Greater Charlotte Biz 2003.08 by CLT.biz & Charlotte Biz & Greater Charlotte Biz

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Friday, A gus t 22, 2003 1{1:30 a.m.Annc•Jnc:ef':ltnts, ll 45 a.m. Shcrtgun ._tart

Ca11 704-54i-OQ23, exr. 2 to regLter. .l(:on8Jted b:,

Hardees • Har;is Pools Sonnl{'.: RV • Deer Jar< V'/ater

T::l<e 1-77 soul~ of ::h.Jrlotte to e.cil 90 Co·owinds Exi).. ·ne r 1 ni:e so•·h on U.S. 21. Reg~nt "one is o• he left.

* *" * * ***11,:2

:!OOC • 20M :•elf Dige' t -: c:~ces to Ploy" "99§ C1::.i :-n'; 3e>t M :::!ine- Reader's c,c. 199! Gd :Ci;:e;t '· f1ac~ ~c Piay"

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l9~ 8 Cre:::ti1a loafi-.; MaEazin=- =ritic'; Ch:· C<' 1 9~:r Charlctt!'s Be>I V\agc;rin<-

19'ilt M3t •)l na Goi=Mc9=Jc&le-

~ ec der; (.b cE

a <:over Cate - ing tc the Job Market Arthur C:a lafh~rt.E a ro-,~ row seat to th= combirat1q n of a dyna~n1c. grov;ing university -.;it, an equally d;r.an ;;n= grcwn? city 1n a tteip< for mutoJal advantage a j StKcess. From h1s des.< as preside"''t of pbn;c. &'N~b Urivers1ty's rew Charb tte campus, he ;s <~.1tness to the v~ry crcat1on of .:he :chc•ol it;ef ;r d adrn mstrctor of Its Mi;sJon tc deliver speci3h::=d business education o:atering to the

m:~ds

o · the '"Jb ma1i<et

16 Jt•s Their BLsiness To Make Yo.Jr Business Look Better

departments

Surshhe U1ir.xm Sec;1ces, Inc. is a :amily<Jwn=d busn"!Ss w th over fifty rear= of exr::E:·i=nce ir th= Jororm rent31 ncustry.

28 Log ·source:A Conpany or -:he Move L.-ong the to::lc.~·=

skill~ r=·~urEd

to ;urvi\e n

transpo•t3tJ:>n nc LStry = listenng. ~""sic ert

according to jim Lb;-d L~isource.lrc.,

beco·ne · he most

011~aoyt-=t

per~.,c.bl;

employers biz

Legislanve and regulatory b ghlights for area employers.

community biz

I I

Grab a mega:_Jhone and "~1 01:. U " the news. Charlotte Shcut Festival i: back :or its secon d year \\ ith an agenda of evGl ts to knock yo ur socks ::d.

<i11; to

3rd 'AS9:>ncte

transportat1or bgslie

publisher's post

.;~er;t·J·e .

biz digest

biz resource guide

on top

Engaging Ent--epreneurs a1d O;:>portunities Tre r/=~roinJ :fitrexeneunal C:>U'C lis on a qu=

maic:o

Charlo~e

a recogn <ed

on the cover:

:e1teo- cf entrEJ:rEneL..r c.l innovat1:n ·-v1th their -.ew j:Tesl::e-.t -Err Thor;on lec.ding ~he "'WCI.

36 Computer Net-Nark Power

This. month'; cover f~atu res 4. rO-.ur l::arlcgher o1 front uf construcUon which is unc-envay for johnson & Wales' n ~ w Chrluttc campu~. Photography b} Wayne Mo1 ris.

joh- Gc.·rett and Wesler O<rk rc-Je Joddej IP p'10-e systems to ti-er "'>1JC.nc •g menJ o' cc11sultative

serV'c~!

Com:>uter Ne:work

tbEi :>ifT thoug.,

Fovo~

1-s~·~c~

network 111eg-amr c::onlJan:J.

august 2003

cliaflotte gre<~.ter

charlotte biz

cliaflotte z

[publisher'spost]

August 2003 Volu me 4 â&#x20AC;˘ Iss ue 8

Is it deja vu all over again? As Yogi Berra would say, "It's like deja vu all over again!" How can we be digging another federal deficit hole after all the struggle and turmoil and political infighting that we

Publisher John Paul G alles jgalles@greatercharlottebiz.com

suffered before we finally achieved a balanced budget res olution in 1997 after 30 years of deficits. Last month, we learned the federal deficit for 2003 is likely to be $455 bil-

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

lion and that it will grow to $475 billion in 2004. Looking back just two years, the Bush administration was managing an actual budget surplus of $127 billion

Crea tive Director/ Asst. Editor Brandon J. Pham bpham@greatercharlottebiz.com

and was projectirg a surplus of $334 billion in 2003. Six months ago, the deficit was projected to be a "mere" $304 billion. Sure, 9/11, homeland security, Al Qaeda, Usama bi 'l Laden, Saddam Hussein, tax cuts to stimulate a faltering econo-

Account Executive Emily G. Lundell

my, the War in Iraq and rebuilding our defense department have all contributed

elundell@greatercharlottebiz.com

to the negative numbers that create our federal deficit. At the same time, federal

Brian K. Williams

revenues have fallen from a Clinton-era peak of 20.8% of GOP to 16.3% this year.

bwilliams@greatercharlottebiz.com

Business Developmen t Bill Lee blee@greatercharlottebiz.com

Contributing Writers Susan Benedict Susanne Deitzel Casey Jacobus Chris Jensen Mary Marshall Lynda A Stadler Con t r i buting Photogra pher Wayne Morris

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

Federal revenues average about 18% of GOP, so that an improving economy will help to diminish the growth of the deficit in time. The big question is just how long an economic recovery will take to reveal itself. Some say tha( the recent upward trend of the stock market presages an improving economy. Unfortunately, unemployment remains high. Worse yet, federal spending continues to expand even outside of the costs of war and rebuilding our defense systems. Domestic spending alone has increased approximately 1% per year over the last three years on top of declining federal revenues. The federal bLdget watchdog group, Concord Coalition, warns of "a schizophrenic pursuit of small-government tax policies and big-government spending initiatives." Whatever happened to promises that we would not tap Social Security funds? The administration argues that this year's deficit will only be 4.2% of GOP. While that is not as high as t he 6% deficit achieved in the Reagan years, without the Social Security surplus, the deficit would be $614 billion or 5.6% of GOP. And furthermore, none of these numbers include the costs of operations in Iraq and Afghanistan tha t tota l about $5 billion a month. We live in a scary world t hat is terribly expensive. Without a doubt, we need to

