they allow. After a year of using lntellikey, Staerkel says one of the most important benefits is the ease with which he can reprogram locks to accept and reject keys. The controller key also permits permanent deletion of a key "If somebody loses a key, l just delete the key I don't have to change locks. " Reprogramming can be handled inhouse. The only maintenance required is battery pack replacement, which also can be handled by staff. lntellikey also provides a security audit of access and attempted access to every door. A security officer can insert the audit key into the lock to download past transactions, both legal and illegal. The audit data is then transferred to the controller, which allows security to review the transactions and question key holders as needed.

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The man with the keys to YSG's kingdom is a mechanical engineer who wrote his thesis at the Royal Institute in Stockholm on methods of welding airplanes. Although he now resides in Connecticut, Thelin returns to Sweden every summer with his wife and children, where they spend most of the time at his parent's summerhouse. And yes, he is often called upon to fix things. After graduation he went to work for ABB, a mega corporation, where he stayed on the quality assurance side. "''m pretty people-oriented and into project management. At ABB, they were more relationship sellers, so l spent most of my Lime talking to customers." Today, customer relationships remain a top priority for Thelin, who is known and admired by YSG managers for his down-to-earth executive style. Conscious of the potential upheaval that acquisition by a foreign entity could cause, he takes pains to honor the heritage of the companies he buys. "We have very high regard for traditions," he observes. "When you acquire companies with long traditions and a strong market position, you have to be sensitive when you make changes. People are used to those traditions and people are the most important thing."

greater charlotte biz

john]. Simon, AHC and president and CEO of General Supply, is a distributor who has been purchasing from ASSA ABLOY for the last eight years. "They are a class act company," he says. "Clas has a lot of integrity They are very focused on how they go to market. They understand my business." In Thelin's opinion, the security and safety concerns of commercial property owners today are mostly a function of tolerance for risk. "How much risk do you want to take? There are a number of things that can be done in terms of cost. We offer our services to end users where we go out and look to see what you can do with your procedures. " For example, just knowing more about your present system can make a big difference. "Perhaps we don't have to change the door, maybe just put some electronic devices in to be sure doors are closed. Door closing is a very important factor in a security system. If the door doesn't latch, it is not locked." Contrary to popular opinion, though, Thelin doesn't believe the mechanical lock will ever disappear. "Look at everything that has been installed from years and years back. Mechanical locks are also the most reliable. They don't need electricity, batteries or as much maintenance. " That being said, ASSA ABLOY is in the forefront of innovative locking solutions such as RFID (radio frequency) keys. "A few years ago we acquired HID, which recently launched contactless smart cards. You don't have to put it in the reader; you just walk by, and wave it. It's a very promising and interesting use of technology" In the final analysis, though , Thelin believes that in addition to mitigating financial risk, safety and security have a softer bottom line benefit. "For us to be productive and functioning we have to have some kind of security at work and in our schools. If you have something that concerns you on your mind , it's difficult to stay focused on your goals. " biz

Nan Bauroth is a Charlotte-based freelance writer:

greater charlotte biz

..Jir

:Ec~

Less Golf and More Theatre: a

r~ev1

Trend in Corporate Entertaining?

C:J-r:onte Sponsors of Charlotte Repertory Theatre =<ea: '·1ultiple Benefits Business

peo~le

oftzn are looking fo r a

new way to e1tert<i n suppliers or j: rospective customer:;, a WlY to recognize and reward em plcyees, 1 way to stretch th eir advertisi ng ddlars, or a way to improve the cultural life of the ommunity. Mo re and more , these bJsiness needs are being n et by an evening <>f live professional the at-e . "I love hcving ny associates,s upp hers and potential : usto.,ers together far a nice dinner uj:town ard then goi ng to the theatre t<>5ethe -,·· says Lisa

E\·er~ ole ,

executive v ce presi·:lent, Procureme1t and Corporate Ser"loices, Bank of Arrerix:1. "Historically, t:...Jsine ~ s has been don e- at restaurancs an:l on :oii courses. hecaus:e that's wh at

bu ~ iness

is based on -

people

and relatior sh ps. "Well , I do n't

pl.o~y

golf, and a ot of

people in the business world don 't Flay E;OI: anymore-thet jusu:kn 't have tine du ring the day. But

th ~y

car schedule dime- and

theatre in the evenirg.'' And usualy, Eversole takes her g_Je; ts to Charlotte Repertory Thetre . "Our emp oyee ~ really look forvtar:l to sponso rship: night5; ' says Marty Bates, 1ssociate princ pal fer McKinsey & ::::ompany, whim has sponsored a 1umbe r :>f co r porate nghts c.t the Rep. "It':; a. g r~at .;ocial event for the offiCe, and it"s gn:at ~ntertainment .

