Greater Charlotte Biz 2003.03 by CLT.biz & Charlotte Biz & Greater Charlotte Biz

GENT PARK

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CLU B

Carved from naturally rollin ;) terrain thcr. bC3sts mere lh3n eigh:y-five feet of eleva!ian chan :;e, the renowre<J Reo;~ent Park Gal Club is con<:Jstently rated arrnn the be-st in the Garolinas. For more than six years, the club has receiofed "Be.s~ of Charlotte" .status by various pc..blicatio s. In 2000-2001, Regent Par-< Golf Club was awarded <:our sta rs by Golf Diges: " F1a-ces tc. Play " I 2003. the excitement co'ltinues_.. • M3n ' ~ and ladies _a ~e r Facilit ies • The RP Grill • Dini-g Pavil ion • Gclf C lu Storage c:nd C lub Repair • Go l ::ar Storage • .e-d Anr.ua P..le.-bership Plans now available. ~OJ W'la- golf value truly means ... Pia· · golf fo le--st :.1 Si 70 per month, including ·"eeken gree-n ~ees ~hat are normally $50. ACT NOW! Co ac:l Kevin at SOO-E"" 1-5550, extension 2, for details.

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Why sho ild yott Jttentet service be? Dc·es )Cur busin ...-SS have uruqu~ bternet c..nd networking reeds? Road Ru ner R~s · Class, a "ervice ·)f ...,..,ime Warner Cable, ?rov:de3 high-speed, broc..

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overs

Apparently Money Does Grow on Trees It's mnvigorating to find an Internet company not only surviving 1n th1s Jaded ~ost-dot-com era, but branching out w1dely in the increasingly electroniC financ1al arena. Witness the ever-grow1ng LendingTree, Inc., which has become the leading online lending exchange.

departments

Sonitrol Brings Homeland Security Closer to Home

publisher's post

and thew employees are secure. lnterestngly,

charlotte usa biz

tJ-e most effective antiterronsm measures are

A look at the film indusuy in the Charloue region.

A::Jjustng to changes 1n terror-alert levels has nrany businesses wondenng if thew property

tJ-e same as those for anticrime.

employers biz

18 Mama Ricotta's Pasta de Resistance Mama Ricotta's ltal1an restaurant has emerged as one of Charlotte's finest Italian eateries. It's a

Legislative and regulatmy highlig":l.ts for area employers.

visit charlotte biz

I I

An update on the state o f Charlou e's convention and tourism industry.

far cry from the checkered tablecloths and red, white and green flags that scream "SpaghettW'

biz digest

biz resource guide

on top

as you walk through the door.

28 TIAA-CREF: Two Years Later Gr=<rt fanfare surrounded the announcement th<rt TIAA-CREF would open a SoutJ-em Servce Center 1n Charlotte. Two years later.

on the cover:

with some significant events under their belt Doug Chittenden is here to continue their commitment to community and education.

35 Building From the Ground Up at C.M. Black ConstrUction

Thi s month s cover features Doug Lebda of Lendingii-ee, Inc. in their Ballantyne headq ua rters. Photography by Wayne Manis.

Emmitt H. and Clinton M. Black II, as president and vice-president respectively. of family-owned C.M. Black Construction, honor the same prinCiples and work ethics t hat their father instil led more than forty years ago in raising their company to new heights.

m a rch 2003

cliaflotte iz grea te r ch a rl o tt e b iz

ple party, bands play, horses

Eighth Annual Queen's Cup Sfeeplechase

magine 18,000 people of all ag~ tailga:ing on a beautiful Saturday aft>rnoon in the Piedmont countryside, celeb:-c:ting :~ e renewal of spring, enjoying the hi_a:-ioU3 April 26, 2003 C::.ll .cday to purchase your reservej space. terrier races, participating in rafflE, hat &. _\'lo .=:~ tailgating spaces sell out, so please tailga:e contests, dancing to live ba: ds cdl eArly to keep from being dissap~ omted. and rooting home your pick of eao:h of six live thoroughbred horse races. Sour,d ::1.? 704.843.7070 Theil come join us April 26th! Experien c e the Thrill of the Chase ®

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~A' ~~?

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cliaflotte

[publisher's

March 2003 Volume 4 • Issue 3 Publisher John Paul G all es jgalles@greatercharlottebiz.com

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

Creative Director/Asst. Editor Bran don J. Pham bpham@greate rcharlottebiz.com

Account Executive Emily G. Lun dell elundell@greatercharlottebiz.com Brian W illiams bwilliams@greatercharlottebiz.com

Business Development Bil l Lee blee@greatercharlottebiz.com

Contributing Writers Susan Benedict Susanne Deitzel Casey Jacobus Sherri Oosterhouse

Contributing Photographer W ayne Morris Greater Charlotte Biz is published

12 times per year by: Galles Communications Group, Inc. 560 I 77 Center Drive, Sui te 25 0 Charlotte, NC 282 17-0735 www.greatercharlottebiz.com 704.676.5850 Phone 704.676.5853 Fax Press releases and other news-related information, please fax to the attention of "Editor" or e-mail: editor@greatercharlottebiz.com Editorial or advertising inqu iries, please call or fax at the nu mbers above or e-mail: 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 All contents © 2003 , Galles Communications Group, Inc. All rights reserved. Reproduction in whole or in part without permission is prohibited. Products named in these pages are trade names or trademarks of their respective companies. The opinions expressed

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

march 2003

stl

Are You Prepared? With the end of the Cold War and the falling of the Berlin Wall, tensions eased and we became tess worried about atomic bombs be ing hurled east and west by the United States and the Soviet Union . Actually, we became desensitized to all the bomb scenarios that suggested no one would survive anyway, so preparing seemed to be a total waste of time. However, those who can remember the 1950s can recall the public school drills when we were marched out of our class· rooms into the hallways, away from the windows that were sure to shatter when the bombs would fall and the next world war would begin. We were instructed to line up three-deep against the lockers with our arms folded and heads down. On the way home from school, I would wa lk past the home of someone that had actually built a bomb shelter deep into the hill alongside his house. I never saw the inside, but brochures that were distributed around that time presented diagrams of their construction and lists of provisions that were to be kept inside the shelters for an extended stay until the "all clear" was signaled. Battery· operated transistor radios were the original carry-around boom boxes, but they also delivered up-to-date news and information and emergency broadcast signals. In the early '60s, we were substantially alarmed by the Cuban missile crisis. Having missiles so close was particularly frighten ing with all that we had learned to fear about nuclear weapons. But after that and while we were mired in the war in Vietnam, the buildup of nuclear weapons created such scenarios of mass destruction that we pretty much gave up thinking of survival. As a result of the events of Sept. 11, 2001, the recurring anthrax attacks and growing threats from terrorist groups, we are realizing that there are evidently levels of "mass" destruction . One vial of a chemical substance may kill thousands or millions of people, but not all. Once again, it is imperative for us to take steps to improve our safety and prepare for emergencies and terrorist events. On ly this time, it may not be from bombs, rockets or missiles. The potential for chemical and biological warfare seems to have no apparent limits. It is difficult to prepare for an enemy that has very few known forms and so many unknown forms. But try we must. At least we should be compelled to prepare for those types of attacks we can imagine. One good source for preparedness is the American Red Cross. They have published a "Business & Industry Guide ... Preparing Your Bus iness for the Unthinkable." It is avai lab le on their Web site, www.redcross.org. It answers the question, "What can I do?" It encourages thinking abo ut disasters and creating a disaster plan. It offers suggestions on how to develop a thorough plan and reduce the impact of potential damage. It also suggests ways to protect our employees, our customers and our businesses. The Red Cross also recommends the Emergency Management Guide for Business & Industry that was developed with the Federal Emergency Management Agency (FEMA). When we have finished examining all the possible disaster scenarios and we have created all our plans and stocked all the supplies that we may need, then we need to return to our business activities and work every day to grow and expand our operations to protect our live lihoods and our futures. Duct tape and plastic sheets can on ly protect us fo r a lim ited time. We need to find more substantia l measures to help us ease the tension, bridge the economic gaps and renew some sense of calm in our eve ryday lives. Threats of war and retaliation may be appropriate with the potential weapons being created and the activities being conducted. Once they have been addressed, we must seek new ways of engagement that promote peace. American freedom and liberty do not come without costs. We cannot rely solely on our government to protect us from terrorist harm; we must also rely on ourselves and each other. We must continue to be watchful and pursue our dreams. We cannot let our American way of life be disrupted. It is too precious and important. We must all do our part to keep America safe and secure. Find out what you, your family and your business can do in your neighborhood and in this community to protect and preserve our freedoms! j

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WHA T - AN A

STAINED

G L _.\. S S TE ACH

U ~

WIN

DO"'~

ABOU T

MANAG I N G ASSE T S?

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If ~u "Ver:: a>ked where you stood financial!}··

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ho·.J ::::.c.~y p hone calls would it take to answe1·?

financial planners to investrn=n: , inru•·a-,ce, credit

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This comprehensive ·new, a! :mg v.ith t e inp.11 of

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:=-o cuses :>n ::"l! crucial de: ails.

few do this as well as Wachovia Wealth

Ta lk to us. Together we car acl-ieve Lr:co:-n mon

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brings big dollars to our community, but

<C;

does not require hiring new school teachers, building new roads o r schools, or running new water or sewer lines . And when filming is complete , cast and crew

CHARLOTTE.

USA

generally leave things better than they found them." Charlotte USA is attractive to filmmakers, and other businesses , for three main reasons: business strength , accessibil ity and quality of life . And the Charlotte region has several advantages over other film locations. First, four major equipment houses are located in the 16-county

Making Movies in Charlotte USA

commercials, television shows and fea-

region . The Charlotte region also has easy

ture-length films . The office provides serv-

access to important post-production

ices such as : Information about local film-

work, such as editing. Also, since

video and DVD last year, many people in

ing procedures, crew, equipment, sound

Charlotte-Douglas International Airport

the Charlotte region rushed to buy it .

stages, and support se r vices; site location

has 550 flights to 146 cities every day,

While some may have liked Jack Black's

photography and a digital location library;

filmmakers have easy access into and out

comed ic timing or Gwyneth Paltrow's

site scouting services within the region ;

of the region . Finally, Cha r lotte USA

class , for many the attraction was the

and liaison work with federal , state, coun-

boasts an unusually large variety of loca-

film 's famili ar settings -

ty and city gove r nments.

tions - plus this area has more than I ,700

When Shallow Hal was released on

a community

park , local restaurant or neighborhood st reet. Shallow Hal is just one of the

" Film production brings money into the region by employing local workers,

miles of lake shoreline , four distinct seasons and year-round mild temperatures.

app roxi mately 600 feature films that has

housing and feeding

bee n shot in North Carolina since 1980.

crews, purchasing sup-

the Charlotte Regional Film Office . Under

plies and paying local taxes," says Michael

office worked with approximately I 0 tele-

In all , the production of feature films , network televis ion series and televis ion commercials

iii~~~~~

Almond , president and CEO of the Charlotte

2002 was another productive year for the leadership of Director Beth Petty, the vision , one independent film , and SO+ commercial productions, including

has generated more

Regional Partnership.

Antiques Roadshow, As the World Turns ,

th an $6 billion in local

For the last three

Dawson 's Creek, and Ripley's Believe It

revenue .

years, filmmakers

or Not.

Filmma kers have a global variety of location

have spent more than $130 million

In addition to TV and commercial productions, Petty conducted a series of

choices, so it takes an

per year in the 16-

marketing visits to promote the region to

organized effort to share

county Charlotte

every major film studio, including Disney,

regional advantages w ith

region . Because

Fox, MGM , Universal Studios,Viacom and

industr y decision makers .

the Charlotte

Warner Brothers .

The Charlotte Regional Film Office , part of the Charlotte Regional Partnership, promotes on-location filmmaking within the Charlotte region . The film office acts as a central contact for location and production information for

march 2003

Regional Film Office operates on a budget of only $200,000, filmmaking represents a 650-to-1 return on investment. "The film industry is a winner for the Charlotte area," says Almond . "Filmmaking

Petty also arranged trade show displays for seve ral of the la rgest film industry meetings, including Production East in New York, N .Y., Show Biz West in Los Angeles, Calif., and Locations in Santa Monica, Calif. Petty says it is essential that the

greater charlotte biz

CRP directs film location via cyberspace

Film Investments

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,...,

100

)"'

...I J

136 ~

121

,..

l.i

1111

IIIII

The locations whose photos are

the film business is scouting for the locations

digitized are categorized according to

that ·will serve as the backdrop for a produc-

the Warner Brothers classification systen.

tion 's 'Tlany scenes.

For example, someone looking for a mansion

Producers must find the house or farm ~

the mail;' Petty says.

One of the least glamorous aspects of

1:;6

iii

and producers don't want to wait for

can search for gothic, English Tudor, Colcnial,

or office building that best suits their needs;

Federal,Victorian, etc. Locations can ho d

or the river or meadow or mountain that

many different classifications.

best fits a film 's setting.