Press releases and other news-related information, please fax to the attention of "Editor" or e-mail: editor@greatercharlottebiz.com

do all we can to boost the economy, to protect ourselves and diminish the presence of terrorism. At the same time, we have to be extremely careful to apply fiscal discipline. Over the past year, we have watched stockholders and the government apply

Editorial or advertising inquiries, please call or fax at the numbers above or e-mail: info@greatercharlottebiz.com

discipline to co rp orate entities that got carried away with their spending habits. In the next year, we will watch and see if President Bush will apply maximum fiscal dis-

Subscription inquiries or change of address, please call or fax at the numbers above or visit our Web site: www.greatercharlottebiz.com

cipline to the fe deral budget or whether the public will administer its own discipline

cam paign to remove Ira q from Kuwait, it is hard to believe that the second President

on Election Day. After watchi ng th e first President Bush implode after one term and a successful

in whole or in part without permission is

Bush might fall from the graces of support that he has achieved from his leadership

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

since 9/11. Maybe Yogi Berra was right!?!

herein are not necessarily th ose of Greater Charlotte Biz or Galles Communications

Group, Inc.

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Legisb:ive and Regulatory Highlights for Area Employer5 Be·.-. are o( FLSA Cl:t The 1 mber :lf c

c. s ~

Action Suits ac: ens, or '·col-

aJs" in name cnly ard deserved up

ern reality, many modern employers

million in back ::>vertime pay. They

are unwittingly violating the law.

lectr.-: c.d::>r s,'' b · c·upt urde. me feder-

...,ere granted ;umrrery judgment, which

S:an::l ~r d ; .~. ct

mea ns that the pharmacists won the lia-

al Fc..i - Later gre>~o~•r l:~rge

(F _5.4.)

1;~.s

Second, the procedural laws make FLSA class actions relatively easy to

dramni •:c. l :'· -h: hv. suits affect

bility phase of the cue without a trial.

prosecute . Because wage-hour violations

e~k:n·e~

• A restaura nt chain agreed to pay $18

generally affect all employees in a given

nLm .:: er s o(

o: ~en

c a Tia.ge ; c:Ln be s_l:ru;.n: al r-o--e concen, FLSA

nd the

I C'h~ uits

ae gefleral-

1:- 1ct o;-: red unde r EmpiO) me t de~. The

follco..,ing ue so m-: recent cut-

state w c.ge ar :l ~c·

F LS~.

s:me under

!:<PM) :

create a " class ." In addition , the FLSA that are more " plaintiff-friendly" than

ao: tiom? First, ·tiolatbns are relatively e1sy to find . -he

FL~

was enacted in

c::>m :nn 1 w pl)' $9(1 rril ior in

b;~.ck

pay

acju ~ ters.

has special rules for establishing a " class"

Why the explosion in FLSA class

the rules that apply to other types of th~

I 730's with a \·ery cifferent workplace

• ,6. C ;> li -c-nia jury c·d:red a 1 inourance

tc rr :>re t h?:r 2, 4 ( • ) clccirs

job classification , it is relatively easy

brought by approxinately 20,000 former a 1d current enployees.

Fr a=t ces Ua::>41 tr r s u-ar ce: IEPLI) polico-nes (.some under

millior to sett e three collective actions

class actions . The third reason is the money.

than e:<ists tocay, an::t the law has not

Because wage-hour class action suits

kept pace w ith current realities. During

often involve hundreds or even thou-

the Depression, there was no telecom-

sands of employees and former employ-

• "l:re : t- an

, l(t( L ll -ti1e :Jhlr -nacists

T uting. no "mobile workplace ," and flexi -

ees, even relatively small individual

e-np ::red : y

Jie sc edules were not an option . As a

awards take on great significance .

-e:sult of the gc.p between law and mod-

Moreover, the FLSA allows for recovery

1aticn d scoJnt store

c c. in cl c.ir- e c that t·E> "'·ere "y::>fessio1-

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greater charlotte biz

of double dam c:ges , costs and attorneys' fees by prevaili'lg pla intiff;. In light of the flood of litigation in this area and the

al~rm i ng ly

high

payout~ .

employers should c::>nsul with counsel when in doubt about any wage-hour issue . It is

advi ~ able

to hc:ve an audit

of wage and hc•ur practices every two to th ree years to e'lsure compliance l aw ~.

with applicable

(Corstangy, Brooks

& Smith, LLC)

Celebrating 20 \ ..ears of 2003 TEA Wage & Salary Survey & 2003 Executive Compensation

Survey Available The Emplcyers Asso:iation 2003 Wage and Sala -y Survey is now available: . A total of 230

co~an i e ;

Corr·onre Trmsacriors Co:rLit' rcial Tn1s.1ct c ns & R,c; l Esta-:-

T ax f: ln:1i1g El Cortrovzrsy EsCJtc Plannilg, \\ cilll- Trr~fe & F i.:.ucia.f} Setv w

participated

th is year. With over 290 benchmark job titles, this is the most comprehensivE report

availabl ~

on local pay practices.

The informati o n is broken out acco rding to company si::e , geographic location , and industry type. Complete results of the 28th

Annu~l

227 W c: t f r:xlc S 1cct • Sun l:'U) • C'l::.rlc ·rc,

C • 2&:::.:2. • 7•}!-372-6322

National Executive Compensation Surve>' are also now c.vailable . T 1e Employers Association cc ndu cted m e su r vey in cooperation with 17 ott-er employer associations acros s the nation . Survey participants co ntributed data for 12,047 executives in the 33 positions analyzed . Information is brol:.en out by type of industry, geographical

a~as ,

and gross

sales volumes . In a:ldition to cash compensation , the report

al~o

summarizes

data for a variety of berefits and perquisites . Tt-is

SL rvey

:1lso reports

information 01 stcck ownership by executives, especially for publicly held (A ~ sociation Members who participated in the ;urveys are entitled to copies free of ch:1rge; Clthers may purchase copiEs.)

Blair, Bolue & Wbirsitt _LLc C ertified Publk Acco-~nra:--J:S

companies.