And f::Jr people wh·J ave

1ust joined cur comptny and are new tc Charlotte, it's a great -...ay to intro:lu ce t hem to ot her ::>eopl: c.nd to the cultural life of the city."

Why Charlotte Repertory Theatre? Unlike the

3road...v~

Lights series

which is a pres81ting : o11pany, the Rep is c. producing conpany.Y'v11ereas Broadvtay Lights brings to town toJrs of professi Jnc.l productions tha: have originated els:wtlere, Charlotte Rep create! p-ofessional prcduc· tions of plays ard mu9ccls from the groor c up, combining re;giona and national tale-nt.

jul y 2)02

g- eater cha r I :J:t e b iz

Almost all of the Rep 's productions

Bush's expertise extends t c manage-

:>resented in Booth Playhouse, a much

ment and fiscal guidance. Duril: his time

,ore intimate setting than the touring

there, MTC has grown from a S"nall off-

; hows. The entrance to this 434-seat the-

Broadway theatre company tc become

3.tre is on the second floor of Founders

one of the country's largest tll es.tres w1th

-lall in the Bank of America Corporate

an annual budget of more tha 1 :j; I 0 mil io 1

::enter. Often compared to some of the

a d a subscription base of 20.DOO.A taler :-

5maller theatres on Broadway, there isn't :

ed fund-raiser, his legendary tianuttan

:>ad seat in the house.

Theater Club gala evenings ra.s ed more

Eversole agrees: "The Booth Playhouse is a gorgeous place to spend the evening, arxl

than $1 million annually. In April Bush announced 1i; plans fo r

Charlotte Repertory Theatre is a wonderfL

the 2002-2003 season , and he i: wasting

p rofessional theatre. We consistently get a

no time in getting his extensi,·e network •Jf

:great response-people enjoy it very mud- ' As the Central Carolinas' only fully

national theatre contacts invalv:d in his first season at the Rep.

professional LORT theatre (LORT signifie = membership in the League of Resident Theatres) , Charlotte Repertory Theatre i s recognized as one of the city's principal ~ultural

resources, a leader in the regional

theatre movement and nationally recog-

Big move planned for fall Of course, there are maiJ' kinds o" corporate support. Even a lot of long-time E'EJ= suppo rters don't realize that for year£, the

nized for its productions and artists. Since

Rep has relied on in-kind d!Yl <.t ions fron

1992, the Rep has been the resident the-

friends such as Bank of Ame-ica, Crescent

:atre company of the North Carolina

Resources and Duvall lnvest11::1ts, to

Blumenthal Performing Arts Center.

provide space for administrati·,e offices: storage; a shop for building

An exciting time for the Rep " More than any other arts organization in Charlotte, the Rep is on the verge

~ e :.!:,

costumes

and props; rehearsal space; and housing for visiting actors and

artin~.

Earlier this year, after los n5 its in-kird

of a national level of performance and

rehearsal and st orage space fJr :he fou rt:l

recognition," says Bates, who is also a

ti me in as man)' years, the Rea l:egan

member of the theatre 's board of trustee:;. The Rep recently celebrated its 25th anniversary season in the midst of a rein -

exploring options for a perm1rt:nt faci lit>The North Davidson space fi :s nearly all of the Rep's criteria, and for • reason able

vention of sorts. The multi-faceted tran si-

-ent payment-offering amFie ... arehouse

tion has encompassed the Rep's artistic

and office space , and

provid i ~

for future

and organizational leadership, artistic pro-

expansion. The space offers ctl-e r adva n-

gramming, marketing strategies, develop-

tages, as well. It will :

ment efforts and facility planning.