CRP developed and now owns the

While the Charlotte USA region has become a hotspot for movie and television

technology to do this, which clearly puts the Charlotte USA at an advantage when

production, the Charlotte Regional

it comes bringing still more productions

Charlotte Regional Film Office be an active

Partnership's Film Office has become a

to the region.

presence in the region it markets, so com-

trendsetter in location selection by moving

munity outreach is one of the organiza-

the process to cyberspace. In the old days,

tion's most important initiatives. The Charlotte Regional Film & Video

In Profile: Beth Petty

when a call came in requesting information

From balancing on a sinking canoe while

about particular kinds of locations, Beth

photographing locations for a producer. to

Guide, which is the perfect way to both

Pett)', director of CRP's Film Office, would

coaxing a reluctant farmer into sharing his

market the Charlotte region as an ideal

have to find file photos of corresponding

prized property with a film crew, Beth Petty

choice for filmmakers and to help local

locations, make copies, and send them

has earned a reputation for tenacity.

companies make contacts with produc-

overn ght by mail to the producer.

tion houses. The guide is updated yearly

Now, however, Petty can put together

As director of the Charlotte Regicnal Film Office, Petty has a large task: to re:ruit

and the 2002-2003 guide is available free

electronic packages of potential locations

feature films, commercials and othe r video

through the film office's web site ,

and send them instantly via email, saving time

productions to Charlotte USA.

www.charlotteusa.com. The 2003-2004

and rroney. "This is important because

guide is currently in production and

requests often need to be filled immediately,

A former professional dancer, instructor and choreographer, Petty has logged more

will be available soon. Another important film office program is Charlotte Greenlight. In an effort to foster the local growth of independent films , the film office has launched this program, which offers access to the same location library, industry contacts and liaison work provided for major production houses. The project is working to secure a fund that will allow it to give grants to local aspiring

Blair, Bohle & Whitsitt PLLc

filmmakers and to publish a quarterly newsletter.

Certified Public Accountants

The Charlotte Regional Film Office also works with local universities and schools to provide film students with internships for class credit. These students frequently go on to receive paying jobs with film industry companies. The Charlotte Regional Film Office

• • • •

Audit & Accounting Services Retirement Plan Compliance & Design Real Estate Development Strategies Merger and Acquisition Planning

• • • •

Tax Compliance & Planning Comprehensive Tax Review Multi-State Tax Structuring Company Formation Strategies

had great success in 2002, but will be growing even more in 2003, Petty says. Among the initiatives already underway are increased visibil ity at trade shows nationwide, development of additional marketing tools and continued upgrades

Back to Basics: Relationships, Value, Growth Now located in Providence Park at J-485 and Providence Road 10700 Sikes Place, Suite 100 • 704.841.8980 • Fax 704.841.3958 www.bbwpUc.com

to the Web site, and frequent face-toface meetings with Hollywood executives and industry specialists .

greater charlotte biz

march 2C03 7

than 200,000 miles scouting and document-

Gwyneth Paltrow.

ing pote ntial film locations throughout the

With more than 20 years of experience

16-county region. A two-time graduate of

in the arts, Petty understands the creative

the North Carolina School of the Arts

process and knows how to work with pro-

and evolve, and as it gets refined, new information and ideas are going to be needed." The film industry plays a vital role in our overall economic development strategy,

(NCSA), she graduated from the dance

ducers, directors, photographers, screenwrit-

explains Michael Almond, president and CEO

department and then returned to earn a

ers, technicians and other industry special-

of the Charlotte Regional Partnership.

second degree in writing and directing from

ists. She has written and directed several

" Beth's impressive credentials and experi-

the film school.

short films, which have been seen locally and

ence are unequaled in this market," he says.

internationally.

" In only five months, she's helped generate

Since joining CRP in 1998, Petty has

"Film is a visual medium, and it's a cre-

been instrumental in bringing several major film projects to the Charlotte area, including

ative process," says Petty, who producers say

The Patriot with Mel Gibson,Juwanna Mann

is responsive and dedicated. "You have to

with Vivica A. Fox and Shallow Hal with

understand that the vision is going to change

new projects and investments in our regional film operations." Petty's goal is to surpass the $121 million spent on film production in the Charlotte region in 200 I. She seems to be on track, handling more than 90 requests for information in the past five months. In an average day, she'll spend time reading scripts,

Will the service you get from your accounting firm miss the mark?

facilitating commercial shoots, scouting new locations in the region and using personal contacts to help market Charlotte USA to filmmakers.

Currently, Petty is heading up an effort to transfer CRP's impressive location files Does your accouming firm offer the kno" 1-

benefit of Gmnt Thornton resources in

edge. expe11ise and pa11ner involn~ment

110 countries. That's w hat fast-gro\\th,

that you can rely on in

mid-cap companies lcx)k for in toclay路s

today路~

global markets.

ne\\ regulatory em ironment'

from paper to the web. With thousands of locations to re-photograph, she's enlisted a team of highly skilled student interns from her alma mater, NCSA. "Technology just swings open the door

I1Nead of risking it. \\'by not get the kind

Call Mike McGuire, Ca rol inas i\lanaging

of 'en ice you desen e? \X'ith Grant

P~utner, at 70 1.6:32.:3'500 or visit our

to so many possibilities," says Petty, noting

Thornton, you get easy access to pa11ners.

"ebsite at "\\'\\'.grantthornton.com. You'll

that by using digital photography and CRP's

Theil's been the hallmark of Grant

find ho\\ kno\\ ledgeable. personal service

Thornton for -H 'ears. ,\nd you get the

Gin hit the spot for your com pan).

Grant Thornton ~

revamped Web site tools, she can quickly create the tailor-made location packages that once took days to compile. Petty also markets the region's film capabilities at trade shows in New York and

A passion for the middle market

California and through personal contacts and referrals she's developed over the years. " It's a lot of fun when you get it right."

march 2003

biz

greater charlotte biz

Legislative and Regulatory Highj ghts for Area Ern layers Military

Lea~

ecs m::l that an employer

arv p::>rtion of the plan while

As the likeilood o' niliury ccnrcl1t:a-

=~...nci..- .5

li;iJie ft:r t~

1=erson is

tion in ti-e Middle Eas: i..-crea:;ES, m::::re

or aaive duty o r requirec trairilg VVith c,;cr-

employers are being fac::rl with a. rert

tlil P-strictions, a

person·~

heal-:1 benef t::

employees bei~ ":llled ~ .. fot act>E ruty

n:ty ;o lso remain in effect durilg m

-he U1iformed 3e:r.'ices Emp cyr.e-r a 1C

se-vice or training.

Reemployment Ri~hts />.c.t (USERitA.J was passed in 1994 a1d indu:Es sJeci·1c

liar~

• Improved errployee

moti·~tion

to work

safely, leading o better quality and productivi:y • Reduced wcrkers' compensation costs • Recognition in the community • lmprovemera: of programs that are alread)'

USERRA permits an e:m1= Ofee to

sen~

a l<X<.I cf five years on actve dL :y, wi:hout

-L le;

the foUowing benefits:

tim~ li~t.;

good, through the internal and external re~iew

that is part of the VPP appli:ation

regarding milira.-t e:av:! wi:h whic1 al e11JJoy

I·J:s of reemployment rigt.s.-h :

ers- regardles! o" ;iz-:- must -coT:I~.

n:ty be: extended if additicnc.l aaiv: duty oc

• y=>p participcnt sites generally experience

tro:.ioi g is performed invo untariy

from 60 to

Employees and

~ro;pec:ve

have serve:l, are currentl.t

errol ::y:!:!S ...,ho

ser~ilg

enlistirg in the _lrited SG: es

or a:

' liar> [!rd.Jd-

i:;

injuries than V"ould be exFected of an "aver-

e:mployer may be excused fr::mre.:mj:lo·,i - g

age" site of th:! same size in their industries

c returning service member i" t.si1e;: •:eorr-

Natioral Guarc) ar.: co·A -ed bt'

diti•::Jrs have changed so rruch t · at it Vlouk

Generally. 11)' empl::<ee who le:ue; the j::Jb to serve in tho: annec forces i: enti:le::l to reirstateme1:

JJOO ~isfcaory

:orple-

tion of the tenr of rrilil:ry s:e -vi:e. Probationc.ry

e"ll~loyees:

The VPP pplication process is designee to be rigorou~ . to assure t1at only the best

be iTpossible or unreasorabl: o co'llJiy.

programs qua ·ty.There is no single correct

Enployers should be aware era: tris is a

method to meetVPP

strict standard to meet. For exa111=le j..J.;t

objective is to find a system that works for

ba:aLse you hired someone to

r~la·:e

:he

i1tdi·ti :lual on mil tary leavE, tl-is tdoes r-.x

osual y ha--e the

sa percent fewer lost workday

re::joi ed by the ederal go.-er1nrert:.An

i1g the U.S.. Co:a:;t Guar=, :he ltes:!r-..e~. o r the U~ERRA.

process

requiremen~;

the

you. Keep in mind, that VPP participation does not exenpt an employer from an inve!-

re i=v:! you from reemplo) ing t~e rew -nilg

tigation assocB.ted with a significant acciden

ees. Part-time emJ O)eES.. appren:i·:es, :mel

\e:e:nn.lndividuals who leave the mi ita-:,

or an employee comFiaint. For more infor-

seasonal recurri1g jobs :are as::> pr::xectec.

wii::h a dishonorable or ba :J-cor'llluct :lis-

mation about the VPP program, go to:

Temp;:,rar:- job;; w1ich c.r= brief uc nO(

cJarge lese their protection uncer

expected to ccntirue, h::.-ve-..e-, cc 1ot cuali-

Fo·

fy for vete an tee11pl::>y :ent rigr G.

(BJte&Ju

~ame

reemplornent -ightS a~ :>tile r efl1:1oy-

iJJ •e

LSE~R.A .

informat.ior. go to: lfW'rY.OI.[OW-.e'..E.'. :;( Natior:al Affairs)

rrust, with sorre oceptb1s, be

reen~· loyed

a..."1:1n:!d had

hav~

The Impact ofTurnover The cost of turnover in any organizatiCY'

A veteran "'rc retLrTis frcm s.:·\1ce the positioo thc.t he wcx.H

rttp:!lwww.oshw.gov/oshprogslvpplindex.html.

i11

his emplo)1llen: n.X bee1 interrup'E:I t:y his service. Some H'1ploy:~ have :tp~·P-1ticeship

NJ More OSHA lnspectiom?

is overwhelmi'lg when you factor everythin&

M Jst employers are s::>m:!-.-Ja: fec.rf~ ·Jf

~urprise

visit from an Occupat oral Sak:t:-

mat goes into filling the position. It should b= no:ed that the costs of time and lost produ : -

c.re Health (OSHA) inspectcr. lrr;p~c:ions

tivity are no less important or real than the

ca1 be disruptive to the w::>rkplx:e ti..-r E :oo-

costs associat-=d with paying cash to vendor;

strring, and may result in costly -1nes.

for services such as advertising and tempo-

However, some em:>loyers may e able o

rary staff. There are many things tc consider

been working :urrg th"' periJ:l d t.1eir mili-

c:v:>id routine inspections enti ·et. OS-i/>.'5

wl-en a memt:er of your staff leaves his or

tary leave. If the)' reqLil=' raining :o reach

Vclurtary Protection Prog-am (-'PP),

her position. Here a-e some of the costs:

e>E'1'(S qualified companies - t1o:;e ""i: h

• The cost of :emporary 1-elp or the cost o '

the level they ""OLI:l 1-av-=ac<JJ re:l.Then :heir

&o::xl safety records - fron rou:: ne inspec-

existing employees performing the vacant

seniority ""oulc Je re:rca:tive to the :la: e

tic•r.:s.VPP's are designed to recc5nize ;o ne

job as well aSLheir own. This can ultimately

o r established rrust be

~e:riority

restor~:J to

level they ...,oui:J

the job

ha~

~tt.5

a1d pay

tate ac1ieve:l as if rh=;- hc.d

that position, t r ey mt.5t

they would

rysterr6.\e:eran:;

trailed to ac-ie:ve

cx:mple:e:d the p-o,!;ram if

they had oot erne-ed ti-e

ili:cry se->ice

pr::l 110te effective safety and he:llt 1 m<I'B5e-

lead to paying overtime rc.tes.

ment In :he VPP. management ard o:JSHA

• The adminis: rative costs of stopping pay-

e=b isl- a cooperative rellticn!ilip at a

roll, benefit deductions and enrollments,

work:> ace that has imFiemen:ec a st-o r &

COBRA notif cation and administration, ard

vides that a reemJ O}ed per~01 rrust b=

pr::~ra-n .VPP

the various fcrms needed to process a

treated as not havi1g incLrrerl a :xea< i.-

of fadlities that have designed ard

service, thlt m I tary : irre must t:e ccnsid-

ment.=d outstanding healtl- and ;afety prc-

• The cost of : raining your company had

ered for vestin5 a--.::1 berefit accr Jo.i pllt'FCS-

&nm~.

i1vested in the emp oyee who is leaving>

Pension rr::hts ard health be'leits c.re also prote:tec under U.>ERfV... Tho: l<:vr pro-

greater chulotte biz

participants 1re

! elect

::ro~

:~le

Current VPP participar:s 1ave at:erl

resigning empoyee.

march 2003 9

Include internal trai1irg. e>::enal :m:>s -c.ms

your facility/You probably hav= a1 ex:.i:

and externa academic e::lLcati:::>n

policy or practice that prohibi ts g.o mt:i 1E

• There arc also the consider. h this

r~cn.izmmt co~ts

proce:;~. you

on the premises, but many cornpuies ~e=rr

1-::ave to cacu-

late the cost o: varbus cand ictlte prEemploynEnt

te~ts t:>

includes

d~ug

YlC

v.<:~u

drastic action against a group ::>f

Et:c.-1-i~ 1.5~

screens, educatbna[ a :! crimi-

nal backgr.:>unc che:k:

tc· overlook this rule during this : me :f yea.r.'vYhile most companies

lle:f> :::ssess c. carrl-

date's skill3, al:>ilil:ies, apt tude,

adler re!ererce

ZJ-a/9-,.-'f

• t!J/U~-£tAtteetluu/~~_u, .o

tZaen s~ ~.,

e ~ ~Af~ /cf'//~ ~4~AUU/ • Zi&t:dkwf~e/4'J6

~a;up73u/

• &vz/<Zo/~t

• .a~.-- fM 2 d~.-uuu/t:cl~~ .1!!.......~~

f(J~ /}Af ~ ~179 >f • t!J/U~;t~~&!.u Ckeen s~~

heads when it comes g~mbling

"whit=-c:dlar

such as basketball or SLV!r ;.)......!

mum of 30 hou ·s to cvoer IOC hc•Jr; J:Er

pools. Additionally, your comp;tny pro : 01biy

position ("''''''''..'v.com)

hc.s a rule against solicitation dur rg V"O r ~ pools are formed during work 1011rs,4-1d

Information

take away from productivity.

need to

help

ci~

a ::>otential pitfall of the season - t13 bdli11,5

"HoA~

sajsf<&:to -y w: -e

2.Workplc.ce qt.alit)·: "v"/1-m: isyo Lr vEW o:

aE<~inst

the wor<- ife balance bere ; D :! you f==

di:e in the employee break rocn :r rE;t-

secure here ?"

rcom, for example. However, it is

3. Relatiorshps: "Di:l

.,~e~ p'3 i~e: y.>.J

enough, or did rou :rc.VE mar: What- if any-

probl~rs

managers, co-workers c·r

re:~tion?