Companies PayW.g B g Over Respiratory Ha:o:::ards Companies trat

h~ven't

gone I 00%

smoke-free yet - or do1't enforce current non-smoking policies - could have serious t rouble on their hands if an employee : omplains. Two recent

• Aud i~ & .Accourtin•J Ser/ ~~ • Retir:mlnl Pla11 C:onplia1ce & Des ~r • Real E~ :3tf DeveloJmerrt ::;t-~ Ji es • Merg3r an: A,x u ~ ition P!a.rrring

• Ta~ C c·m~ir1ce & Fanning • COllJ ehen: ive TJ< Reviev1 • M1t -3tate -ax SlrJjuri n~ • CCfT1JJny F: r11atk:r Strate~ies

Back t_ Bt1"'f;!.cs: Relationship~, Yal~~, Growth 1ow loare:l in PrCV!d:=nce Pa:l: :rt I-485 a:1d P'-oviioce Real

107: Soo " Lice, ~u:~ :co • "0-i.84 1.898J • ?ax 71::

1. );)'53

WW"''.bimpllc com

lawsuits over exposure to secondhand smoke yielded big rewards to

employe~

- one to the tune of $5..2 million .

greater

cr arl~tte

biz

augu st 2003 9

The first case involve<:! an asthmatic railroad engineer who sued his emJ <yEr

"You see things and say Yvhy?'; but I d~earn

for negligence when it fai ed to enb-·:e

things that never were a d I say 'V'/hy not?"'

their cigarettes out. However, they were

a no-smoking policy. The enginel!r complained and violators were told to

"J.Jt

not discip lined in any othl!r way and smoking continued

be an issue . :;r~~:e

the company had a no-smoking pol q

- C-eo·ge Bernar:l Shaw

ir place , it was clearly awa re of the dangers of secondhand smoke . The -Ebre

Custom dEsi~ned leader5hip programs for execut ves, professionals and entrepP-n=urs

it could be held negligent for not es1 =orcing its own policy. In the second case, an office enJ O)'ee complained that secondhand

Srn::>o'<Z

aggravated her asthma, but her empb')'e r ::lid nothing- desp ite the office beil: ocated in New York C ity, which ba 1 ~ smoking in commercial space . The em ployee's doctor sent a rete

704.331.9091 VYhiteheadAssociates.com

t o her emp loyer after the woman s:atec coughing up bloody sputum, saying : 1- at sl-e needed a smoke-free environme111 . She was immediately fired .

WHITEI-EAD AS~OCIATES INC. d, welOp>ng 'eaders, developing cultures

The woman sued and was awar::t :d

$5.2 million in back pay, future lost earnings and pain and suffering. ( Sa~ ry

Compliance Alert)

AUDIO DETECTION

Barga in Basement North Caro lin :J De sk Manual Sale! Ccpies of the NC Employer's Desk ManwC'/ are available from The Employers Associatc.n

ACCESS CONTROL

for a special/ow price. The hare copy 1"1CJrw/ is available for $50, and the CD-ROM fer ~50 os well; or purchase both for only $75. Jiz

V ID E O SUR V EILLANCE

The Employers Association is a nonprc(lt

Charlotte organization providing comprehersive Fl R E

'l !lmon resources and training services. foJwded maintains a brcaj-

·r f 958, th e Association

J Jsed membership of over 700 companies f ·on

Sonitrol. Because you cant afford t o take chan ces on secur ity. Sonitrol o:Fers he most compr~ere; ive electr:::>n ic pro·ection avai lable today. With local serv ce and 11ooitorin3, Sonitrol ca1 cust·mze a system to meet you r securi~t needs and rTJJintair it 'wtith a qJi ·:k ::>r o ·ity service. Contact us a t (704) 423 · 11 11 for a F~EE seo:uri-y surve7 of yor faci litie-s.

As one of over 70 nonprofit HR csso :iJ:ions nationally providing HR services ro reeionoJI

memberships, The Employers AssociatJO.J par-

ricipates in a national informatiOn exchantE under the auspices of the National Associc1tcn of Manufacturers.

The above excerpts were taken from T.Je

Sonitrol Se curity ServK:es., I c. 815 Wo d Ri::lge CE-nte- Drive Char.: lte, NC ~821 7 Visit u> on tflt- v te~ ! WW'¥.S:mivol ..:om

Jll industries in the greater Charlotte regier.

M a~agement

Report, the Assoc:a!ion's

mo .J ~Y

newsletter. For more information, please eel. Yo Lr Singlt .!.o1rce fer Co mpl ete Security

Laura Hampton at 704-522-80 II or visit the Web site at www.employersassoc.com.

aLgust 20C3

greater chc.rlottE: biz

by T1ar1 marshal

[community

the News! Grat <.

m~pho.1e

and "Shout• t ' e news!

Charlene : 1out Festr..al is &ack fc r ts second ·1ear with al'" agen:la of e ..ent!c 10 kno :i< you- sod:3 off. Fr:>m : ~ pt. .:: to Cct 5, 2003, Otarlotre will expe·i::1ce .., explosion of a~. culture and e · :ertt nmerw: des gned -:o pique you - s~nse s and .:aptu·e yoJr ~o~ :as over 200 :>erfornarc:.E<s an:J events ocC-Jr in more than "0 .,.e1ues Charlotte ngion.

-:hrou5hc:utth~

51-oLt .; p·oducec br CharlOtte Arts Fest,l· :., ~ BOt·fo--J:ro It alfililte of Chulotte Centfl' Cit) Part1ers, '"'~ ich manages t iP- ~ent. Jt p:-ovi4es a ltlo:wcase for b cal ar:l r:§om.llrtist; <.s w~l as an exp;mded markaing ;oproc.ch fo r Chc.rlott~-tasec

arts c.nd culttral g-oups

which help strerxthen ~;heir pr:>gn-ns and rai~ their profi ~ in t ile reE;icral • rd national :O'Timt. 1ity A--:ists fr:Jrn 11 over the worl:l : omp e~ the lccal ".a ent. T,e m.:>nth Ions fus~;ival ki::k~ off ~

"Our Business is Making

ok Better."