• bring various functions und =r one roof

At the center of this transition is the appointment by the Rep's Board of Trustees of Michael Bush as producing

and serve as a "mission

co~r::xl' ·

for th e

Rep 's operations • provide ample storage space fo r thea:rio 1l

artistic director. Bush, a Charlotte native ,

materials so that they can l::e retained

moved back to Charlotte and joined the

and re-used, and

Rep in June after spending 23 years with

• offer the potential for rentc.l ncome.

the Manhattan Theatre Club (MTC). For the past I I years, Bush served as MTC's associ ate artistic director whe r-3 he oversaw all ongoing artistic activity fo -

The Cost/Benefit Review Although the Charlotte '\ep tailors corporate sponsorship

pack2ge ~

·or indi-

the company's eight-play season devoted

vidual businesses, there are s:::-.e ral pack-

to new work. In his time with MTC , BusiT

ages that are often requested.

helped artistically guide more th an 120

For exam ple, " Presentin ~ C Y porate

productions of new plays and musicals,

Sj:onsorships" are available for anywt-ere

working with the premiere writers, direc-

from $15,000 to $25,000. Be1efits can

tors and actors in the theater today.

in cl ude up to 434 tickets (th= ::1tire

greater charlotte biz

CONTJNUIKG EDUCATI03 Visit our Wf bs tr, www.uncc.edu/conted uc or call 704-687-2414 for ore informa ion en 1~e se programs and for a :orDiete li ~ ting of other programs.

)>-

jul y 2002 35

tt'eat-z: , a var e:y of m;orl<eting opportun i-

recei'-'es 24 t ckeu, and for $1 .500, 16 tick-

tie, exclusi-..e :>-:! rforma - ·: es, program ads,

ets-along ..,.th o ther l:enefi t.:.

prc gr<.m ins -:! r:s;. and ot-er t•e'lefits tailor: :l interest~ .

tc :he >po nso -'! A.o other

~cpular

''V've're ·. ery fo rtunate th at Charlotte<. rea co r pornions appr: ciate and under-

pa:IG.ge is

rtand the vai.Je of t he arts in this c :::>mmu~oa rticular,

"Cor:>OC"ate 1\iEflt at tho: Thea:-e" (not

nity, ;ond in

offure :J on Fridcy or Satu -dat evenings) .

of the F.ep's :::aliber," says Anr e Larr bert,

Fo -

$~· . 00C•,

a CLsiness re: ei\e:; 50 tickets

ar c r3::•: gnitio-, in the

~r::>g n n,

on signs

ar c as par: of a curtain 5peech Other be1· ef 3 irclu de rec=p-tio

u~e

of the lc::>b) bra cocktail

befcre th e sh :. N and backstage

professi onal theate r

direcco r of C€"/el o pme nt for Charlc-tte Repe rtory neatr.:!. "Sp:::>nsocs such as Bank of America, Goocrich , M: Kinsey & Company,Wachovia, and BeiiSouc- 1elp the Rep tc prese nt

to trs mm.:!dia.te ly follow ng the perform-

~lays

ar re. : im · l:~. rly, for $2,500, a business

...,ould cimiri::r without their .;upport."

:::>f exce::>tion;al qua ity. 0Jr quality

At a Glance: Sponsorship Opportunities "-oEA! t•res!: lme, varJOJ~ levels of corpo-::te- sf..to)tl;crs.l bs were st'/1 a.-oifab/e for alf o'lows, ~er.ts <7 programs Jistee here. Ch:riotte aep 200l-2DOl Season The Glas;; Menagerie

=.., Ter nessee "Villiams

200~

·: abaret st-ow, pi.Js pre-5how :ockta'ls, pos:~how dining, and New Year's Ewe countdow1.presented in th~ Booth ?byho•Jse and f::>unders Hall At~ ium.

2003 A1nual black-tE dinne-/dancing event J=re:;ented at upt:wn hotel ballroon or ccun:~t club intro8ces Rep's upcoming slate for next year wit' live enterninmell( featuring sr-eak peeks olthe Rep's 1003-2004 se1son.

F _dl!' Comm~ tted f!:• 8-:c<y Moc:E

lr-the-Works- The Rep's Annual New Play Fes:ivaJ

G1re:tJOr:T::> :::>e Announced

AJril 20C3 P.eadi~s of pb)'s ar;d musicals in developm:nt are stag:c, fe>rival-style, i1 various lo:ations aro_ 1d Cflarlotte sucft as mo.~se lrlS, parks, colege and corporc.te carrpuses;, and uptovo11 ;1triums. The festival focuses on process. artistic development ard a.xlience inpu:: sorre ~eadings may be oFerec± d.JrinJ ne lunch hour, ;nd rn05t wll be free to tie J=Ublic.