: id ;ou h1ve V"itl cust:lrne~/

employees playing cards or rollng comr~:>r

for managers to turn their heads Wlert i: comes

b~sketball

"white-collar" gambling ~Lc h =-~ or Super Bowl pools Additic>ily,

rrany companies have rules aga nst ;ali : ira.-

4. Opporunit e5: "l-ow ~atisfied were OJ

tion during working hours, and m<ry b:=tti--.g

with your chnces to .td·tar ce.lea -n new

pools are formed during work 1our.s, a-td

skills, and de-.elop you- career '"

ta.<e away from productivity.

5. Culture "Did you fee t>l.t ~u 'it i1 here, or did the worl<place =ntironnen: your belie:s and

cl"~r

wlh

value ~ /·

Courts would probably look c.t dice ir

tile restroom and a basketball pod in

t1:

front office as similar forms of gamt·linE

6. Job description: "Did toL- jcb de.>cr p: on

These pools generally are great cal'ler:;ai:. n

match whu yo acwaly di::l, c·- do w: need

pi=ce; for your employees, and the) cree.te: a

to modify it/"

I:>: of excitement in the workplace,but rlle:t

~ bout

cc~:~b:;-

if <Loy- cid

the Of5;t1 :<:.ltic n·s geoc.l~ cr

cc·uld be detrimental in the long ru•. (E'11ployers Resource Association)

b'z

Keep in mind that e<lt int=r\iew.; nay not be effective if cont:lu•: ted ee's last dc.y a" work cr

~y 1

a 1 errt=loy·~=

rerrber

managenEnt. SLrvers 1ave :lenorlSt-;m:d that former employ-:e.; remere - k-:!y to share hcnest irforrratcn "'itr a thirc J'lrt)·

,,.!/_,/n./4 ~uat"If'~-"/ $~0

after the ":lust has ret:led." (E"fip.<:.>Yf.G

march 2003

practices that prohibit gambling or :he premises, allowing companies to tc.k! a_t:iOl

Resource A; sociation)

With tre I'JCPA t:ask;tl::al l torn;tment approa:hilg, mcrl)o CDITllan

V"i I b:

facing a di emma - hcv- de y•:•u - a.ndle tho:! betting pcol(s) that is: ci-rnla:mg aret.rd

many compan ies may over oc:k

your pay znd benefi:st

' ?4~'1<.uro/~r ?a~,_,__,.!/L,

23 7 N. Tryon Street Charlotte, NC 28202 704-332-4141 www. dunh illhotel. com

With the NCAA basketbal toLrn<:ITle't a~proaching,

pool(s). Usually there are expli: t p::>lid~s or

I. ComJ:ensat 01:

• ~to"<Zo/

·rt;/ku<!~l~-4-U~

P lace Your Bets?

rsc of

~a.

topics and ques:ion; tla: shoLid be

: n::m

cussed:

direction/'

73u/

wi:h

t=re\·3nt: o1ter~

leaving your company. F::·llc>rkg

you have

&tat44tUUP

~u bjoecG

who res gr ma) te )'OJ ,.,hzt yclu

know~

· ~~~/cf'/t'~~4~AUU/ ~~

~=tti - ~

Exit Inte r vi ews Pr<7ol'ide Va_ ua:>l.:!

7. Leade· s1ip: "\Yha.t

· ~-fut!J/U · B~kd'~4'

is common for managers to tL rn mei -

recruiter's time that Cln rcnge frcm a mili-

Discuss ing ;evEn <e·t

Wok/~ ~279>f

::lie~

tre employee break room or -estroo-, il::

checks.Acditiorally, ti-e: i: ti-e cos: d mE

employee~

f-OTEL

c ta :oe empb~Ees

wllo were playing cards or rollin&

ins hours. However, most of the

• DuNHnL

Tf'.e Employers Association is a nonpi>Ofit Charu::e or;:anization providing comprehensive hw-.an re~o~rces and training services. Foumied i• I S:j:', the Association maintains a broad-ba;ed nerrlt~rsh p of over 700 companies from all indJ. trie; n the greater Charlotte region. It also portcl:Jatu tr. :J n~ion Jl information exchange under the 'IUS/=X£5 Jf the .'iational Association of ManufaC!IJre ·s The above excerpts were taken froa;. Th e ltbnagement Report, the Association> 1110"1thl;newsletter. For more information, ple~se : •II LOA. rc Hampton at 704-522-80 II or visit lhe 'll,;eb !.l:: "J! vl\oiW.employersassoc.com.

greater char I ::>tto: bi:=:

Be a Tourist in Your Own Town! CharlottE Trolle:t is en t he Right Track Wher: can you t-cvel b3Ck into the past

to eJOeri~nce

tho: futu -e? Just climb

aboard the. :trarlottE T-oile~. and sit back for a ride :hot

connect~

the elegant sim-

plicity of tle 180Cs witl the attnctions of a 21st ceri:ury ci::t. For nearly SO yean, Cl':a -lot:e streetcars provi.jed inExpers ve an:J rEliable transportcti::n and albwed growth beyond the city lirits.ln 193E, :he horse-drawn

Religious Conference Management Association Recap Charlotte hosted the Religious Conference Management Association's

streetcars .....ere replacEd b} another type of horsepoâ&#x20AC;˘..,:r--gasoline p::"Vered busses. In 19Ea, eior: s b.:&an :n restore streetcar ! ervice to Charlo:te, and in 1996 a demonstration project

bes:~.n ,

offering

three-day :>er week, lirrited service. In

(RCMA) Annual Convention , in late

1988, the : ty of :har btte allocated $19.7

January. RCMA is a convening of meeting

million in cund; for in"nstructure to create

planners-each with the opportunity to

a two-milE cransit corr dor to accommo-

bring additional groups to Charlotte in

date both " ntage

the future. The group last met in

transit vel-i:les.

Charlotte in 1996. Since that time, SO

streetcar~

1nd rail or

bu~

Wher completed, : he track will run

additional meetings and conventions have

from the :cun End thtough Center City

come to Charlotte from meeting planners

to I I th Sr-eet.

associated with RCMA. Attendees

Charl :>tte

residert~

and visitors will bE

enjoyed everything from Discovery Place

able to rice tile trolley from doVIntown

to the circus to wonderful meals, accom-

hotels to m..J:Seurrs, theater>, res:aurants

modations and hospitality. The comments from attendees have been very positive. Among some of the comments from a survey: On Discovery Place-"1 had a very

and nightliE. Res idents can a lso commute via the trcl ='f anc

tra>~el

~ estinations

during lun:h a1d a.fter-llour5. In adcition to a fur ride, the Charlotte Trolley offurs regular

e"'ent~

ncluding

enjoyable time at the opening reception. The museum is a wonderful place and it was a great way to start a great event." On the Convention Center-"1 would recomnend this center and location to other event planners." On Charlotte-"Charlotte is a very welcoming city. Eve ryone has been friendly." "The downtown area has improved dramatically over the years; it is very refreshing." ma ~ :h

2003 I I

trolley crawls, where individuals can board the trolley and stop at various clubs and restaurants along the route . A museum and gift shop- located in the Car Barn and Museum on South Boulevard-are open during operating hours and offer neat displays of memorabilia and programs. For more information on the Charlotte Trolley, go to www.charlottetrolley.org or call 704-375-0850. Information about the trolley is also available at Vis it Charlotte, 122 East Stonewall Street.

* Way! Amer1trust A Better

march 2003

greater charlotte biz

• Headquartered in Charlotte, NC • Culturally compatible with US companies • Specialized in Applications Maintenance, Support & Conversions • Flexible Arrangements Including Retainer Working Agreements

Reap The Financial Benefits Of Offshore Labor Without Taking Risks 1373 East Morehead. Charlotte, C 28204 Tel: 704-377-5878 contactus@striplingandbeck.com

gr ea t er cha r lotte biz

march 2 0 0 3 13

www.sonltrol.com/charlotte

su~a n

bE-ne d d

Sonitrol Security Sys e Brings Homeland Sec r1 Closer to Home I

Adjusting to changes in terror-alert levels in response LO suspected and actual terrorist activities sends local officials scrambling to find ways to tighten security in their communities. But, surprisingly, according to a New York Times article, "For many, there [is] not much more to do." Fortunately, major cities and targets have been preparing for increased threats all along and, as a result, safety enhancements spurred by heightened code levels rellect incremental steps in beefing up security rather than wholesale changes. With this increasing stress on homeland security, many owners and managers of businesses and industrial sites are wonde1ing what they themselves can be doing LO safeguard their own inventory and facilities, as well as their employees. Interestingly, the answer is- more of the same things many of them are doing right now. As a spokesperson for the International Association of Chiefs of Police points out in the article, whatever cities and states are doing, they are not overhauling their security tactics; most departments rely on surveillance techniques and crime-fighting tactics already in use because "efforts in anticrime are the same in antiterrorism ... How you catch a drug dealer is the same way you catch a terrorist. You work with your community and you look for people who don't belong."' "Terrorism is definitely an increasing threat," attests William]. Price, president and CEO of Sonitrol Security Services, Inc. here in Charlotte. "And so is security on a local level: Crime is on the increase, and criminals themselves are becoming more sophisticated. In both cases, it is imperative that businesses and homeowners alike take the time and responsibility to investigate and assess their security systems and potential needs. And it is important that they do so on an ongoing basis, since technological advances make possible increasingly effective security measures that should be considered in a comprehensive security analysis." As one of the largest independently owned security companies in the >

greater charlotte biz

march 2J03 IS

Carolinas, Sonitrol should know They have been securing businesses and home-

dealer and moved to Charlotte as a partner of the existing Sonitrol franchise

We auempt to prevent loss before it hap-

fully integrated electronic security technologies and employing a team of over 50 full-time service associates to serve over

Once in Charlotte with a new wife, Carrington, Price discovered that the security business was not so secure, after all. The company, headed by three different

pens. Sonitrol specializes in access control, video surveillance, fire protection and verified audio detection - a procedure that can detect, listen and ve1ify that the sound is threatening enough to merit calling the

4,500 customers. "There are lots of players in the marketplace ," Price continues, "but we

presidems over a five year period was generating $1.4 million in sales, but struggling under heavy debt and sliding closer to

police, or if not, the system can be reset from the monitoring station. This avoids needless police dispatches and expensive

differ from our competition in several ways. Most importantly, although we are a company that is internationally

bankruptcy. The board of directors, impressed with Price's track record and in need of

false alarm penalties." Sonitrol's access control system

recognized in the security industry,

a change, voted the 29-year old into the

we are a locally owned and operated organization headquartered right here in Charlotte. You might say, we offer our clients "Hometown Security."

role of general manager. Price immediately went to work to reduce expenditures while working with stockholders to restructure the company's debt. "We had a meeting to

be easily integrated into Sonitrol's intrusion and video surveillance systems and can be programmed to activate dming specific times of the day, automatically. This system is particularly useful for busy office build-