A family traditioo for over 5L yea~ corrrr it::c tc prov ding t he best ~wity ~ce and :>ll:><ixls in lhe i1dustry. nat wa~ c ur philooophy : t-en and it s:i I shows toda {.

aseof:

7(14..865-6211 greatEr c h arlotte

bi~

· lndus:-ial Uniforms • EloecLiti·1e Uniforms • Er trance Mats • Custorr Logo lllats • linen Products • P.estrocm Supplies • Cust::•m Corp-:>rate C>.t= par: I • Cus10m Embroidery • First Aid Delivery Servi:::e P.O. Box 12632 • GastCBla, 'IC 28053 • Basic First Aid, :ffi Fax: 704-865-5213 •1·800-4524508 and AEDTrain ng www.sUn$hlneuriform ccm

august 20C3 II

on the first Friday in September at t he

rangng from free percrrm.nce> to con -nu-

Blumenthal Performing Arts Center when

nitt ;tr.; festivals w tic <ete ::l events feztur-

The Opera Babes, Karen England and

ilg mti•JfHI and

Rebecca Knight, join the Charlotte

Robecrt Krumbine, vicz pre s dert of eve n::s

Philharmonic Orchestra for an evening c =

for Ch31iotte Centzr City Partners and

p<eckage. E!y agreeing ::::> inco rpo rate th:!

glorious music. The "Babes" bring beauty.

execut ..e director ·Jf .G.rtsfest. "Shout cre-

C1arlotte

personality and grace to some of the

at es 1n .::> j: portunit}· for ar.ists to shov.,case

e-.ent> an c -: ss-promoting )hout, the:- are

world's most beautiful classical music.

their t<e!Ecrts bringirg d·em all together in

in =luced in 111cf Shot«·s rna -keting mat:eri-

one c:orTllunity eel ~b ·a i::: 1 that markets

al~ .

"Shout events cover a broad ar·ay

int:rnc.ti:::~al

artists,"

~1!

them thr:JL:'l an extensive a.:::lve rtising

w1ic h

~ 'lo J =

Fest val lop a: their

i r-.:l _c ~s

a \'leb si:te vwith a rm.s-

ter cclen:l r o" ::.11 even:s, an events gu :le book dis tri t:w:e·:

The Winds o Change Bring Opportun· y! Mergers ... acquisitions .. . cnns-:>lidations ... displacen.:!nts ... Compass Career Managemert Solutio'ls. : an help yo ur company navigate the rough waters. Du ri ng your most important

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Compa55 can be

Bri n;, u s on board and realize

the power of knowledge, experien:e and sheer :iligence.

ever ::o:).OOO hom"!s,

ad ·1erti~il s : J mpai ~n

whidl include,

print, raclo, 3nd TV, an:! a regional ing

campa~

mar~ et

SJJport: c b)' vis it Charlc<te .'

"Charlotte ~lot« Fes: -.al pr.:sents a serie! of dis: inct e l51ts in C: 1ter ::it·t where people he¥€ e 'tS)' acces! tc a menu of Kti ities involvi~ l:x:al ta lents well as

na.tior al a ~ ;t~." says "hry ''kHillan, vcluntee r dlair :::1 A. -t5 Fest ' t 1-m the poter«ial to bri1g pec:ple outside the Mea to CharlottE, th J S : reating a fa\orable ec:c-

Over 50 years of cha'lge management experience.

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su·: h ;; s h::>:Eis. restaurants, performance ve1ue; arc re: 1rl benefi: fr::m tie ever :. lr ad:lition, ;a v.t ' et/ of bcal ncilluy and suppo-ti!'"f; t:us r : sses from

e<~ent

to prcvid-:rs =f U!nts, cl-air, 1nd junp on

C~R SS Career Management Solutions

::nvrunity :>Usiness.' "Cha· lc.::e Shout ::estil.c is truly

aJl

inspira:tional icea." says_ ud1th AHen, pre.;iBill and Ro::~yn

nies across the U.S. • An :>i Par:ner- North Carol ina/Vi

a u g ust 2003

b3rdwag•: r as. r- e =estival

stimullte ~

Crig;Jet Owners

800.215.6410 • 704.849.2500 • W\NW..compasscareer.com 12

t~E

planr1ers.

portaj:::~hrE

nia

delt cf tl- E P-:rfcrmin'g ..\rts ::enter. "lllStead of ;a

sh~ le

ev; rt, it 's a commur ity

ceiebnticn. B) t -inging togener under on ~ umbrel lc. the full sp-:ct- J m of artist.c exprefsiol - vis Lal arw, da '\Ce, theatre,

gr e a t er cha r otte b1 z

musi::, science, histo·y. and culinary :trt; the festival comes <rlive, unit,ng the soul ci Cha-lotte's commur ity. ··celebrations SLJch as Cllarlotte Snou Fest val enhance the- business comrrunity as t· ey seek to recruit and retain employees :m all levels. It's a quality of life ssue i1 w'li: h Charlotte Shout is a contribt.to·. vV~n

you put all the festival ; togethe· -

Spe:,d St· eet, October Fest, First N gh:the mpan on the

~erceptior

n-=s~

of bu;

and the community is extraordinaq•. T1e ci::yis vibrant, excit ng, social and educ:atior I. It's the place to be!"

Ho v it all began Krumbine arrived in Ch:orlotte 16 ~·ea

s ago eager to Jlan even: s which

wo_ld enhance the Charlotte comnunit·t. It wa!; Krumbine who planned the OpEning eva~ts

for the

Coli~eum

in 1988, created

Spe- ~d Street and pan ned the

ceremo1ie~

for :he opening of ::Oricsson Stadium. But the Charlctte Shout Festival is tru

his 'baby'. "Wr: wanted : o crec.te a

h g· ly cultural arts !:ommuni:y event i'l ;; wa~

never done be=ore,"

"V\'?. researched co~try

fe~tivals

to come

~ay:;

7 4.815.

7C( 1'\:tthe-.::-i"i;t ·II bac • I' ott'l;>lois, :--JC

.-b. "'S

vww I

u .e.com.

Krumbine.

thr:::>ughout the

with tho:! ideal mod-=1.

Ot.- goal was to fir.d a w:oy to showcase the arts and cultur:ll opporunities in Ch;;rlotte, making them the highlight. 'Ne oc<ed at other fe£tivals frcm Piccolo Spcleto in Charleston, S.C., : o thme in Vir:inia and as far

~way

evada, aoo ,js-

co'Ered that some were ge:ored prim'lril:for visitors and fea:ured tale-nts frcm otter parts of the country and we rid and s:>me we· e geared for tile local fX:Ople ard hig'llighed the talents :Jf local a ·tists. h rea ity, we looked at model festiva

and urr ec

than upside down.

"Charlotte Shout Festival was bern 1s an :>pportunity to showcase arts in the Crerloue region a!:cente:::l by talents fro Tl all :>ver the world.We ofer the arts :oTlmtJ'lity an enticing package :o whic'l the·t ea~ erly

respond . Shout enal:les group such

as : he 28 major afiliates of the Arts and Sc :nee Council, v.hich is fu1ded t:y mo.-ies ra ;ed by the Council, to re.:eive an extra pt. 1ch as they

pre~ent

thei r talent:; and are

m:=rketed through Shout. "I take great delight in ;eeing Shou: ccne together and making it a trLiy

gr:=ater charlott e btz

> L~ust

2003 13

inspilational event," ~ays: Kru rtinE. "We·rE pronroting the cuh:tral arts ::>-.m•nitythe ommu 1ity nat has mado;; Cha-lotte a gre~: plac;! to ive. work a1::! play" ,a.mazingly, K..-unbinO!

h~ o1ty ~hree

staff members, v..ro receive a boog: during the s Jmmer morth!:' fro;n three n:erns, as they .:liligently :Ieee all t e event n order.