C::>roe:y l*>>enber 6 - 17, 20C2 A T~.-na Chrirtmas B: jEton Wi Iiams, Joe Sears. B 1-k>ward Dire<tt;d bf' lerry Louitlin C::>rredy r-~:>..,.errber 23 - Decerrber 15. 2002 Let 'life Sing C-ea.:ed by l'ti:hael BLsn, t-1icnael Aman c.rd j::>el Siberman C1or-e::~gra::>~ by Rand-,. Skinr.er ~;:ar-rlb P.ndre deShields C::>-produc:icro with Ge:>rg: Street P 1yk:use Origilal Musi:Oll jilur~ I J -february 9. 2C03

Jar dl~

Floor

B.. C1eryl We-s. C:rectoo b~ Tej Sod Surr:n€ Sc.J:::urne Doug ;1; Gom-c Drarm with mat•J re th:mes t-:uc1 8 - 3(). !003

j u I;· 2D O:L

December 31 B-oadwa~-st)f~

=ire:ted by. cseph Har:lt StarrinJ Penny Fuller Clas;ic Drama Sep:=!m::>er 7- 29, 200~ M. E!utterfl!' E.t Ca..id He1ry Hwarg Cire:te:l ~ ':>bert Mo3~ i:O-t=r::.duction with Syra:Lse Stage Dran;a ... ith Tature tf-e'Tles Cctx:•l:er I~ -November I 0 2002

h th: t-lcGicron Theatre in :ipirit Square

Special Evef't and Prcgram Sponsorships An Evening <Nith Broadway StarsNew Year's Eve Gala

Cllarlotte

~pertory Theatre

~niyersary

Gala

~pring

Other Spon!IOrship Opportunities The Theatre Fact{)ry in NoDa During th~ upoming 2002-2003 season the Rep wil lease :a::>prol<. 20,000 squ;,re feet in a newly ren::>vao:d warehouse spare at 28:h c.nd N. Davids.:• streets, in the hi;toric Cllarlotte neigl-b::>rhoo:l known as NoCa.

Educational ~artnership with KEY Pfayers -,.e Rep nvitt:s sponsors1ip suJport for oLr on.5o ng e:kcational partnership voith KEY Players, a Catawba County-based orsanization tbt pr:sents interactive curriculunr-basec :heat-ical J=roduc:ions for student aJdierces.

greater ch a- lo tt e bi z

Lambert is the person to contact at the Rep to schedule a corporate event or s mply to get more information about s::>onsorship options. She believes the Rep F ovides companies with an outstanding

AcctPointe Profess Gnal P.CCJLilti n ;J

ens

return on their philanthropic and marketiog dollars. Lambert points out that for an investment of anywhere from $1 ,500 to $25 ,000 corporate sponsors can share an entertaining and culturally enriching experience wid· their clients, suppliers and employees-in :~.ddition

to reaping the many marketing and

public relations benefits of sponsorship. "These companies also can say:We arfO :nrtners in producing high-caliber, live pro'essional theatre for the entire region," Lambert says. McKinsey & Company, corporate spo rsor for a number of Rep events, agrees thct the theatre offers a great return and emphasizes the importance of corporate involvement. "What amazes me about the Rep is how much they do-and how well they do it-with such limited financial resources," Bates says. With ticket sales accounting fa about one-third of the theatre's earned revenue , the Rep relies heavily on sponso rship by corporations and individuals. "Without corporate sponsorship,

DO YOL WASTE VALUABLE TIME I ERVIEVVJNG I APPROPRIATE CANDIDATES? WE CAN HELP.

there would be no live professional theat re produced here ," he says. " Every business owner or business leader should think hard about making a personal commitme1t to the arts." To Eversole, it's almost a no-brainer. "All of us at Bank of America want to live ve ~:~

in a strong community, and the arts are

important to having a great community and a great uptown;• she says. " I personally

erj~

being involved in corporate sponsorship because of the opportunity to bring client; . vendors and associates to these eventssometimes to introduce them to Charlom Rep for the first time."

biz

Chris jensen is a Charlotte-based freelance writer. The Rep's newly redesigned web site, www.charlotterep.org, provides a complete overview of the star-studded season for wh·T tickets are now available. For more informaticn or to request a season brochure, go online cr calf 704-372- I 000.