Sonitrol is located just off Billy Graham Parkway on Wood Ridge Center Dtive. The company moved into its 7,500square-foot building in 1995, and today is the only monitoring station of its kind in North and South Carolina that is UL listed for Central Station Burglary and Fire, Factoty Mutual and Insurance approved. The state-of-the art facility houses all of its employees, including administrative, sales

explain the financial situation of the company to the employees," Price remembers. "Many were scared that they wouldn't have

ings , schools, factories , and warehousesany place where unauthorized people could easily slip in and valuables can

a job left, but people generally respond favorably if you tell them the honest facts. " Working together, Sonitrol's management and employees turned the company around. Since then, revenues have grown steadily and the company is virtually debtfree. The customer base has grown to more than 4,000 in both Carolinas. In North

slip out. "Although most of our customers use the proximity card type reader," says Fox, "technology is rapidly advancing. For

owners since 1974, using state-of-the-an,

and customer care staff, installation and service technicians, and a 24-hour monitoring station. "Being locally owned gives us the advantage of knowing our business community and requires us to be accountable for our services," says Price. "When our clients have a problem with their system, we send a service technician to correct the problem the same day- 24 hours a day. Furthermore, our technicians and customer care department work with customers and their employees to help them understand how to operate the system. In all my years of experience, corporate-owned stores with out-of-town monitoring stations cannot offer that kind of personal service." Price should know He's been in the security business since the age of 19, when he began work as a sales representative for a local burglar alarm provider in Baltimore. One year later, as a 20-year-old entrepreneur, he started his own alarm company in Baltimore with a $1,000 investment borrowed from his father. Five years later, after building revenues to $395,000, he sold the company to the local Sonitrol

march 2003

Carolina, there are branches in Charlotte, Greensboro and Raleigh. In South Carolina, there are branches in Greenville and Spartanburg. "And, many of our employees are still here from that early meeting," Price adds proudly. Sonitrol's clients include industrial and distribution sites as large as 1,000,000 square feet, high end retail stores and smaller, high-risk businesses such as discount beverage outlets and pawn shops. "We also provide security systems to public libraties, park and recreation facilities and office buildings," says Price. "The important thing to remember is that our security systems are electronic- and do not depend on on-site security personnel who may roam a property and miss an important security breach. Also, our central monitoring station is linked to our client's property by dedicated phone line, radio or Internet, so that security is not compromised in the event of standard telephone failure." Wylie Fox, who joined Sonitrol in 2001 as vice president of sales and finance, continues, "We focus on loss prevention.

employs various types of readers that can

example, we recently installed a biometric fingerprint and palm reader to be used along with a card. This kind of technology provides an extra level of protection not previously available. Gone are the old days of keeping track of keys. Plus, we can manage the database from our central monitoring station and simply erase the card or fingerprint data if someone is no longer allowed access." Sonitrol's video surveillance service, called SO IVlSION速, records and stores video images and can also be remotely monitored from Sonitrol's central station. Retail clients, including large clothing stores, car stereo stores and even pawnshops, find this service helpfuL In 2001, according to the Annual Retail Theft Survey conducted by Jack L. Hayes International, just 30 retail companies in the U.S. lost over $5.0 billion to shoplifting and employee theft with only 3.45 percent of those losses resulting in a recovery. Sonitrol's SONIVlSION速 can help catch thieves in the act of stealing, preventing the loss before it happens, and can be used in court as evidence of criminal activity. Sonitrol integrates a UL listed fire detection service that protects employees as well as a business facility. Again, this activity is monitored 24 hours a day and

greater charlotte biz

can limit loss by fire with fast and accurate detection. "Our monitoring program has floor plans of our clients building in our data base. We can pinpoint where the fire started to assist firefighters and emergency personnel called to the scene," says Fox. "Our Verified Audio Detection is the

point the location of the security breach and if its as simple as a box falling over in the middle of the night, we can contact the customer and remedy the situation, avoiding a police response and the expense of false ala 1m fines. " "Last year," said Price , "we had over 59

cornerstone of our security service," he

apprehensions from attempted break-ins,

continues. "Sonitrol began over 40 years

and those clients suffered little or no loss-

ago with a man named Robert Baxter who owned an extermination company and developed an electronic listening device in the walls of buildings to actually hear termites! Sonitrol was created from the words 'sound control', and Baxter incorporated the company in 1960. Soon after Baxter

es. One of the reasons we are able to respond so quickly is because we are here in Charlotte, we are familiar with where

joined forces with a police officer named AI Cronk and the first Sonitrol franchise was launched in 1963.

our clients are located and can direct police to the site more efficiently" P1ice continues, "Sonitrol Corporation, as a whole, is proud to note that since 1977, their security systems have resulted in more than 140,000 on-scene apprehensions. The unique silent verified alatm

"Sonitrol almms are silent, so intruders often think that they've been undetected

capability has resulted in one of the lowest false alarm rates in the industry, the fastest

when they break into a building. In one instance" says Fox, "there was a break-in at

police response and the highest documented apprehension rate in the security indus-

one of our phatmacy clients, and the burglars were talking among themselves while they were rummaging through the shelves looking for specific drugs. Our monitoring personnel detected the break-in at the

try "Furthermore , our company is so confident in our secUJity system and service, that we offer our clients a $5,000 performance warranty if Sonitrol fails to detect and

point of entry, and were able to listen to the intruders' conversation while they noti-

report any forcible entry made to the interior of a building while the Sonitrol system

fied the police. "Conversely, conventional burglar almms have a high a false alatm rate," Fox continues. "With our audio detection program, we can listen carefully to the sounds

is in operation. o other company offers that guarantee," assures Price. Sonitrol has come a long way since it first originated and since 1984, when Bill Ptice became an owner, president and CEO of the No rth Carolina operation.

coming from the site. Then, we can pin-

Today, there approximately 179 franchises serving an estimated 200 cities in the United States, Canada and the United Kingdom. Price continues to be recognized in the business community for his leadership and business acumen. He has received various accolades including Sonitrol "Dealer of the Year" for the southeast region, "Outstanding Sonitrol Dealer of the Year," and Charlotte Chamber of Commerce "Entrepreneur of the Year. " With regard to increases in terror-alert levels, Price comments, "There are plenty of reasons already to safeguard your business or home and your valuables from intrusion and loss. Especially in light of the technology available which makes it increasingly more effective and cost-efficient to do so. Higher levels of terrorist alert merely emphasize the need to make sure the systems you have in place are sufficient for the protection you need. If there is any question, you should have a security analysis done by a reputable security firm. "

Susan Benedict is a Charlotte-based freelance writer. The New York T1mes News Serv~ce. "C1t1es 'go orange' across nat1on ;Âˇby M1chael janofsky. February 9. 2003. â&#x20AC;˘ 1b1d. "Whatever cities and states were doing, they were not overhauling their security tactics, sa1d Gene Voegtlin, legal counsel for the International AssoCiation of Ch1efs of Police 1n Alexandna, Va. He sa1d most departments relied on surveillance techniques and cnme-fighting tactics already 1n use because "efforts 1n anticrime are the same 1n antiter-

rorism." "How you catch a drug dealer IS the same way you catch a terrorist" Voeglin said. "You work w~h your commun~ and you look for people who don't belong."

0NEFORTHE OFFICE

ONE FOR

HOME

ONE FOR THE

ROAD

greater charlotte biz

march 2003 17

profile]

by susanne deitzel

Mama Ricotta's Italian restauraut h.:J.S cmerg:d as one of Charlotte's finest Italian

ea~aies .

new location on 601 South Kings uri\-C,

AI .ts

C'utfitt~d

with ochre, chartreuse and port-colored we;; lis, and drawn in bold, contempormy lines, ;c's a Jar ay

Breaking New Ground with Old Tnditions The d~sign )f Flank Scibel li's restaur< -t ud U.s m.-ru :k.\• the rraditional lralian archetypes e\' dent c.t :•c·s_ nood e :nw.es n d fra nchises, but by delivering the ver,r cso:::J.•_:: of lrc: lia• c...~ isine- fresh hgre:lients, a conve~sar-cr 3) :cr Jsphe-e,

from the checkered tablecloths and .:he cmtle>JW ic

a1d thoughtful presentation- Mama

red, white and green flags that screc:m '"Spc.ghetf !"

in offering a corsistmtly fine dining experim:::e ~cibeli i5

as yo~ walk throuFh t1e do,Jr.

R.c:::-ti.Z3 .J33

suc:::::ed_c.

dete-mined to h:J.ve o::ach dish prepared ao.C. ;~n-::d with tr e s1me passionate and creative interpretaticr _hat 1:e care know at home

::5

a boy. His mission is t::: dJ"J i:ote tlut me n o-

rable home dini lg

of warm th and

greater charlotte biz

e. ~ perience

~atisbction

and de liv::t tl-_:- ,c.:r e t) p:

to his patro:1s_ ,...

nard- 2JC3

Sc1belh has pursued his dream with a pcrsl»tent :cal and a keen eye to quality. lie behews that you cannot be too careful in the sclccuon of ingredients. and when possible, should prepare them in your own knchen for the highest quality and consistency. "Successful Italian cuisme relics primarily on the freshness of the ingredients," emphasizes Scibelli. "ror example, many restaurants buy premade, dried sp1ce packets to add to their sauces to '1d1ot-proof' the recipes. \\'e. on the other hand, combine fresh spices measured precisely. \Vc are a boutiquel'' Mama Ricotta's menu demonstrates its emphasis on merging traditional ingredients in exciting new ways. 'Chicken Carciofi' is a "tender chicken and antchoke hearts in a light lemon, white wine and caper sauce. which is accompanied by creamy polenta"- a perfect accent. On the weightier side, the impressive 'Polpeuone Della Nonna' is a ''fresh mozzarella stuffed meatloaf made with ground veal, beef and pork." It is sen·ed on a bed of mashed potatoes and topped with sweet pepper. onion and tomato sauce. Scibelli adds, "\Ve use all fresh herbs in our sauces, our cheeses are handmade, and the recipes are prepared exactly as they were in my relath·es' kitchens, just in a greater volume." Decades ago, cibelli's grandfather came to the United States from Quindici, Italy, and settled in the South End of Springfield. Massachusetts. The area was known for its textile and paper plants, attracting many immigrants to settle there for work. Scibelli grew up in the area he dcscnbes as a "Little Italy." a melung pot of Italian culture, regions and recipes. "I had relatives and friends whose families were all from different reg1ons of Italy I knew that my aunt's lasagna tasted different from my mother's or the neighbors' They were all greatbut very different from one another. The exposure lO the na\'OrS and the variety was very enlightening, inspiring my deciSion to open a restaurant and helping define my approach."

lnAredients for Success Scibelli didn't necessarily intend to become a restaurateur. Having attended

much 2003

Wake f-orest Linh·ersity and earned an MBr\ from its Babcock School, he initially worked for a business-consulting firm in Tampa before moving to Charlotte to work with a sports-marketing consulting firm. Howe,•er, as Scibelli explains. "The firm's partners had a falling out. closed up shop, and I found myself asking. 'What do I really want to do with my lifer He adds. "I know it sounds cliche, but many of the things I ha\·e read repeat, 'If you do what you love, success will follm,· .,. "I come from a long line of entrepreneurs: my father loved travel, and started a very successful tra\·el business. l think that having him as a role model really demonstrated that anything is possible with enough passion and hard work," Scibelli explains. \Vith his business background in tow, he sought the advice of several acquaintances familiar with the industry and took away a common message: "There is no reason I can't succeed at this." And succeed he has. Scibelli started Mama Ricotta's in 1992 as a modest casual dining restaurant, establishing a from-scratch, boutique kitchen that made all of its own sauces, sausage. bread, fresh mozzarella and desserts. As Scibelli says, "Things went well right off the bat." He increased the seating from 39 to 85 in the first two years, experiencing two-hour waits every weekend. Finally, last year, it was necessary to mo\·e the successful restaurant a short distance away to larger quarters at its current location, which seats 162 diners with a 48-seat private dining room. Scibelli has taken equal care in the restaurant itself as the food it cooks. lie took inspiration for the interior design from two premier New York restaurants - Becco and Babbo Ristorante e Enoteca. The centerpiece of the restaurant is an imported Italian wood-burning oven used to cook gourmet pi:zas, herbed poultry and seafood. It is surrounded by a sem1-circular counter where guests can watch the kiln in use. The bar area is very generous, and includes a modern conversation pit, as well as a drink ledge where guests com-

monly \\<lit up to 90 minutes for a table on the \\Cckend. ~CI be IIi dcfi nes the design of the new location as "rustic. wnh a little hn contemporary, and a little bit mdustnal.'' f·or example. some traditional touches like half-length cunams arc spun 111 a contemporary color scheme. The mixecl-\\Ood bar complements the rustic wood-burning oven. This traditional heaviness is offset by an deco seaung 111 the lounge area, and lighung fixtures that resemble dangl111g red teardrops and hah-ed mandarin oranges. It has a young, pop-like feel and ~c1helli says he enjoys working in an environment that hosts much of the \l'/10's \Vho in Charlotte. Sc1belli attributes the restaurant's success to sewral things. "I ha\·e had some \'cry talented people work for me. and I ha\·c learned something from each of them. My first chef was a gentleman from Tuscany that really inspired me to self-educate in ltalian cooking. l also had a gentleman from the now-closed R1ccio's. who was with me several years and really taught me my way around the restaurant." It should be noted that ~cibclli's hands-on training has culminated 111 $2.6 million in sales for h1s business this past year. Scibelli remarks, "A lot of people don't realize that we are such a big business. let alone how much we arc growing." Incidentally, not all of Scibelli's early relationships were as rortunous. Mama Ricotta's namesake was an Italian woman and her husband who clalllled to ha\'C operated a restaurant 111 Italy. Charmed hy the authenticny of the name, Scibelli's wife and many of h1s fnends thought it would be perfect for the restaurant. llowever. after several weeks and the official naming of the eatery, it became apparent that the couple's experience was at best, over-represented. They were quickly encouraged w find other employment. '>cibelli also claims the "natural law or growth," \\or ked in his fa\'OL First, he says that by keeping prices fa1r for consistently good food, patrons feel good about their experience and will return on a consistent basis. "Nobody

greater charlotte b1z

wants to lea,·e a restaurant feeling that they ha\'e just paid 20 for a plate of spaghetti ., Second, he emphasi::es the importance of keeping a strong handle on the costs of the operation. "A lot of people don 't understand the incremental costs 111 th1s business and a lot ol them go bankrupt."' Third, he acknowledges the necessity of reinvesting in the business. "~obody can work their best in a place that 1s too small or docs not haw the proper tools.·· b·1dently he has achie\'ed the right formula for the cash now of \llama Ricotta's. Perhaps the greatest contribution to \llama Ricotta's success is Scibelli's careful attention to food preparation and menu selections. It's the ultimate reward lor the lrequemly long wa1t1ng lists to be seated. Scibelli and h1s chef. Gary Fenimore. seck out unique and thoughtful touches to disunglllsh the menu from other eateries. A recent trip to New York produced a source for a sausage so rare in the states that Scibelli doesn't wam to mention it by name to a\·oid copycats. They go to great lengths in their sclecuons: the cheeses are handmade: the tomatoes are from the San Marzano regwn of Italy: oli\T oil is exclusJ\'eiy extra virgin: and pasta is DiCecco or R1scossa. To find the best products and stay on top of their game, the two make trips to world-class restaurants in world-class cities. Says Scibelli, "We often go to San Francisco, and New York, w check out what's new, look for product sources and stay in touch wllh the industry."'