E~ht;-

~i ~ces

to IOC

of the

-.··>un: eers

comj:lemen: the stai.

ShoL t impacts the bu~ines ~oramurit _ Shou• image-s On.rlot:e 1s a .:ie:tirstion - " place where grea: tl-ings: happ< n. "From ;a bus in ~ss angle, it': ar opportLri:y br bu~rc~s15

branc.ing, a great <Na': for

show community-support,"

~<efi

Krumbine.

"Charlotte's corporcte omrr...rity is very stron~.

0Jr

bus i ~ss;

spcnso s ll'E!nerate

monies that contJlUe the

pa~

growth trrooghoJt tfle oomrn.- ity. Speci31 event; such as Sl-cut shew cur :!mJioyees. cLstollers, and

:::•5ir~ss

.Jartrers t•e great

qualit"i of life in Charlott:!." ":::harlctte S1oat is a go.: d e><ample of thE ideal clien: relations!- b / sa:-s Patrid< Hollowe l, presioent ot ::>aradigrr Comnunicatio rJs Group "It cr=stes a w nNin situation for

Palad i ~m.

:>eing a high pro ·ae oard .5hout

expo~es u~

B..- virue of

xe~t i~;iou:

evert,

n a benei•:i1 fEhion

:o a dverse new po:ent al rark.et share and generates positi;e :1sh f a.t for the c omp~ny.' ·

®.

Hz L.:t CPCC heiJ tour g·cup of So· mo~ lE-a-n to comnJr ica:e to tl· ose yc• u n=t:d t:• re3=r d3ily. v;e o.c:er cL ~tOTitzed lc= ngt£ge tr::i1i1g progr::ns n a'EcS such a;: • • • • •

Meo ica l &· Dental :=on>tructio & La1dscaping Busi1ess & Commerce ospital ity ndustry & f.-lant.iac:uri r g ... CYld Jn:lre!

For more

iniorm~: ion

cortacl:

Bert Pil.e :7M.330.4E28

Of'

BertPi E@cpcc.edu

www.cpcctrain ing.·J g

9 :~rw-:&:RGf •::apcnre EdllCC!ior & C::n-Ilui19

at.gust

~0:)3

(~a<l Poed-nont CCIT111un:y ::clle~e is :he Licensad CFi~ia =:~-sered Provider :1 ::c ITTTland S~an E~ inC 1ar otte 01nd ~lee <J.. nbur, County

Cer.-<1 Pied11ont ConnLrry •::ciiEge is 3n eqL<I c:ppcrlJn ty/<ffirmativ= ecliol omsitL1on.

"~ hout

;allow; u: :o do

::115 ne~s

and

netwcrk with cat::""ers nd ho: pit;jity folks c.t the same

ti~e;·

;;ays Cc.n Hooks,

presicient of Part:- R':!flectio!l: nc .• who~e tables chain and ter ts fil tr e ;;:re;!ts of Center City. "We en oy c. gocc: wcrking relaticnsh ip with Ch1rlo: te -: a-ter City Partn rs."

Sample Shout's Diverse Men1. of Events C1arlotte Shcut ~estval'~ C11lirsry Arts &perience i~ a rhree-d31Y" fusti\.al -:-hursday, Sept. 25 h, rhrough S'o Jrd3y, Sept. ~7th, at Gateway'villa~e. For vi>iors:. it's a x:eleb~tion of food, beer, .Nine rusi.: and thE cui nary e:rts. ~resentEd br. :im~on & \Vales University. Conpa55 Gr:> ..D, and ~ iedmont Natural ~33, i:: s dedi::::3~e:! to :1e art of cooking an• the pr~::Ja aeon of =ood, gving chefs a: d-ance to s-ere -m d ;how j:"eople wha· co::Jkl'13 is a l abOJt.

great3r :ha-

~t : e

biz

::Ziebrity :hef> Alton Bro'M! :r d ~ ar-1 '1oo lt:>n Hill be o n harod to -:h<!S !k 113. Brown

cen :xs t ~te:

tho:! sta r arc prod.x:e r

"The ultimate goal of the celebration i•

Gospel Shout, presented by the _e-.ine Museum of the New South and

not financ ial success," says Krumbine. "We

::h 1r ctte C;:! lter City Partners, takes

want to pay the bills and have monies to

: er o: r stage at the United House of

sustain ourselves fo r the next year. Last

t he F:: od NetYVo-i:. Mo ulton is re Fco:i

Pr<!)'Er- Fir.;t Ward on Tuesday, Sept. 9th,

year was tough due to rainy days. But we

Ner:..,x k star of ·'Sara':. Sec ets.· >'eeL ~ing

•Vith l3bor-A. res, featuring gospel soul

learned from our experience and th is year

mus c from :harlotte's G reater

have more business partners involved,

:>f ' Go c d Eats " ne-w ir its fifth

~d p e: s

:; ~ a50 n 0 1

th <Jt fit into the mo c.e -n fanify';

bu!;)' Hestyle. -he:1 eac1 will de l13.., St'"3t:!

Providence B1ptist Church, and Clouds o'

reducing the number of events produce:!

til€ r ;ki l s on a higb tE:<:h, doulie 1-: tct er

Hea.-e1 , a sr out band from Un ited House

solely by Charlotte ArtsFest, Inc . Partne rs

sta~e

o f Pra·ter fc - all People. Gifted singers

range from art groups to non-affiliate art

and imtru me1talists share the African-

groups. Arts Fest promotes the event but

Ame rican t · aditions and the Ca ro lina tra-

the participant assumes the costs of the

w ith a g gantic video scre20 o;rnd

se:v;1 live :arr e ras. •.-tsit.:> rs on s> mple so1e c: Ctnrbtt:!'s bEst food <.nd wine ;an:

:litio l of

bra ~ s

event. They, in turn, reap the rewards.

shout bands.