greater charlo tt e biz

july 200: J7

[bizdigest] C~1arlotte More Than a Legend ... a Ho~ e lold 'Nord

Larry Csonka to Speak at

The guest speaker for the next Spea kers Series Luncheon on August 6, 2002, will be the legendary Hall of Fame Running Eack, Larry Csonka <www.larrycsonka.com> Larry Csonka and power running became synonymous in the NFL of the 197':-'s As 'l player with t he powerhouse Miami Dolph ns he charged so tenaciously through ceferses that his name became a household word and his nickname "Zonk" became a lEW American verb. From 1971 to 1973 , he led the Dolphins to three Super Bowl ap~ar ances, earning All-Pro and Pro Bowl holors along the way. He and halfback Jim Kiick were affectionately known as "Butch Cassidy and the Sundance Kid ," anc were key players in the Dolphins ' perfect I 7-0-0 season in I 972. Csonka earned the MVP award of the Dolphins' Super Bowl VIII victory over the Minnesota Vikings by rushing 33 times fo r 145 yards and two touchdowns. In 1973, he was voted Super Athlete of the Year by t e Professional Football Writers Association. And in 1987, he was enshrined in th e Fro Football Hall of Fame in only his secc-n:l year of el igi bility. After a short stint with the World Football League in 1974, Csonka retu-ned to t he NFL in 1976, signing with the hlew York Giants for three seasons throug1 I '?78. Then in 1979, he rejoined the Dolphirs . once again leading the team in r ushi ng wi: h

!!!! bran ko=--=-=----=

NAGURSKI

Touchdown Club

837 yards, and being named MVP by his Dolphins teammates. He ended his professional football career in Miami and retired in January 1980. His career rushing record for the Dolphins of 6,736 yards still stands. A nd his career rushing total of mcx-e thar 8.0(•0 yards places him among me Top 20 leading runners in NFL histor>Csonka contin.Jes to wor o( in the "public eye" as host and prodLcer of outdoor adventure prog'lms. ~fter three successful seasons co-hosting : he popular syndicated prograr. "Americar Gladiators," Csonka continues to host and produce "Stihl's North To A aska" and ''NAPA'S Csonka Outdoors" whicr air :)n TNN and OLN , respectively. Both p · ogrc: ms showcase Csonka's expe rience as a fisherman and hunter and his enthusiasm for outdoor ;ports and conservottion . Csonka also trc.vels tre coo ntry as a sports motivational speaker, ef;.ectively using humor and dr.imati c per ~ onal experiences to entertain audie nc es a 1d inspire renewed confidenc e to strive f·Jr perfection in any endeavo ·.

2002 Chadotte Touchdown Speakers Series Luncheons and Events Tuesday, August 6, 2002 Larry Csonka, Hall of Fame Running Back, Miami Dolphins

Tuesday, September 17,2002 John Bunting, Head Coach, University of North Carolina

Tuesday, October I, 2002 Chuck Amato, Head Coach, N.C. State University

Tuesday, October 15, 2002 Jerry Richardson, Owner-Founder, Carolina Panthers

Tuesday, October 29, 2002 Don McCauley, Former Running Back, ColtsTar Heels

Monday, December 9, 2002 Bronko Nagurski Trophy Presentation

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Wachovia Unveils Park in Center City Development Includes Office, Retail and Residential Components Wachovia has unveiled The Green, a 1.5acre downtown park and centerpiece of a unique $75 million mixed-use development. The park is located adjacent to Three Wachovia Center between South Tryon and South College Streets, directly across from the Charlotte Convention Center. The vision for The Green came from former First Union CEO Ed Crutchfield, who desired green space for downtown workers and community members. "The finished project integrates retail, office and residential components and the park hides a four-level, 850-car underground parking garage;' says Patrick Mumford,Wachovia Corporate Real Estate. 'This multi-dimensional project makes great use of center city real estate and supports the city's vision for vibrant downtown space." The park is surrounded by 60,000 square feet of retail and office space and 57 residential condominiums. Restaurants and retail shops will open to the park from a European-style arcade positioned along one side of the park and a three-story brick and glass building on the opposite side. Among tenants already committing to the Shops on the Green: Stefan Latorre's [creator of Latorre's Restaurant uptown] new restaurant, Mahi; Fuel Pizza; Sir Speedy print shop; a police substation; and a branch of the public library.

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Lippi & Co. Chosen to Promote Concord Mills Responsibilities will Include Public Relations and Local Promotions Concord Mills, The Mills Corporation's 1.4 million square foot shopping center just north of Charlotte, has chosen Lippi & Co. Advertising as its agency-of-record. The agency's primary responsibilities for the account will be public relations and suppo r ting local promotions. Concord Mills is a retail and entertainment destination, boasting 200 retailers including manufacturer's and retail outlets, off-price retailers and dinning and entertainment venues. The center is located at the intersection of 1-85 and exit 49 in Concord.