(;ood Pt•opk Make Good Food Mama Ricotta's also holds similar standards for service. The employee:., now numbering 53, arc cordial and attentive. Staff members are hired for what Scibelli summarizes as "positi\'e attitude. attention to detail, and a good work ethic .., Says Scibelli, ··t think it is fa1r to say that the majority of my staff arc mternally-dri\·cn to do a good JOb. and to succeed ... Mama Ricotta's Catering, a scn·ice Scibelli Started up in I994 to augment restaurant sales, has enjoyed considergreater charlotte biz

able success as well. representing 20 percent nO\\ of the restaurant'· cash

go~l

nO\\ and bemg the fastest grO\\·ing part of the business. The increased space (4. 400 square feet) and cusLOm1::cd kitchen of the new location has played a large role in this. Says Scibelli, "In the old location, we had to rent a refrigerated trailer to hold our catering ingredients o\·cr the holidays. The catering personnel, the cooks and the coordinators were almost tnpping o,·er each other."

g1a 1f.ir.g t•) ::-e_ .:._r :::>rci:-L ir Food and Wi~c. (•r ~ simila· pub iutiJT: . Ther~ LS no rGB>n Jl;.1: w~ u1' 2~ tl-a:re e ·ncr.

l ie also praise:. chef 1-enimore for his comribution. "Ca ry is one of the most organized, stable and unshakeable people I haYc e,·er met, and has an ama::ing talent for production. It is not unusual for him to be running the lunchtime kitchen. while preparing a large catering job, and ha\·ing to get prep organized for dinner. That is a phenomenal task. " General manager, Michael Mastromonaco, joined the organization in May 2002 and garners similar kudos from Scibelli. "Michael opened and ran nine stores for Harper's Restaurants including Mimosa Grill and Upstream Charlotte. He is incredibly detail-oriented, has a good feel for the numbers and can easily take my \'ision and make it a reality. It is essential that someone in th1s position is highly organized and can both implement and d irect. " Adds Scibelli, "I am \'Cry fortunate to have the team that I do. \\'c all have different strengths and complement each other \'ery well. Not every body can be the 'shooter', and I look to them when I encoumer an area that matches their strengths." Organization for this fast-mo\'ing business is obviously vital. During the spring of this year, Mama Ricotta's plans to open a 36-scat heated patio terraced with a retractable awning. The restaurant also caters several charity golf tournaments for the YMCA as well as events for Easter Seals.

The Taste of Success Mama Ricotta's enjoys several "Best Italian" and "Best Value" awards from local food literati , however, Scibelli's

.: als..• t(' ~;: n nJt c r ~ n:•:ognn inn fer h1: re~tau-atr. --t \''OJ!d ~c 1eally

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gTree

at east at Le

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not b) hoper.stance :ha LenfugTrEe "'as rl<-nt~d tig;t he e CIL.lc.t~. th~ .:-tco.oni ~"2eoa. lin. cial··~ru in .he Urited So e=.

PlANTll..JG THL SEE:::> The

sc~.J

·or

Leo:lmgTr~

was 1= Jnted i:1 _9:l':

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p1.ort.n~ bk:,

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~;.'hy

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c::- 't l J~·.t put

Jnto actJon l:·y the Jl..£ 1!. 1 the; were

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th~ n:.tt.:-:d

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c±:staclo>s pwrunga $60 COO ccondo loan. ~nco IIIc::-c._ ",

C•Jmpb:'·y Ecious

data k1 Lhc crd h fell "disempc•'vered and

hsr cec.l.

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~d.- ~

-narcr 2003 23

tho~e

Lebda had spent a year at the

in search of !oars, wble also extend-

lenders then respond to the consume" with

Cni\'ersity of Virgmia's Darden School of

ing its re:Kh ir_to real -:state markets.

a rate quote. for that sen1ce, LendingT1·ee

Business, when he became disenchanted

Ex pains Lebda, "We have bt...nd thm our

charges banks \'arying amoums per cus-

a~ neith~r

with the reception to his business plan.

grencst ··ompetitors

Anxious to grow his concept, he and h1s

onlile lenders nor traditional banks. We

other

wife, Tara, pursued the endeavor with

discover~d

that ·:ustoners wculd get the

tomer lead and an extr<1 amnum if th<: lead results in

;~n

actual lo<1n.

At first gbnce, the LendingTrec model ;~Iter ;~II,

three phone lines from their apartment

nec,ssar; infomution ::>n oJr site, and

appears presumptuous;

and different "free trial" copiers C\'ery

then wo"Jld be stecec in a di:Terent direc-

tions to mediate the lcndmg process

tior by Lie realt:·r wh~· helped them find

bet ween the huyer and lenclcr. The pro-

their h01ne."

pos;~ I

two weeks. The 26-year-old Lebda and his wife began scouting for locations to plam their

The ability to CO\Literact this has been

it func-

thm <1 lender would subscribe to a

program thm could cventuall; lead a buyer ;~kin

company-to-be. They selected Charloue

a bmchmark ac:omplishment in the com-

astray was

becau~c

pany-'s gt::Jwth Lendifli?,Tree's philosophy is

enemy". llnwc\'Cr, Lcbda reports thar once

that of c 1stomer empoweroent, and cus-

lenders are familiar with the strategy, they

of its well-connected airport,

strong financial center, growing markets,

under n::> cbligaricn to accept

to "sleeping with the

become much more rccepti\'e to the

cfficiem cost suuctures and rich talent

torrcrs

pool. Lebda had been fa\'orably impTssed

any of tl-e offers thrm.:gh the site. By build-

vvith Charloue on previous job interriews

ing

and w:mted to stay away from highly con-

agencies Lendin,sTree acquires a wann-

centra·ed dot-com markets such as Silicon

blooded advoca~e for :1.e customer; the

Valley and New York, to begin the business

real or ir creases :ustcmer confidence by

exchange wt!l cut imo their business

"in an em'i.ronment that would sustain it

eqtLppir g them wi~h

reduce profits. But Lebda

J rel;~tionship

'"'i.tr realtors and .heir

wealth of infom1a-

process. "Our m;~in profit comes fronclosed loans, so it is a mutual benefit, not <1 case of being pillcd ag;~inst one another." Lenders also fear that an onlme IS

;~nd

quick to

for the long hauL" With income building

ti0l- and compe:ent lending vehicle. The

respond, "We have prown that people

from i:westors, the Lebdas moved to

exc:1ange increa:;es clc sing rates, be:-tefiting

comparison shop. If the lenders don't have

Charluue in early 1998 and the Wei:: site

all Livol-ed.

a reasonable \'Chicle \\.'ith which to de· this.

Mo2 recently, la:l month,

went online.

LerdingTree cor.sum-:J.ated c. new part-

COLNTING TH[ RINGS: LENDINGTRI f'') GRO\VTH

ner~hip,

adding a ne"' tool t::l its Web

site to e1.able consuru·rs to utilize a cus-

the buyer will apply at branches from se\'eral competing institutions. Th1s raises the cost for lenders; not to mention the costs in\'ol\'cd acqwring that customer.

LendingTree has made the headlines

torrized home ·:aluat::>n option pr0vided

Huge ackenising budgets are for naught

repeatedly over its formative years for its

by ~NlS, a leading srurce for real estate-

if they can't sec the customer profile and

succes;ful rounds of \'enture financing in

rela.ed cata, txhnolc sY soluions and

what they arc asking for." He also points

the tens of millions of dollars. Says Lebda,

sen ices and cne of LndingTree's largest

out how significantly it can lower their costs of acquiring customers- curremly

"'vVe achie,·ed great encouragement from

investor;. The h::>me .-aluation too· s allow

our in·:estors to think bigger and mCt\'e

collium~rs

faster than

infc rma-ion

\\:C

had iniually planned. Their

suppo·t ga,·e us the momentum we lecdedto ,;ct decis1wly. and get our

nam~

rec-

to cGm·eri.ently access Jnline a~out

hone valuation and

res(arch home -,,alue :anges .mel neighbonooc com"Ja-able 1ome sales, c.s

running between $2,000 and $3,000 for loans o1·iginated by independent mortgage brokers. Lebda adds, "We <11T dcfinili\'el7 ch;~nnel

ognized . \\'e were able to plan far enough

wei as relevant neigl- Jorhood and crime

the largest and most cffecti\·e

ahead of any competllors ad,·antage."

infcrma·ion. ll is 7et ;mother exarr,ple

for customer acquisition. Vv'c ha\'c

of t1c type of vJiue-a::lded serviceo

expanded our "Best Lending Pmcticcs"

LerdingTree thinks nnsumers will use

process to gi\'e the lender a met riced

gain a real

Spurred on by the im-cstors' ear-ita!

<LSO

The~

and ccmmitment to dewlopment of its

tO f nd Lie best ·,•alue when buying or

medium to gauge their success.

online technology and lending exchange

sell ng a home.

can measure their performance throJgh

capacity. LendingTree held an initial public offenng of its stock in February 2000 at $12 a share, raising an additional $-+4 million. Luer that spring, Lelxla mo\'cd the

our network."

l ENDtNGTRFE'S OFFERINGS AFf fOCNflfLL LenJingTrees bas c structure is

compnny to its new, larger headquar.crs in

stra_ghtfmward. Ccns_mers log on :o

BallDlll)11c.

LerdingTree's site and

ln August 2000, LendingTree acquire::! the ke:,·

;~ssets

of l lomcSpace Ser\'ices, Inc,

an onlme renl estate

comp;~ny

linkin,; them

to approximately 7,000 real cswte dealers

nationwide. With this

purch;~se,

LendingTree increased its exposure tJ

march 2003

ansV~.-er

Many other online loan companies have fought for this kind of lc\-cragc and LendingTree's success has spurred considerable competition. l lowcver, says

a b1ief ques-

Lebda, "Gelling there first, domg it beucr

tiOl-nairc about theu· h0rrowing needs and

and being a step ahead gl\·es us consider-

in rctuiT they are pro-:1.ised offers from up

able confidence. Our altitude 1s that,

to f.JUr l~nders. Using. :riteria that banks

'lmitation is the highest form of llattery."·

ha~ su~

plied. LendirgTree automatically

forvard5 the lead to four institutions best suiL'd tc make the pa1:icular loan. The

Lfl\iDll\iC I Rl I '', l Rl'l riON By all accounts, LendmgTrcc

gr-eater charlott2 biz

maturing nicely In 21)01, of the $2 uillion in mortgages the Mortgage

a strong brand for an lmernet ccmpany" Prming the contrary. a july 2002

Bankers Associauon c•f Amelica estimates

studr awarded LendingTree the number

Americans took out, more than 1.4 million

one position m Online Lending, and 67

cu~tomers

applied f01 loans \ia

percent total brand awareness among con-

LendmgTree, enabling the site's lenders

sumers nationwide. Lcbda attributes this

to .Jook more than $12 billion in loans

to se,ual factors. Rather than im·est

fro:n its leads. E-LOAN, LcndingTrees

hea\ily in Internet portals for exposure,

closest Net startup competitor, originated

LendingTree has chosen to market \ia

57.3 billion in loans the same year. (E-

traditional media, \\<ith a hea''Y broadcast

LOAN actually lends money to con-

emphasis. Fifty-three percent of consumers

sumers and resells the loans to banks.) Now, the $100+ million LcndingTree is turning the financial corner. Its most rec:nt financial results for the fourth quarter ended December 3 l, 2002,

nationwide reponed hming seen or heard the "When Banks Compete, You Win," tagged ads. Lebda says, "The brand-awa-eness is brand architecture.' We pro\ide a great

quarter of positi\'e earnings per shat·e

senice, a great product; we emotionally

and third year of seqLential quanerlr

empower the customer and deliver a tangi-

growth. During the quarter, the

company earned 55.C: million, or 5.19 per share, compared to a loss of $.29 a share the same quarter in 2001. Total

LendingTree has developed several partnerships that further propel its name through the pipelines. It offers value-added products such as Home Depot certificates,

re,·::nue earned in 2001.

credit rebates and reward bonus points on credit cards; anything that Lebda explains

rec•.xd totals for transaction volume and

might be "an incenti\·e for the bcrrower

closings for both the lending and realty

to get over the hump." He adds, "We have

ser.rices exchanges. If' 2002, transmitted

a very experimemal culture at LendingTree

loa:1 requests for the Company's lending

and want to prO\ide the best value possi-

exchange grew by 32 percent, while clos-

ble for the customer.'' Since AprL 2002,

ing volume increased 80 percent O\'er the

the company has also partnered ',vith five

JJrC\riOUS rear. The 2002 growth in the

leading airlines to prmide mileage incen-

value of closed loans nver the pre,ious

tive benefits, and recemly added MSf\'

year was 106 percem for mortgage, 82

and Costco to its gro\\<ing list of customer

percent for auto, and 50 percent for home

offerings.

equity The realty exchange produced 16 doubled closings over 2001 totals. Presently, the LendingTree Exchange is

Wf .\ fHI"RI'\IG C Rl TIC lSI\1 There have been many LendingTree naysayers over the years. Some investors

ma::le up of more than 197 banks, lenders,

have claimed that LendingTree stock is

and brokers (lenders) and has facilitated

oven·alued; competing lenders complain

nearly $40 billion in closed loans since

that it is turning loans into a 'cor:unodity',

inception. More than 8 .0 million consuners have accessed the LendingTrce

and also claim that its model has made it

Exchange through the companys Web

more susceptible to "sharp practices" (various 'bait and sv.ritch' attempts by

site ;mel online and ofnine partners.

some lenders to increase costs with fees and rate changes).

lT\IDING THE LIGHT:

MARKL 111\lG

proven our detractors wrong

tim~

The

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Lebda has little problem logically dismissing these objections. "We have and

Some of LendingTrees early detractors claimed that due to the volume of online

again; com-erscly, we are focused on our

businesses and untested marketing prac-

long-term goals and try not to get too

tices, it would be "impossible to build

puffed up br our admirers. Our stock

greater charlotte biz

TrainCharlotte,com connects '"'"'"""'-·' . you with n arlotte's best: • Training Prov ders • Lccal seminars & workshops • Facilities • AV EqLipment • ... and more!