"As to the future , it's a wait-and-see

natio• all:- sa nctio ned EBQ cornper.: ti oo. He: d in conju1ctbn wTt:h til€ CJ in.:tr( P. - ts Ex ::. ~r ie:llCe ,

the competiticn

fe:.:.Jr~ s

Shou1: echoes into the future

philosophy," comments Krumbine. "I see it

•:harloue Shout Festival operates as a

growing to where we bring in larger and

naj =•nal 3nd local czans, alo ng -... rth hoe

ou5inEss wi:lfl a three to five year business

bl ~

plr r . "The ftrft year was devoted to brand-

how the community suppo rts it. How

ing - .!:etting : he word "Shout" out to the

much they care . Do they want to celebrao::

com r unity 1nd potential visitors ," says

arts, culture and community? Each ye ar,

Krum:>ine.' _l st year, Charlotte Shout

we'll reevaluate. The door is wide open bu:

mLs·c, EBQ cemonst r<:tic ; a - a-

Hecl BBQ de·n te,

~e ff

TI-= :.O-plus ratiom l teams wil h~ :l

mo~

schco[ nd ~:::.

he:?.>.t.:>-

br the t itled Granc C lt- pio "l. wi: h

th E: ... inr er taking flo me $S..OO ) a : ro.:X-y and a slot at : he V\'orkl

Ch ;~ 11 picm h

Ccob:-Off at '1emphis in l'by te o.n ; cc.n " w::Jw " the

j udge~

~L.

LOGll

V"'lz:h : hei r

mo re diverse events. It comes down to

Festivll cre ;:t:!d a buzz. People wanted to

it takes money and support. In the end, it':

knew what it was all about. They began

the people who will dictate the future of

lo ·~ '<ir g

into

rc; a spark was

ignited. This

Charlotte Shout Festival."

biz

yea -, the fo.: Ls is on branding and enter-

s<i ; in : he Pro-An civisio1 wtere prizes

ta nment, acc ing more events. Next year,

Mary Marsha/Its a Charlotte-based

ran?;e from $75 t:> $SrJO.

we11 place le:;s emphasis on branding.

freelance writer.

B 51 ESS GIANTS

invest here.

You know the names. A-ner .can Express. Microsoft. Fidelity. Bank of America. There is a university that ha> become phenomenally successful by forging partnerships with these corporate giants on behalf of its students. There is a university that was built gn b.JSiness. And that University is coming to Charlotte. We are Jolmson & Wale~ Uriversity, and while our name is vety familiar to the business giants of Anaerica, it may not be that familiar to you. That's all about to cbc.MgE..

Like our campuses in mvdence, North Miami and Denver, the Charlotte Campus will offe: i1:5 students the rare advantage of industry partnerships that we have :'osl:ered for decades. Partnerships that are an invaluable resource to sl:.!dents. And a dependable source of jobs for graduates. In fact, 98% of :JUr sraduates are employed within 60 days of graduation. Call the Charlotte Ca:npus at 980-598-1100 or e-mail us at charlotte .admi s sions~. edu

to find out more about c~ sse s starting in September 2X4.

.:5~ ~ON~~S~~s ~~ALES America's Career University"

2004 gr::ater char lotte

b1~

90 I West Trade Street. C harlotte 28202 • www.jwu.e::u

august 20C3 15.

by casey jacobus

[biz profile]

------------------------~~--------------------------~-----------------

IT'S ER BUS E S TO KEYOU BUS I ESS A Family-Owned Business with Over Fifty Years of Experience in the Uniform Rental Industry _)

Its a busines~ d-~t =tc.ned .frorr scratch. In 19'19. Jar e- =nd ~Aildrd Waggoner soved .re e:tb:bn~ md lo?;OS on the U:l'for ns fo- a_,_). en Mo•.:;-s h a B1.:eficlc, Va., l 3t<.i::-s ap2"1.::nent. Clc.ytcn Mo...::>n J,r"'s ~he fir:;t C•Jntract for a t•Jsine~s h:t -,..-.Juld )J•JW to serve 8,COO customt:I!' in three 5lc.tes. "Ou phiL!cpn;. iss .. ple: buy the b::st ]Xdua y~.J _., .. get -no\'i.dc the b::st ser-ice take: _:n"2 of o u customers," Sl>S [•J::my _a ere, gr:n dson of the waggor..ers. Lawrence , n-~ w CEO _, · bo h Sunshine Urifom1 ComJ:·a- ~ ir Ga~tcria and Rental Urifonl Comp<r ? i:: State".ilk has the m"""ltrc.ct for ·=~ v Motcr;c framed and ci~ pla>d at tl-2 ~ta .esvillc 'Jiant. igned en Octooer 6, l::)L•,, it ca -E for two unitJrm chmges i:.:: r c:Js]Jt em-rtoyees each vcek at $1 . =.o r"'r u:: iform

greater chrlotte biz

ere snuc.ll ::lam and one truck in ~ 94<; w rrdtip.c plants ar.d a fleet o( n:hides teuy. this fc.mily-ovmed ~ine hc.s net v.ith succeos because it b:lie·.es -.1 taki::.g g:)od care of its a.lOl.JID::!rS. ·'\ \--: ta::( pride h building busineso r~l<.riCIE::-bs :··Jr -·lZ long ter:11," says la\,rre:r__::e-. Cc:nsecru~ntly, we have one cf the hgi:I:>t :::c.s~oner renewal rates h ·be 1::u1~." Tnica of unshine's long time eu>torr_:sis Eirch Brothers, 1nc. of Cb.3:rl te. ,;s,.~mbly supervisor Alan M_Ma--us :03.Y:, "Yc·u get what you pay b- Wi h :':Tl..::hine, l kno·N all my un kJrns \..i.l :::em~ back and come _::;K 11

he C:(

:~311.

Bt _]- 3r::c.hers had a ten-year lel:uio:.oh~-, be•: l~ <.r

'- ith ~unshine when price ic>s.1e ir the late '80s. When

a large national company offered a lower price, Birch took the offer. After trying four different companies, it came back to Sunshine about six months ago. "! can pay a linle more for quality service," says McManus.

Starting Out ln the beginning, james Waggoner had nothing but confidence. A math wizard with no college education, he wasn't afraid of hard manual labor. "He was dedicated to work," says Lawrence. "He was frugal, responsible and honest. If he told you he would do something, he did it." When the uniform rental business started growing, it grew in a southerly direction from Virginia into onh and South Carolina. In 1955, Waggoner built the Rental Uniform facility in > august 2003 17

Statesville and continued to grow wit::: the purchase of Sunshine Uniform Company of Gastonia in 1958. "He called this area a 'Greenhouse of Growth,"' says Lawrence, the firstborn grandchild. "Papaw had a 'Midas' touc:l for business. Everything he touched appeared to bloom. " Waggoner was also more willing to invest in equipment and technology t::-an his early competitors. The Statesville plant was expanded five times and the Gastonia facility four times in the next forty years. Today the business is divided intco two pans: Sunshine Uniform Service, headquartered in Gastonia, and Rental

keting department can also rclp de::igr or develop a corporate imag_ "or a ::lien .. While the business has c ·.rided _nto two branches, it is still manc.~~d b:; :me family. Six family members ~ ~ activ:::? employed in operations todc r su~hin~ was ranked by the Charlotte Fminess

journal as one of the top 25 : :·mpnie3 owned by women in the are:~ in 2C·•::2.