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july 2002 39

Leading Grocery Retailers Converge in NYC Supply Cha1n Executives Discuss Benefits of Improved lnventoryVisib1lity and Channel Management Elogex, Inc., a leading provider of collaborative logistic solutions headquartered in Charlotte, reported overwhelming success at its inaugural Network Strategy Forum. The event drew a majority of key executives from the top grocery retailers. The impressive attendee list represented $150 billion in revenue, 9,000 stores and 22 percent of the total grocery market share and included executives from six of the top I0 grocery retailers. Forum attendees discussed several key initiatives impacting the grocery retailer's supply chain including channel management, real-time

inventory visibility, operational synchronization between suppliers and carriers, and cross-industry asset utilization. Two consistent themes emerged during the forum. First, the executives agreed that sharing logistics assets online with other retailers could produce significant reductions in the number of empty miles incurred by fleet operators. Secondly, the retailers concluded the aligning of transportation and logistics with merchandising would directly result in increased inventory control and improved channel management.

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Signs Abound of a Modest Economic Recovery Wake Forest University Releases Quarterly Review Growing consumer confidence and strengthening retail sales are among indications that a modest economic recovery with low inflation is under way, according to Wake Forest University professor Gary L. Shoesmith. Real gross domestic product increased 5.8 percent during the first quarter, but 3.2 percent of that figure resulted from companies restocking inventories. Industrial production is on the upswing for the first time since late 2000. Production outstripped demand for U.S. products, with final sales (U.S. production sold) increasing only 2.6 percent. Productivity gains and a longer work week, rather than increased employment, accounted for an 8.6 percent increase in production. Manufacturing employment declined 6.8 percent in the first quarter. Shoesmith says that although losses in manufacturing employment are expected for several quarters after a recovery begins, the losses have been particularly severe in this business cycle. Demand appears to be strengthening. Nondurable expenditures increased 8.4 percent in the first quarter, and personal consumption overall advanced at 3.5 percent. Consumer price inflation is at 1.2 percent, and housing gains continued with residential investment gaining 15.7 percent during the quarter. Negative signs include an 8 percent drop in durable goods spending, a 5.7 percent decline in nonresidential investment and a 1.2 percent drag on GOP growth attributed to a growing trade deficit. "Typically, the trade deficit narrows during recessions, but that has not been the case in this cycle," says Shoesmith, director of the Center for Economic Studies at Wake Forest's Babcock Graduate School of Management. "It's worrisome to think how large the trade deficit will become once U.S. spending strengthens later this year." Shoesmith says housing and auto sales can't be expected to provide the boost they usually provide at the start of recoveries. Spending on durable goods has weakened, and Shoesmith sees little room for further improvement in residential investment. "Overall, the data indicate that the U.S. economy is turning the corner, following a brief recession last year;' Shoesmith says. "Unless there is one or two more quarters of heavy inventory building, a gradual recovery is most likely."

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An Open Letter to N.C. Legislators ... Founded in /992, the Charlotte Regional Partnership (CRP) is a nonprofft economic development organization dedicated to the planned growth and prosperity of the Charlotte region, branded as "Charlotte USA." Since /994, the CRP and its 6 sister partnerships statewide have beneffted from investments provided each year by the General Assembly This year, as North Carolina faces perhaps the worst budget crisis in its h1story. the recendy released Govemor's Budget recommends an across-theboard I Ipercent decrease in funding to each of the partnerships. David E. Cline, Chairman-elect of the CRP has composed a letter to NC legislators [some excerpts provided] advocating continued ffnancial support at a level at least equal to last year's appropriatJon, maintaining that it is precisely in times of economic slowdown and recession that the state's commitment to economic development business recruitment and job creation and retention must be renewed and reinforced The contributions of the CRP to the growth and prosperity of the Charlotte region and to the State of North Carolina as a whole represent a remarkable bargain for the state in terms of performance and return on investment. The CRP is funded primarily by the private sector and county and municipal memberships, with state investment historically accounting for no more than 25 percent of total funding. Since 1990, new companies have invested more than $18 billion in the Charlotte region, creating more than 170,000 jobs. In 2000, according to North Carolina Department of Commerce figures, the Charlotte region alone accounted for 45 percent of all new investment and 36 percent of all new jobs announced, and yet the CRP received less state investment than any other regional partnership. Given significant layoffs in textiles, fiber optics, transportation and manufacturing in North Carolina and the general economic slowdown, it is all the more important to be investing in the CRP to attract new business investment and expand existing enterprises. Soon the CRP itself will be launching a major 2-year national advertising and marketing campaign promoting the Charlotte region as an ideal place to do business and maintain quality of life. The CRP is one of the best investments around.The CRP focuses on doing those things which need to be done on a regional basis, but which will not or cannot be done unless they do them. Twelve years, 170,000 new jobs, $18 billion in new investments jobs and investments that pay taxes and increase state revenues.The numbers speak for themselves of the value of this organization to the Charlotte region and all of North Carolina at this critical time.