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mortgage and a new home."

re,·::nue for 2002 was $111.4 million,

Results for last year also marked

Cli ii.RLOTIECO:tvf

also built into the business model -'the

demonstrated its second consecuti\'e

rev~nue

TRAIN

The Employers Associ lion 3020 West Arrovvvod Road Dlarlot:te, NC 28273 704-522-8011 www.employersassocJ:Dm

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price is not a ptimary concern. It is short term, and we are focused on the core business and long-term results. As all our reports have shown, we are strong, consistent and operating well beyond expectations.·· Lebda answers grumblings from the competition JUSt as decisively "I think any intelligent lender out there admits, especially in the current rate environment, these loans are a commodity, and the institutions need to step up to the plate and utilize all their resources. We try to help lenders on our network maximize their advantages , and even train them in how to most efficiently use the vehicle. These lenders are used to people walking in , asking for a loan and delivering it shortly thereafter. With our network people have a longer time to browse and weigh their choices. We introduce the need for a higher level of customer service , and send trainers to educate the lenders on new techniques." Additionally, Lebda explains how they combat unsatisfactory lender practices. "VJe have a very sensitive and thorough monitoring process of our lenders. There are market considerations that occur that

A_ IC DE T ~ E HJ N

ACC:~SS

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Sonitrol. Because you can't afford to take chances on security. Soritrnl o~fe.rs th~ most comprehens "'.:! e :.:trooi:: :>r:te::-ion av•Ji c:i>le today_ Wi-1- cx:al service and mooitoring, Se n trol c:::~n c s-:>-ize a systo:-m to meet yoLr ~ea ri ~t 1eed.; and rrointain it wr a Cf!id: FJ~)ri -y ss -vice. Coot:xt u.; ct (70'!1 ; 423 · 1111 for a F ~EE secur'ty =urve;,· of f:>L r F:xi i es. Sonilrol Security Services, Inc. Bl5 Wood Ridge Center Drive C har~tte, NC :28217 V/;i" J! or t4lec webl www.Sonitrol.com

narch 2)03

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can affect any lending process, however, any activity that does not meet our standards are met with fines and or expulsion from the network " He references LendingTrees in-house LTS (Lender Technical Services) a 24/7 IT department which hosts 3 mammoth projection screens monitoring three separate functions in the framework 'All our offers are real offers, and the lenders are bound to honor them. " Lebda says that unlike some of the competitors, LendingTree has built-in ptice change protections. "A bank on our system must offer us the same if not a lower quote than it would give any new customer locking in on that given day "

GRO\VING INTO THE FUTCRE Concerns have been raised about the effect of additional and changing regulation on businesses like Lebda's, both in the banking business and on Internet commerce. Contrary to the fears of many Lebda has great confidence in regulation. "This is a highly regulated industry overall,

greater charlotte biz

and n should be. We have several full-time: people making sure we are in complete concordance \.\~th regulations both nationally and in every state. Since we can conduct business via the Internet in any state, we mu;t make sure we are follo~ng impeccable practices." He adds, "Since we are in effect working for the consumer

CORPDATA P

and regulations are set to do the same, 1 think that it should be a very comfortab~

since1984

atmosphere and any future mo\·ements in that direction ~ll actually benefit us."

• • • •

Remo-,'ing physical boundanes may give the LendingTree regulation upkeep a lot of work, but it works very positively for the consumer. The Internet model removes a""ly market constraint that might be in effect regionally Says Lebda, "A

Pri-lti g [l~~Mail

Presentation FokJers E-welopes

Press:...Jre Seal

housing glut in the south might hun a borrower at a local branch, but you could

• Ec:uipmen-:; • Ft:rms • Cbecks

receive a cuote from \Yells- Fargo (a westem-seated company) that will answer you: needs more compatibly" The model also protects LendingTree from any market frostbite that might occuif and when the "housing bubble" bursts. ln such a situation, customers might not be inquiring about refinancing or new homes as much, but lenders are more dependent on outside sources for custorru acquisition Says Lebda, "When the lendctS

• • • • • •

are more bcused on us, that gives us added revenue to invest in our marketing and dr_ves customers to our site, and to our lenders." The idea of growth and empowe1men

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flows freely in the atmosphere of LendingTrees casual dot-com emironmenL Employees are fiercely, internally driven, while encouraged to ex-plore creative and stimulc.ting pursuits. Foosball, pool tables, and the occasional scooter sit off to the si~ ready to be used for a tension release. "Fridays-at-Four" is a once a month meeting hel::l in 'Town Hall," a foyer where tho engage in .earn building and compliments It s this combination of nutrientsgood ideas and good people - along vdth a healt.1y inJeCtion of capital that has enabled LcndmgTree to flourish and blossom into the leading lending exchan22

II :JDuch sit.e Lp tt: E4' rcll; se~ .:x: sqrp ies

PC Box 7148 Clm otte, NC 28~41-7148 ?331\A'htooal P: rkDrve, 28273-m .:

704-588-8382 Fax~8886

on the Internet. ~

Susanne Dettzel ts a Charlotte-based freelance wnte~ greater charlotte b1z

11=.-ch 20J3 27

by casey jacobus

·TIAA-CREF: Two Years Later c.r u run' tre

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march 2003 29

Chittenden has been with the company for eighteen years now. After graduating from Rutgers Univers ty, he joined TlAA-CREF in 1985 as a policy services correspondent, serving in s~veral opacities in the home office in New York City. In 1988 , he became a manager in the Benefit Counseling area, which is responsible for providing guidanc~ to TI.AACREF participants on their retirem~nt income. In 1989, he moved to the justopened Detroit Regional Office as an institutional counselor where he worked with educational institutior.s on pension and group insurance desig , administration and regulation. In 1994, he became second vice president and manager for TlAA-CREF's Mid-Atlantic North Region, and was responsible for counseling and servicing nearly 800 of TlAA-CREF's sponsoring institutions >vith over 100,000 participants in Pennsylvania , West Virginia and Delaware. In his new capacity as head of the Sou_hern Service Center, Chittenden serves as the primary senior operating executive, responsible for community relations and outreach, as well as all operations of the five-bt:.ilding

office complex in Charlotte. "I don't know Charlotte yet," s:1ys Chittenden. "It strikes me as being a business community with a conscience. However, I do know TlAA-CREF. rve been with TlAA-CREF long enough that I have a good understanding of what we do and how people percei~ us." Founded in 1918 to pt"Jvide a low cost pension system for tea路:hers in higher education, Teachers Insurance and Annuity Association was otiginally 30

march 2003

greater charlotte biz

wdo·~::d

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by ti-e Carn~gie CcrpJr:-ion o( $1 rrifi ton. In U:2, the

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: ·ea·c-c to proYi.de a varia·J e annuity ~urc J comrknent TIAA. ~mce r1en, TIAA-::::REF hs evo ved intc a gr::up of finm.:.al conpnies F"fOvi.chr.g an : rray cf prod1... : ts and 5-Crvi.ces.. Ac::Jrding ..:) Fort t..oc 2002 , it is ~ h E 80-h brgen compn: · ln the -:_ nited Swes T...day, 1IP.A-C~Ef ha~ <D pro;imate1~

32r2 billi.cr in ~ets Lrd~r mmagemcm ln add Lion LC b::in;s tl-e :Jr::11icr .r:ns ...·n systen 'or nearly 2 ..:J ni 1 on

ser.'ing the mmpnfit c:duotion and re~earch commun ty. i is ro surprise that the: company's mitsi: r suj:ports educaticn "Education an C. -csearch employees an: our core custcrn.... r3, and will remain so, affirms Chittendc: r. Most of 1lAA-CREF's cc•rnrnunity has Jeer in Lhe erlxational arena. The compa-~y l-as S'lpported a nL -r lxr of in·tiati.?e:; ~t Charlottct-.leddcnburg Scho)ol3 (CMS) O\'er the past t',"'O yean, i.n.:lu::... ng thz Adopt a outr::~ch

Sc-col progra11. In S:::Jtcrrber 2002, TL"\.\-CREF and Ct\.. .S amulJnced a nev.. pDgram , T1AA-C~ leaders in Learning w-.:1 Liberty Award; , _-: reccg:1ize CMS fa ::ul y, suff, stu::lenG, p ~ rents and volunteers for their effcrb. n beralf of public ech t•:ation. "We believe s rc- ~ schcols make stro1g comm.mit es." says E-arbara Perry, vio::e J=residen. for p ;l::J ic retirement plans at TIAA.-CRE:: "Its (!C•Jd c:rporatc citizemhip to suppo-t --~ schcols. " The Leaders il ::...ea rnhg Award recog• zc:s the e:Ton~ l•.- "JeOJ= It to support public education .n >L"X catesories: elern.:rta--y schcolt(aching, 11iddle and

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rescc.n:h at ap Jrox.mJtel;- 1:,000 U.S. insti utions, TIP.A-CR::F offers rr _tual (u,.i;, after-tax annu_ties . l!<As, insurance a Kl personal ·rust ~e:-.<ice :. to the .seneral pLl::l:c, and i3 the 'Ea~ ing m~mJg:- of ~tat::-~onsored cole~ snhg' r::ngrams. -::-W-CREF 1.so po..,..des re ir-::ment :c\i :es for K-12 s::::h:::ols and o.chool syste~ ationv; de. ~·.nee TIAA anc CREF .._-e re ·._.rmed as rc •profi• c r§;ani::at.ions ckd cc. ..zd to

grezter cha - Jot:e :Jiz

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high s::hool Leachn.s administration, SLJport staff. coon:Liity Y·Jlunteer, and pa1·ent. Each w in<cr Jecei Jes a crystal a.... ard and a stipend of $2,000, as well as a 5~, 000 grant tc the schocl of their ch:Xcc. This ·,rear> v.nner, received their a\,·ord3 at a celeb-alien di 1ner. ·'This was th = fit ; t tim :: that CMS ~s c.ble to bring t•_,,ethcr all the stak::h.-J:lcs in K-12 .=ducation," says Perry. "Jne selecticn cc•n.-rittee came up with a terrific list that t ... J y rep rese nted >

•

~'i; lNC()-IARIDlTE

Co . . TINUING EcuCA-=-ro:t.; Visit our websi·e, wwv.r.uncc.edu/cootedlc or call 704-687-2424 for 11ore inbrmation on tlae~= prograns and for a o11p~te listing of other pro~ rCJTfi.

marc!- 2003 Jl

The view from above. O n the hi t television show E.R ., there is rarely a break in the act ion. But when the e brief moments occur, the principal character go to the roof. Upstairs, they are able to look out on the city lights and regroup. They use the roof to talk things over, to cope, to connect, and to dream. A visit to Hilli ard Lyons can be like that. An appointment with you r fi na ncia l consultant cou ld be ju t what the doctor ordered. Especially if yo u need to ge t a grip on the big pictu re.

the breadth and scope of quality education that exists in CMS." U C Charlotte was alread y a major cli ent of TlAA-CREF when the company arrived in Charlotte. In fact , that relationship may have played a role in the co mpany's decision to locate in the Queen City, as several key campus officia ls visited TIAA-CREF headquarters in New York to help sell Charlotte to the decision makers. john H . Biggs , recently retired but then CEO and chairman of TIM-CREF during the selection process, immediately saw the potential in the company's relationship with the University.