A-n:mg the najc·r sh:re:1.0ld<: -s are Lawrence's r othcr ;m:l J_m~ "It's a v~·y un:::p = 3:tu::. u on," says Lawren-:e. "J:·3 Lk~ a p3rent with LVIO childrer. Bolh or t:l.e c:::npan ies ha v= developed u :rique :c rp::Jrate personalities" Remallfnifcr.:r

the older of the

Sunshine Uniform Servioce, ln eP.O. Box 12632 Gastonia, NC 28052 704-865-621 1 www.sunshineuniform.c - T1

Uniform Service, located in Statesville. Both companies offer uniforms and ca81al wear for weekly rental and direct wholesale purchasing. In addition, the~ provide a variety of restroom supplies . air fresheners, entrance mats , dust mops, wiping towels, restaurant bar towels a:Jd aprons. Customers can rem, lease or rurchase a wide variety of items from the

ALTMAN Initi ative group, Inc

Denise Altman, MBA 704-708-6700 www .altmaninitiative.com 18

august

2003

Tom Hartwell, general manager, Rental Uniform ServicE, nc.; Danny Lawrence, CEO, Rental u.iform Ser .rice, Inc. and Sunshine Ur iform Service, Inc.; and Jay Beam, gE-nera( marager, Sunshine Un iform Service, Inc.

grea:er chc: - lotte biz

ry from Roanoke LO Asheville to

"£·1.: "'" pwvicc nee cu.:t::n::er ser.r :e. Unlik: ;::-me c.f d-_e c:-a-~5t_:l: am.pmie:

Winston- alem along the 1-77 and l-40

in CL - :I-.dustr:: "?..e

corridors. Sunshine services customers

acua

from Greensboro to Gastonia to

ad.:::-:S:: m issJ _ wi'l:.tn 24 hem-s or .:::ss_ '

two companies. It services a large territo-

b;v~

~~ C.lli\VC!" Iher hcrx:.

C:-.1:- poj•.:y is: :o

:..._a-...Tnce =g-ee:. th:n 1h..:re is b:·th

Spartanburg along the I-85 corridor. The Charlotte metro area is home territory for

gre~ ter s:a:> : IL~ i:J 3.

bmh locations with complete coverage.

Lawrence is proud that their businesses

peofle her~ 'Nho

ia-nily -awnec: :usi-

rd gre<4.cr nc~' b ..:ty ,- e ha-Jt ~~ 3.:iL)- - J react c Jic-<S Z?~

regdations "'-it1ir 12 1ours. Sunshi:1e !-as buL- loyal customei:: thrcugh its ab· ity to anticipate their needs and .o rr:sp:md quickly. Tim La __ general mar.c.gcr of r~Jail operations a Clark Tire

Auo s~rvice in HickOI'I_

l!U

say5 his CO"J1"JIDY recently returned tc Sun5hine a · er its contract with one o the large n-..i:mw.de •:hains lapsed. Sunshine i~ ~~rvicing ;tbout 2CO empl.::·~

cover these main areas and everything in

1)- tc any si"\.:.ron : hf.

between. "With our family's associate

stoJ:: ~ rry d~l:. l can nu --e a decisiJn

ees c.t 16 d:.:l~~nl lo:ations between

plants in other cities, we can cover nearly

q_iclJ:_'

Boone and

all of

orth and South Carolina. "

"Rental is very foundational and traditional ," says Lawrence. "Sunshine tends

L::~·

"T1.oe Juck

sum::x:r w--.en St3t ::sville vas

smc-.n.~ fror::_ ::.rou~ c::-- c:iti·Jns,

senice is

L?..'::: ~.c

Lail. "If yoJ i-Ne a p::-Jblem, t~1ere is

rec_i.td c: cal f"Jn Tc-m

to be a bit more aggressive and thinks

Ea ....:: I, u.e ~-~

outside the box." These two personalities

S Ie3·,i -~e loc :r: oiL

work well together to create the overall quality and innovation we provide at

c;li~ od o sa? ± at t~ corr.:·ny ne ed to ct -lC percnt .:;.[ it~ wal:l'- unsu~ticn

both facilities. "

by t:-e ner.:t C.r1 Fo a c:-1---rmy t:i:U mes

Lawrence, age 44, was born in Statesville and began his career at Sunshine Uniform during high school, working in the housekeeping department. Later he worked in the washroom before going to Little Rock, Ark. , where he joined the merchandising department.

G~tonia.

''Their le:d of se:-vice and quality Ct[

50·=·==galbrs d

"B -

mJo '-.sa of !1=

-=-re ::ity r:um<~ er 1:-ad

·A-ate ~ 3. d.oy, tl:is cou._d

haoe ·Y-en c. css. ''711~ m.::t ::jLickb. came up \d ::::. a [:l< r. ::md I t:•~d Ibm teo ~ et i do<~ .~ s3.ys Lrren~. Hi:. Lam cf mana~e~ ~rng :. ~or ~o ..::~~: c g;..Uor.o of V"3..Le- o te t L..c:<erl ir by .ukeE ;:_:~.d :he cnc:-::;ny ~a = ""1 o:tp. :m:: ·wi.t.l:- ~1e cty

someone

t.::~e

test I've ever seen," sayo.

t~-e.

them retur

-1

to talk with. I've had

?hJne call within an ho\H,

where I cod:.:b 't get a respor.s:: from · --.e nationwide d-Jin for ·wo weeks. " Sunshb.ei=.:ettallus built i:s

reput~

tior. for ser,i-:e based on the people it employs. I :ter:. is sorreone on site at e=ch plant respc ns: le for cJstomer service. The pecple wh" sc-tci· ne"' accoun:s are al:;c involved \-V .:h ~-ervici:-1g those a:counts. after the sae "Ih~y're like our diplom~3" says King.