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The Charlotte Chapter of the National Association of Woman Business O wners named the winners of its 17th annua l awards . The Woman Business Owner of the Year, honoring the member who, for more than five years, has demonstrated strong leadership skills in growing and managing a successfu l business and active participation in volunteer and civic activities, was presented to Helen-Marie Berthold of Charlotte 's Ehren-Haus Industries, Inc. Finalists included Mic Alexander of Overflow Printing, Inc. , and Robyn A. Crigger of The Transition Helen-Marie Berthold Team and Sedona Staffing Services. The Rising Star Award , honoring the member who has demonstrated entrepreneurial creativity and determination in successfu lly managing a business that is less than five years old , was presented to Sandie Ridings of Signs Now in Charlotte . Fi nalists included Lynne Rahe Byrd of Rahe Lynne Clothier, Celia A . Klein of Grandstand Communications, Inc. , and Frances Queen of Queen Associates, Inc. And the Community Service Award , which recognizes outstanding achievements in support of women in business and women business owners, was presented to Rep. Ruth M. Easterling (D -Mecklenburg). SouthTrust Group has announced the promotion of Russell Jones to Vice President and Market Manager for Business Banking, Greater Charlotte. Jones will lead the bank's Business Banking activities in Mecklen burg, Irede ll, Cabarrus, Rowan, Gaston , C leveland , Rutherford and Transylvania Counties. Jones previous ly served as Commercial Lending Team Leader for

South Trust's Metro Charlotte (Mecklenburg) market. Jones has eighteen years of experience in the fin ancial services industry. He earned a bachelor's degree from Wingate University and is a graduate of the North Caro lina School of Banking. Also, Harold M . Mcleod, Ill has joined SouthTrust Bank in the Greater Charlotte Region . He is responsible for retail banking in the region , which includes branch offices located in Cabarrus , Cleveland, Gaston , Iredell , Mecklenburg, Rowan , Rutherford and Transylvani a Counties. Russell Jones Mcleod brings IS years of banking experience to his new position . He most recently worked in retail bank administration for Wachovia Bank in Atlanta, Georgia, and West Palm Beach, Florida. Mcleod is a graduate of Brenau University where he earned an MBA. He received his bachelor's degree from Wofford Col lege. The Charlotte Regional Partnershi p has announced that David Cline, the partnership's chair-e lect, has been named co-chair of the North Carolina Partnership for Economic Development. Cline was chosen by a unanimous vote of the NCPED chairpersons at the organization's

Harold M . Mcleod, 111

Continued on page 44

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telecommunications pg. 40

pg. 25

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Single Office Space Available for Lease Tyvola Rd. / 1-77 Area Company has fu rnished, win dowed office (130 sf) availab le immediately. $ 450/mon. inclusive. Te le/data wired . 704-676-5850 x 102.