"Charlotte allows us to enter into a ueati\ e educatiOnal partnership with l NC Charlotte,

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been very innontivc in thinking about ways to work with us on training and educational issues." -John H. Biggs, retired chairman, president and CEO of TIAA CREF "Charlotte allows us to enter into a creative educational partnership with UNC Charlotte, whose leadership is so impressive to all of us, " said Biggs. "The University has been very innovative in thinking about ways to work with us on training and educational issues ." Since the Southern Service Center opened, the relationship with UNC Charlotte has grown much along the lines Biggs foresaw. "We're thrilled to have them as a partner in the University Research Park," says Charlynn Ross, director of UNC Charlotte's Learning Center and the designated liaison with TIM-CREF "l think it's a unique partnership that provides a win/win situation for everyone.'' Dozens of TIM-CREF employees, as well as their spouses and children , attend graduate and undergraduate classes at UNC Charlotte. Others take advantage of the University's continuing education programs , especially those in

march 2003

greater charlotte biz

technical writing. The company sponsors speakers from UNC Charlotte at employee functions and supports faculty research. TlAA-CREF is also a major sponsor of University athletic programs. "It's a wonderful partnership with mutual benefits," says Ross. Additionally, almost from the moment of ground breaking on the Southern ervice Center, TIAA-CREF began its mvolvement in other local issues as well. Biggs had said, "We look forward to becoming a pan of the Charlotte community," and local executives took him seriously. In addition to becoming involved with the Charlotte Chamber of Commerce and the United Way of Central Carolinas, the company has served as a sponsor of the Charlotte-Mecklenburg Public Library's annual festival of reading, Novello. Despite a number of significant events, in just two short years TIAACREF has put down roots in Charlotte and established itself as a true corporate partner with the city While a good deal of its future in Charlotte 짜.rill be determined by the results of the company$ strategic planning pro ess, Chittenden says Charlotte is and 짜.rill continue to be a major part of TIAA-CREF's ongoing strategy. "Charlotte represents a significant commitment for the company," he says. "Since 9111 everyone's woken up to the need for geographic diversity in order to ensure business continuity. Charlotte is a major spoke in the system." Although the Charlotte campus has the capacity to house a large number of TlAA-CREF employees, Chittenden says there are no set numbers for how many TIAA-CREF employees will transfer to Charlotte or for how many new hires there will be. The transfer and new hire process remains ongoing. "We're very pleased to be in Charlotte," he says. "Our move here has enhanced the company We've been able to provide better service at lower cost as a result of the diversification of moving to Charlotte. " biz

Casey jacobus is a Charlotte-based freelance write~

greater charlotte biz

march 2003 33

C.M. B lack Construction Co.. Inc. Prestden-:: ET1mitt H.=~路=< V'Ke-Pr.:!side : Cl rtY "1 . E!lac ~ II Em:> oree~ 路 1~

797 Dcr\'id ;c. Driv-= Ca-or:i, "\JC 2802 .5 70i-?8:-44lE Fot.alded ir :ISO; B-:!gan CO'l1rlerci1l comt 路 u :ti :>n r 1989

w ., N.cmbl;ac:k.com

.il.

by sherri oosterhouse

•

BUILDING FROM THE GROUND UP ••• AT CM BLACK CONSTRUCTION IT IS ABOUT RELATIONSHIPS, BUILDINGS AND REPUTATION A lot of folks in Concord remember young brothers Clinton and Emmitt Black back in the '60s on job sites 'Nith their father. Keeping warm in the truck and waiting for breaks to share a cola with the crew, the boys waited for an invitation to pass nails or fetch tools. That's what )'OU do when your father builds houses for a living. A5 the local housing market grew, so did the Black brothers, along with their desire to learn the trade. They worked every summer, often training new employees who were many years their senior. You could say they cut their teeth in construction, dri\'i ng backhoes and tractors long before they'd passed driver's training. Today, Emmitt H. Black and Clinton M. Black II are at the top of their game, as president and vice-president, respectively, of C.M. Black Construction, Inc. They still

structure. Today, it bills itself as an independent, family-owned general contractor for commercial, industrial and institutional projects in the Concord, orth Carolina, region, prO\icling all of the services needed to successfully complete any commercial, indusuial or institutional construction project including: pre-construction, general construction, negotiated construction, design/build construction, bidding con-

honor the ame principles and work ethics that their father instilled more than forty years ago, but they have changed the direction of the company toward commercial

struction and pre-engineered buildings. Their company philosophy is a large part of their succe s. As they put it, "Good

construction. With their feet planted firmly on the ground, they have raised their company to new heights.

builders know important projects don't begin with a blue sky. They begin from the ground

COMMERCIAL TRANSITION Founded in 1950, CM Black otiginated as a residemial construction company, building custom homes for area notables such as Congressman Robin Hayes, along with many prominent doctors and lawyers in Concord. Although business was steady, the second generation of Blacks set their sites on a new landscape - commercial construction. Emmitt, who originally spearheaded the shift in 1989, with the blessing of his father and brother, recalls, "l made a point of meeting with architects who did a lot of institutional work. We started to bid on work and it wasn't long before we had our first project underway" It was the construction of an eight-classroom addition to A.T. Allen Elementary School in Concord that launched a new direction for CM Black. An addition to Beverly Hills Elementary School followed shortly after, then a new band room for Concord High School. Following a series of school construction projects, the finn had accumulated high marks. Showcasing their construction flexibility, CM Black accompanied these initial commercial building projects with the completion of the home of race car driver, Rusty Wallace. "The follo'Wing year we were introduced to a commercial developer in the area, which allowed us to continue to grow our portfolio and establish a solid reputation in commercial construction,'· says Emmiu. "After that, the jobs were steady and our name was being readily associated with commercial work." CM Black has been growing steadily ever since, building new contacts with evety

greater charlotte biz

up, with plenty of handshakes and hard work. Good builders are n't afraid to get their hands dirty to get the job done." Their business principles sound like they have been handed clown for generations: prevent avoidable problems by doing it right the first time, maintain clear lines of communication, be reasonable, understand the things that can be controlled and those that can't, handle issues swiftly and face to face, stay with the problem until it is solved, be nexible, keep things simple, say what you mean and mean what yo u say, and, of course, measure twice and cut once.

ACCESS Clinton and Emmitt share the workload evenly as interchangeable partners. They believe ovmer involvement is paramount to the success of each project. They both have their own customers and are hands-on from start to finish . From initial plann ing sessions with architects to job site management, ~

march 2003 35

I '\lA 1. A\

-Completed December 2002 in Concord, N.C. - Completed spring 2002 in Concord, N.C. & Gt Is Club

- Completed Fall 2002

customers welcome their presence. In bet, many make their decision to work with CM

best resov-c=s l:l~y have: to offn- an owner a~ tJ.E tc.ble "

Black understanding the importance of this upft·ont. "People like dealing with the princi-

Yates-·=brtitzberg ills condLaed Mer $100 m:llbn VDrth of busnes.; :L:rirg

pals of the company," says Clinton. "We have 100 percent knowledge of the job and can make decisions on the spot, which is an asset for architects and owners." One area architect, Dennis Yates, principal of Yates-Chreitzberg Architects, P. A., finds their hands-on approach invaluable. "Even given the complexity of some projects- they are intimately involved on a daily basis," says Yates. 'They are the keepers of quality control and integrity for the project," he adds. "Their customers get the

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their seve:-.-::-ecr ~1.istory \\ith Ovl Kack. '·Here's Ue tot:·J::n line: If theytdl yrr they're §Gin~ D do sorrething _l-ey d·J :t with inte§::ity,'" 1ffirms 'iates. "Ws enjoy working t.::g::thsr- the;- are liloe trot:l.c:r~ to us. "

e=ed Thi' krd ::fa repuL<lti:m CM Black :J. :u;~omer b2Se they- 1-a-.·e nurtured, anc iL tum, have g:-own :a-rnE siclt for years ::a·<e CT Com:m .: nica.io!E, br example:. .~Jk::r-performi:l.g two bac:-<-toback prcje::G f.x the loG! phore c::•mJarr:,.they wete J.\0-'a-Jded the cottract t·J corstnxt

- Completed 2000

CT Communications' new five-story corporate headquarters and operations center. "Reputation and past results helped make our decision easy," says Dick Gamer, vice-president of human resources and corporate property "Although I didn't work with them on the two previous projects on our campus, I found them to be easy to talk to , and most importantly honest and aboveboard. " March 2002 marked the completion of the $22 million, 118,000-square-foot facility overlooking Interstate 85 in Concord and CT Communications couldn't be happier with the results. "We were on target with schedule and were fortunate with the weather,'' says Garner. "ln addition, we were on budgetit was flawless. "

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BIGGEST ISN'T ALWAYS BEST CM Black calls Concord home and the majority of their work takes place in their own backyard. 'We are a regional company, typically working within a 60-mile radius of Concord, but many of our proJeCts are right here in Cabarrus County," says Clinton. Their size, in fact , has been somewhat of an asset for them in attracting customers. In 1997, for example, the CM Black team was awarded a new construction

greater charlotte biz

project at Wingate University in Union

research and development laborawry and

County. The $8 million George A. Baue

engineering staff. lt was a project that was

"Time and money matter most in this business," emphasizes Clinton Black. "It's

Fine Arts Center on campus is a project

developed in a tight time frame using an

important to do whatever it takes

CM Black was proud to add

existing shell of a building.

our word."

their

resume. But it wasn't the brick and mortar

"They tmsted us before the project

keep

The company's \'Oiume has increased

that left a lasting impression for Emmiu; n

ever began," says Yates, project architect.

was the philosophy behind the selection of

"Cl inton and 1 put together a project

brothers Emmiu and Clinton have focused

their firm.

scope, budget and schedule which held

exclusively on commercial constmction.

water through the course of the project,"

Despite the last few years of a booming

"!remember University President jerry McGee

sa>~ng lO

me, The biggest is not

dramatically over the past ten year a

he adds. "It was a classic case - if there

market, there have been some indications of

necessarily the best,"' notes Emmitt. "We

hadn't been a principal involved, we

a slow clown in the industry Asked if he

were chosen because he strongly believed

couldn't have delivered on our goals."

expects any changes in the coming year,

this of his university and knew this

true in other fields as well."

The project was officially completed

Emmiu responds, "We won't see the volume

ahead of schedule beating proposed dead-

That is a belief that others share. On

of large work this year that we have in past

lines by a week. Clinton credits NASCAR,

years," referring lO the state of the economy

the heels of the Wingate project, area bank

Yates-Chreitzberg, and his team at

'That's okay, though, our bread-and-butter

First Charter cashed a deal with CM Black.

Black, working together to get the job done.

With several large firms in the mnning,

"It was important

are the $2 million

us to find a general

$4 million projects."

Clinton echoes this sentiment but

CM Black walked away with a commit-

contracwr with an exceptional building rep-

points out equally quickly, "There are no

ment

utation and that is exactly what we got from

projects too small. Each one represents

$40 million, 236,000-square-feet corporate

CM Black," says Gary Nelson, managing

something important to the people

headquarters.

director of competition for NASCAR. " ot

involved with it. Each one offers us the

only did they coordinate the constmction of

ability

everything, and their reputation preceded

our facility

tomer's trust in us- from the ground up."

them," says Bob Branon, group executive

completed it ahead of schedule."

serve as general contractor for the

"In this day and age, reputation is

vice president and chief financial ofricer of First Charter. "They live up

their word

meet our budget, but they

prove ourselves and our cus-

Sherri Oosterhouse is a Cornelius-based freelance wnter:

Praise of that nature is hard earned and proudly received.

and their word is their bond." Branon emphasized their auention to detail, remarking that they build a building as if it were their own. "They are extremely conscientious and you don't find that

common anymore," he remarks. Comfortably seuled into their new building for two years now, Branon still says he wouldn't change a thing. For CM Black, repeat business is not

'You must be the change you wish to see in the world." -Mahatma Ghandi

uncommon. Happy customers tell others, which is why much of their marketing consists of word-of-mouth praise. "Each job has led us to a new opportunity," points out Emmitt. "We never leave a job and forget about where it has taken us." ON TIME, ON BUDGET

Custom designed leadership programs for executives, professionals and entrepreneurs

In 2002 , CM Black completed several projects in Concord in addition

the CT

Communications headquarters, for BarberScotia College, the Boys and Girls Club of Cabarms County and Shelby Mowrs, among others. just recently, CM Black raced the new

finish

ASCAR Research and

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Charlotte to Host Unique Conference on Corporate Social Responsibility ~. s

public and investor tn. st: continJes t.:J

pjum1et, I SO top executives fro11 across th~

the Foundation on Economic Trends. "With leadership comes the power of

exchange of ideas," says Tribble . "Warren Buffett will open the Conference and Tom

change and we have recruited the best of

Wolfe, best-selling author, will present the

Charl::>tte's Ballantyne Reso · t, V"i:h some of

the best to engage CEOs in discussion and

closing remarks for the weekend ."

th~

action ," says Hugh L. McColl, Forum chair-

US. will convene March

4-16, 2003, at

vr.::>rld's leading strategist:;, n nloers and

man and former Bank of America CEO.

a:lvoo:: a tes to explore their o·gar-iz:rtion s

·r=.

The national conference will include working sessions on such topics as eco-

"This is an opportunity for some of the

nomics, leadership, justice, environment,

most powerful individuals in the nation to

the community and family. David Gergen ,

c::>rnrrunicator and politic <. guru David

create a new set of standards for corpo-

former presidential advisor and editor-at-

Ge rg.::n, social commentatc• Tom Wo lfe and

rate America." McColl points out that

large of U.S. News and World Report, will

o::tWid-en 's righ:s activist !"'.ar·an 'N ri sht

Charlotte's rank as the nation's second

moderate the work sessions .