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july 2002 43

Continued from page 42 quarterly meeting. Cline will replace Gordon Myers as co-chairman of the NCPED for the fiscal year. Cline will serve as co-chairman with the Honorable james T. Fain Ill, North Carolina secretary of commerce. A North Carolina native, Cline is past president, chief executive, and founder of Temporary Staffing Systems, Inc. , a Gastonia-based multi-state staffing company providing manufacturing, service , and health care organizations with contingency search, temporary personnel, and employee leasing services. David Cline Cline has been a board member of the Charlotte Regional Partnership since its inception in 1991. The Allen Tate Company has named Dawn Royle as director of business development. Royle brings over 12 years of sales and marketing experience to her role. As director of business development, Royle is committed to increasing awareness on the corporate level of the different services that Allen Tate Company has to offer the region. Royle began her career as an account executive with WSOC-FM. In 1992, she became corporate account executive with Alltel Communications, Inc. and successfully generated new corporate accounts in the Charlotte Metro area. Over the next seven years, Royle served as senior account executive and direct sales manager. Her responsibilities included managing a large sales staff, developing sales incentive programs and generating a new client base. Royle also served as corporate account executive for Dawn Royle Wild Man Industries before joining Allen Tate Company. Philip Tate has been promoted to vice president of account services at Luquire George Andrews. Tate joined LGA in 1992 as a manager of the Charlotte Organizing Committee for the 1994 NCAA Final Four basketball tournament. In that capacity, he was responsible for coordinating media, special events , signage , transportation systems, financial administration and a volunteer staff of 1,500. Most recently, Tate has served as account executive for the advertising agency, handling such accounts as Birkdale Village. Cricket Communications, Hendrick Lexus, National Gypsum, Pappas Properties and Transamerica Reinsurance. Tate graduated from Vanderbilt University with a bachelor of arts degree in English and a double minor in political c: science and history. In February. he 0 received his Accreditation in Public .,B" Relations (APR) from the Public Relations c.. Society of America. u.. Donald E. Haack of Donald Haack 9 Philip Tate Diamonds will serve as president and chairman of the Charlotte Foreign Trade Zone (FTZ) for the 2002-2003 term, succeeding Eckart Goette who had served as president and chairman of the board of the Charlotte FTZ for eleven years. The board unanimously approved a resolution of appreciation for former Chairman Goette's "dedication , diligence, and skilled leadership." Goette resigned from the board because he moved to Hilton Head, S.C. The International Council of Shopping Centers has appointed Robert J. Otten of GVA Lat Purser & Associates, Inc. to a one-year term as State Director for North and South Carolina. Previously, Otten served as the ICSC State Operations Chairman for ~

july 2002

North Carolina. The International Council of Shopping Centers is the global trade association of the shopping center industry. McGuireWoods Capital Group has elected Raymond C. Groth to its Board of Advisors . Groth , the first Charlotte member appointed to the board , has extensive background in investment banking. He is currently a Visiting Scholar at the Global Capital Markets Center and Fuqua School of Business, Duke University. He previously served as Robert J. Otten managing director of the Merger and Acquisition Group of First Union Securities and was previously employed by The First Boston Corporation (now Credit Suisse First Boston) where he served as a managing director of investment banking in New York. Concluding a national search, Voices & Choices has announced that Chicago-based urban planner Ralph Tharp, AICP (American Institute of Certified Planners) will re-locate to Charlotte to serve as president ofVoices & Choices. Tharp founded the Land Strategies Corporation in St. Louis, Missouri in 1991, a company specializing in urban environmental, park and neighborhood planning and design; the firm was acquired by the Bucher, Willis and Ratliff Corporation in 1997.After serving as a managing partner with Bucher, Willis and Ratliff, Tharp joined Allen Kracower and Associates in Chicago as executive vice president in 200 I. At Kracower and Associates, Tharp was responsible for a variety of initiatives involving urban planning, land acquisition, park and forest preserve planning, land use litigation, conservation easements , condemnation litigation and zoning litigation. As a planner and urban design expert, Tharp has led countless public design processes and charettes, while also pia~ neering model funding mechanisms for 5 park districts, urban renewal projects and 路~ regional planning efforts. First Trust Bank has announced that c.. Greg Silliman has joined the bank as vice president and commercial loan officer at Greg Silliman the recently opened loan production office at Lake Norman in Mooresville, N.C. Silliman brings 30 years of banking experience to First Trust. "Greg's seasoned experience will add to the depth of our commercial lending team ," said Jim Bolt, president and CEO of First Trust bank. McNeary Insurance Consulting, Inc., has announced that C. David Leonard has joined the company as an employee benefits consultant. Joining McNeary this year, Leonard has over 32 years in the employee benefits arena. His background includes positions with two national consulting firms , with managed care providers and a large third-party administrator; Coates Consulting in Charlotte, Towers-Perrin, johnson & Higgins, and WeiiPath Community HealthPians. As a McNeary consultant, he will provide impartial and professional advice for developing strategies to effectively manage and administer employers' benefit plans. Leonard's expertise is with group benefit programs including life. disability and medical and dental benefits. Mary Buckley has been elected assistant vice president at First Citizens Bank in Charlotte and will operate as a financial services manager in a local branch. Buckley attended Central Piedmont C. David Leonard Community College.

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