:Ocelman, more than a doz E• otler business

largest financial center makes it the ideal

eade-rs and commentators ;,ill speak or

location for such a conclave.

r::> e J.S a catalyst for posit

I- addition to

dt211E~-

financie ~ ·narrzr

Buffett,

:arti :i pate . Among those k?jflot ng the -=voen: will be such prestigi::. r. :; th::>ugh-lead~

A 'White Paper' will be released subsequent to the conference detailing the

The idea for the Forum began nearly

proceedings of the event and the dele-

two years ago; long before the corporate

gates' commitment to become engaged

scandals caused the public to question the

in these issues. Business schools of six

values and priorities of corporations, which

major southeastern universities - Queens

-lawk:en , founder of Smith !!: H<J'.o"'k=n ard

has resulted in a lack of consumer and

University, Duke University, University of

·:c-au •hor of Natural Capit <: l srn; aoo Jeremy

shareholder confidence. A Board of

North Carolina at Charlotte , University

Advisors consisting of 22 business leaders

of South Carolina, Clemson University,

from multi-national corporations will over-

and Wake Forest University- will

see the conference .

research and write the White Paper.

=rs

Sir Mark Moody-Stu3r1:, f:nner Clair-

ian of Royal Dutch/Shell Gr:ou::x: Pau l

:;_;=ken, best-selling author n:l

~res i dent

"Being CEO is not always a comfort~verb) I. To utilize the ""' ''v.-aw..u:... :oc·.s, and experience e\-erage the potential for the benefit of your

In preparation for the conference,

able occupation , nor is it meant to be. Real

a faculty member and two MBA students

leadership often requires taking an unpopu-

from each school will study key topics

lar stance and sticking with it because it is

that impact responsibility in corporate

the right thing to do. Failure to stand for

America and the speakers covering that

what is right is to fail at the very definition

issue . They will look at the current state

of 'leader': to show the way by going in

of that issue and how it relates to corpo-

advance," remarks McColl.

rations, cite examples of 'best practices'

"The conference is designed to challenge corporate leaders to redefine their

used by corporations today, and state gaps and challenges related to that issue

perceptions of the corporation's responsi-

in the form of a question. These questions

bilities by looking at the new 'triple bottom

will in turn be the starting point for the

line' or the three pillars of sustainability-

dialogue among CEOs at the Forum dur-

economic, environmental, and social ," says

ing the working sessions.

Chris William, host of the PBS television

At the close of the conference ,

show Carolina Business Review and an exec-

CEOs will present collective aspirations

utive with Wachovia. William will also serve

for their corporations and others to

as host for the Forum. Mary Tribble, president of Tribble

operate in a socially responsible manner. The concerns , findings and conclusions

Creative Group, and William developed the

of the conference will be shared in the

concept and will manage and host the

White Paper to be used by the partici-

three-day conference. "The weekend will

pants' corporations, communities

provide a unique opportunity for corporate

and peers .

and institutional leaders, intermingled with thought leaders, educators, and writers, to exchange dialogue and evoke a vigorous

march 2003

For more information visit the website www.forumforcorporateconscience.com.

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bi z

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Take advantage of these products and services from Charlotte's leading business-to-business su ppliers.

The Forum for =arporate Conscience Boan:l of Advisors

C. D. Spang er, J-.

Hugh L. f"k:Coll , Jr1 0:1-airman

Carolinas HealthCare S,..Stem

Universit:' of N:Ji:h Car::>lim Mich1el Tar Nate ·

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Bill Boyd

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Accupointe Professional Acco unting Systems Altman Initiative

pg. 33 pg. 21

Ameritru st Mortgage Compa ny, LLC Blair, Bohle & Whitsitt PLLC

pg. 12 pg. 7

Carolina Volkswagen Charlotte Queen's Cup Steeplechase ClickCom

BC pg. 3 pg. 38

Compass Ca reer Management Solutions

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Corp Data Products

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Diamond Springs DTIIntergrated Business Solutions Dunhill Hotel

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Grant Thornto n Hilliard Lyo ns Koger Realty Services, Inc. liquid Design

pg. 8 pg. 32 pg. 40 pg. 33 IFC

Rege nt Park Golf Course R. L. Brya n Company

Road Runn er Business Class Sedona Staffi ng Services Sonitrol Secu ri ty Stocker & Associates, Inc. Stripling & Beck The Coffee boss Th e Employers Associat ion Train Charlotte.com UNC Charlotte Continuing Edu cation Va nce Flou house & Garges, PLLC Wachovia We bpro Westport Marina Whitehea d Associates

pg. 44 pg.1 pg. 26 pg. 26 pg. 39 pg. 13 pg. 36 pg. 25 pg. 25 pg. 31 pg. 40 pg. 5 pg. 43 pg. 32 pg. 37

Muzak LLC. Terry BrodencK Royal & Sun.A.II

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Peter C. B:rowning McColl Sdlool of =-..t.;iness Queen s LXl iversity David L. &lrner Goocrich Corp or~ :J r William Cavanaugh. I I Progres s Energy, In=. Harris E. De oach Sonoco Prod ucts C=, William Friday University of Nc rn : arolina Robert G. Griffin Odell Associates, lro:. Rober t A Ingram

Stocker Associates, Inc. provides general contracting services , specializing in commercial interiors and build to suit construction with a high degree of personal service and attention to detail. We have a unique understanding of the need for precise upfit work, performed on schedule , at a competitive price , and with minimum disruption to the workplace.

GlaxoSmit hK iine Kenneth D. Lewis Bank of Ame ri ca C::> -pxation Tom

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N ati c nal Gypsun Company Richard B. Priory Duke Ene-g)' Cc q::o ·c.: ion Russell M. Robinso-, II Robinson, Bradshav. 8 Hinson, P.A. Maceo K.. Sloan NCM Car;ital Man.:gement Group, Inc.

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march 2003 39

Women-Owned Businesses in Charlotte-Gastonia-Rock Hill, NC-SC: 2002 The Center for Women's Business Research has released the following statistical portrait of majority-owned , privately-held women-owned businesses in Charlotte-Gastonia-Rock Hill in 2002 based on data provided by the U.S. Bureau of the Census : • As of 2002, there are an estimated 32,04 7 majority-owned, prrvately-held women-owned firms in CharlotteGastonia-Rock Hill, NC-SC, accounting for 26 percent of all privately-held firms in the metropolitan area. • Women-owned firms in CharlotteGastonia-Rock Hill employ almost 65,000 people and generate nearly $7.3 billion in sales. • Between 1997 and 2002, the Center estimates that the number of womenowned firms in the Charlotte metropolitan area increased by 22 percent, employment grew by 38 percent, and sales increased by 55 percent.

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• The Center estimates that there are 6,480 women-owned employer firms in the Charlotte area. The number of these firms grew by 46 percent from 1997 to 2002 - two and a half times the rate of all employer firms in the area ( 18 percent).

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.... Women-Owned Finns

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Employment and Sales in Women-Owned Firms in Charlotte Metro Area are Growing More Rapidly than the National Average

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Richard Petty to Serve as First N.C Motorsports Association Chairman

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clout it deserves ." The North Carolina Motorsports Associ ation was formed to show the importance of the industry on North Carolina's economy and the role it plays in developing new and high paying jobs. "At a time when North Carolina is losing jobs in the manufacturing, agricultural and textile industries, the motorsports industry is creating hundreds of new jobs." Petty said .

Workplace Dating Survey Shows it Often Leads to Marriage While many office workers may be concerned about the latest computer virus on the loose, it's the love bug that has captivated other.A recent survey by the American Management Association shows that 44 percent of managers who dated someone from work say that their relationship led to marriage. AMA surveyed its executive members and corporate customers about their office

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march 2003 41

Tasty Fundraiser Returns to Charlotte for 8th Year

The Winds of Change Bring Opportunity!

Taste afthe Nation, Charlotte's premier dining event, returns for its eighth year on April 9, 2003 at the Wachovia Atrium.The event raises funds for organizations fighting hunger and poverty in the Charlotte metropolitan area. Charlotte's Taste of the Nation features live entertainment and exquisite food and drink from more than 30 of the area's best restaurants, suppliers and wineries. There is a

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silent auction the night of the event as well as a competition among participating restaurants for "Best of Taste of the Nation" awards including "Best Cold Dish", "Best Hot Dish" and " Best Table Display".The 2002 event drew a crowd of approximately 1,500 and raised more than $86,000. Event organizers hope to raise $100,000 in 2003 . Since 1994, Charlotte's Taste of the Nation events

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Former Senator Bob Dole to Join Alston & Bird Alston & Bird has announced that former United States Senate Majority Leader and presidential candidate Bob Dole will join the law firm as special counsel. Dole will be based in Alston & Bird's Washington, D.C. office. He will focus his practice on international and domestic leg-

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Ivan Allen Furniture Company Expands Operations to Enhance Offerings Ivan Allen Furniture Company, a leading office furniture provider in the southeast, has changed its name to Ivan Allen Workspace to reflect its expanded offerings providing the widest variety of business interior solutions

Serving companies across the U.S. An Oi Partner - North Carolina/Virginia

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Perkins & Vv'ill has announced that John H.Tabor,ALA has joined the national architectur:tl practice and will lead the marketing o.nd business development efforts in tile Charlotte office. Tabor s an architect with two architectural de5rees from Clemson University :md a Masters of Business Administration from Duke University's Fuqua School of Business. He currently serves on :~ e Charlotte City Council. He is a pa~ chai man of the Charlotte- John H. Tabor Mecklenbtr.5 Pla路ming Commission. Tabor has served on the boards of four leadership programs and is Past President of Leadership Charlotte and the Chamber's Leadership School as well as serving on the boards of Leadership North Carolina and the Institute of Political Leadership. Charlotte-based Media Power Advertising has recently added Larry Paul as Director of Business Development to its growing team. During Paul's 20+ sales-success years Dawn Kri~g in the advertising, cable and printing industries .. he has worked closely with such major companies as Group W Cable, NAPA, Adobe, the Charlotte Business Journal and Strohs/01::1 Milwaukee Beer. Paul complements his involvement in professional organizations such as A'r"A and the IT Council, by also "giving back to the community" til rough his involvement in Big Brothers and the Jaycees. Spectr Jm Properties Residential. Inc., has appointed Dawn Krieg as Property Manager for Fifth & Poplar, a 304-unit, mid-rise luxury ap1rtment community now under construction in downtown Cho.rlotte. A property management professional since 1989, Krieg will be respons it:le for operations and leasing at the multi-family develop-

ment. She earned a Gold Medallion Award during her 12-year career as a Regional Property Manager for Lincoln Property Company. Mecklenburg Disabilities Network (MDN) has named Lori Gougeon executive director of Residential Support Service, Inc., as president for 2003.Aiso named were Anne McQuiston , UCP, vice president, Barry Pollack, Carolinas Caring Connection, secretary and Marc Phillips,Autism Services of Mecklenburg County, treasurer. Cricket Comfortable Wireless has hired Tom McEntire as indirect sales manager for the Charlotte market. In this position, McEntire will be responsible for developing indirect distribution channels, which includes setting up new sales points, establishing Lori Gougeon new contracts and measuring pe rformance of all indirect channels. Additionally, he will manage all indirect sales channels, oversee merchandising, co-op advertising, and build retail operations partnerships. McEntire brings over six years of telecommunications experience to his new position, having held various positions with ARCH Wireless and Paging in the southeast. With ARCH, McEntire served as the East Tennessee channel management representative, an indirect channel manager, vice president of sales in Georgia, and director of sales for the Southeast Division. Residential Support Services, providing residential services and community supports to individuals with developmental disabilities including mental retardation, Downs syndrome, cerebral palsy and traumatic brain injury, has announced it officers Tom McEntire and board members for 2003 : >-

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president, Jeff Covignton, Coleman Lew & Associates; vice president, Dr. Jim Dudley, UNC Charlotte; secretary, Susan Sheild, community volunteer; treasurer, Sandi Thorman , Greer & Walker, LLP. Buffie Jones has been promoted to financial services representative at First Citizens Bank in Charlotte , Woodlawn Road branch . Jones received her bachelor's degree from the University of North Carolina jeff Covignton at Charlotte, 2002. Curtis Mason res joined First Citizens Bank as a inancial services manager in Char otte - Ballantyne branch. Mason rece •ed l-is bachelor's degree from Virginic. l""ilitary Institute ( 1992) and his master': degree from Frostburg State University ( 1998). He serves on the board o ' managers for the Ballantyne YMCA. :~nd as a football coach for the South ?-c.rk Youth Athletic League. Buffie Jones Vance Flouhou!E & Garges, PLLC

march 2C03

has named Brian A. Landon, CPA as senior tax manager. BriaD brings with him over I0 years of experience: from national and local CPA fi - ms with a solid background in tax. -lis kno.vledge will prove helpful in mamging the tax department as well as ersuring that client needs are met. The firm also welcomes Scnttie Thompson, CPA. Her experierce in public accounting has earned her the role as tax sSupervisor. F nally, Curtis Mason Katherine Rowe has been add:!d as the newest member of the accounting team. H.Arthur McCulloch , M.D., a physician with Scutheast Anesthesiology Consultants of Charlotte, has been n<rned to the N .C. Medical Board, a 12-member group responsible ·or licersing and overseeing physicians and mid-level practitioners ~ tatewide . Dr. McCulloch is the only physician serving on the Board from the Charlotte region . McCulloch earned his medical degree from the Medical College of Ohio in Toledo, completed residency training in an -:!sthesiology at North Carolina Memorial Hospital in Chapel Hill and is board certified in anesthesiology. He is a delegate to tle Ame -ican Society of Anesthesiologists and is vice chief of the Department of Anesthesiology at Carolinas Medical Center.

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