~we

dc·n't !=fOmise

Eventually he was promoted to the sales department. Subsequently, he became the assistant plant manager at Rental, the general manager at Sunshine , and , four years ago, assumed the position of CEO of both companies. Today, he has an office at both facilities and splits his weekdays between the two plants. Lawrence says much of his company's success comes from the talented people he has recruited. These include Robert King, who is married to Lawrence's younger sister, Susan, and is now sales and marketing director. King, age 36 and a UNC-Chapel Hill graduate with a major in communications, worked for General Electric for eight years before joining Sunshine in 1998. "My first job at Sunshine was counting dirty bar towels," laughs King. "Like everybody else, I started at the bottom and worked my way up. You have to learn the business and earn respect. " Sunshine/Rental is large enough LO service any size business and small enough to meet each individual need. "There is nothing that the national companies can do that we can't," says King.

greater charlotte biz

august 20C3 19

CORPDATA P

since1984 • • • •

Printing Direct Mail Presenr;ation Folders Enveloj:es

Self Mailer SOUtions .:;H

Pressure Seal • EqLipment • FJrms • Cl"lecks

Bircing Systems • Thernal

• :::omb • • • •

Wire • Cor Equip 11ent 3upplies :::ustan cowers

Sm• l pJLch size up

to E ' roil; sen.'i::e and SU JD i:!S

FO Bo:7l43 Dwlotr:e, I~C 282L1-71~ 292JW1itehaJ Pe rk Dri\'e, 28273-3333

704- 88-8882 Fax l(J.tl.-538-8386

anything we're not expecting to do." There is also tremendous consistency with employees, many of whom have been with the company for over 20 years. There is no forced retirement at Sunshine/Rental. In addition to good benefits, including health care and a fully funded profit sharing plan, employees and their families are eligible for scholarship help from the Waggoner Foundation to attend either Gaston Community College or Mitchell Community College. Looking Ahead Today$ uniform service and sales business is a competitive one. It is no longer growing as its customers grow. With the slow economy, businesses that have survived have cut employees. This reduces the number of uniforms customers need, making acquiring new accounts a bigger priority than in the past. Sunshine/Rentals five-year plan calls for greater diversification. It has already started a sister company called Premier First Aid and Safety Service which delivers first aid products to businesses. The company provides managed first aid van service and offers training programs in First Aid , CPR and Automated Electronic Defibrillator (AED) use through its own certified trainer and account manager. The company is also poised to launch an "easy pay" program that will relieve businesses from the need to handle uniform costs through payroll deductions. Sunshine/Rental will bill each employee automatically through a monthly charge on a personal credit card or an automatic debit from each individuals checking account. This will save customers the typical time consuming tasks associated with payroll deduction, uniform questions and employee uniform tracking. "This is a value added service we can offer," says Lawrence. "It will eliminate the hassle for the company in acting as a liaison between Sunshine/Rental and the employee. Each employee will be a direct customer." A four-day work-week has been in place at Sunshine/Rental since the 1970s providing Uexibility in managing the workweek and providing an extra day for

greater charlotte biz

plant and vehicle maintenance. "We can manipulate the workweek to accommodate holidays without closing our doors, " says Lawrence. "We don't miss deliveries. " While Sunshine/Rental has recently spent $1 million on new equipment as the result of advances in technology, it is selective in the types of equipment it purchases. The company passed on new barcode technology designed to track uniforms through the cleaning and delivery systems after determining that it didn't work as well as what the company already had in place. "Sometimes the technology that is 30 years old is what works," says Lawrence. "Fortunately, because we're a frugal and stable company, when a magical new piece of machinery appears on the market that does work, we can afford to buy it. " Because it is a family-managed business, Lawrence believes Sunshine/Rental offers a level of honesty, quality and service that cannot be matched by the big national chains. Natalie Tindol, owner and manager of Earl Tindol Ford , Inc. , a family-owned dealership in business for 29 years in Gastonia, agrees. The relationship between Sunshine Uniform and Tindol Ford goes back as far as Tindol can remember. While the dealership has contemplated a change several times when competitors have tempted them with promises of better service and deep discounts , Tindol says they have remained with Sunshine because of their consistently good and personalized service. "They don't treat us like a number," Tindol says. "They take a sincere interest in our company and how their service impacts our ability to serve our customers. " Lawrence says that despite the consolidation taking place in the uniform rental industry, there will always be a niche for the family-owned business. "The stability of the family ownership will allow us to provide the best quality service and products in the industry," he says. biz

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a..Jgust 2003 21

Arthur 1 Gallagher,

presi ~ent.

Charlotte Caâ&#x20AC;˘pus rf Jolwlson & \Vales Uni\iersit).

::tugust

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greatEr char lott e tiz

by susanne deitzel

CHARLOTTE'S NEWEST ENTREE IN EDUCATION SERVES UP GOURMET FARE TO HUNGRY EMPLOYERS

n :mr Gallagher has a front row seat to the combination of a dynamic, growing university with an ~qually dynamic and growing city ir: :1 reci:Je for mutual advantage and success. From his c'esk ~s president of johnson & Wales Uni' ersitys new Charlotte campus, he is witness to the very creati·)n of the school itself- the construction of a 145,000-square-foot academic center/culinary arts facility and reside:1.ce l:alls- and already, the increasirgly frequent foot traffic in Gateway Village on West Trade Street. As he -vatches, Gallagher smiles confidently, apparently undaunted by the task that lies ahead. By its opening in Septem-Jer 2004, :he University will host roughly 900 stuJems in the heart of downtown. By 2005, that number wil doub .e. Charlotte business and governmnt leaders expect that johnson & Wales \viii attract $60 million in ann·..1al re•enue to Charlotte once it reaches maximum capacity of 3,000 students in 2007 . ln fact, this simmering Dot is already being sweetened with a privatized invest-nent of $40 million, which will be used pritmrily for :lousing returning j&:W students in the fall of 2005 ~

greater charlotte l:iz

august 2 0 0 3 23

A COM IT :NTTO 5PECIAJZED

Doing, affi.:ms Gcllag:Er. "\'r.: ac:

;:n

urba:- :x:ucator wi~h an inter~ c-: rr:llt-

johso:1 S!: Wal.:s Universty was

men: c :m9ness a: our CYe . -.'."e ; u: ci:.;-

fomdeJ as a :msinex; school ::1 1914 in -:)rov~n::e, F.hode ~5land, by Gertrude [ ] Jhng:n mi IAary-::. Wales. From its

tingt:. 4-.ed t•y po~rfu and cd:b: r£0: elationob.:i:p~ w.:th corrmunw.1 errt: .O,-eG 'A-M provicl~ the means to edu:.ltE: :•·..trsrub~

:rri,sins 15 a sd- co. devoted tc business ~:iLcati•JL, }JFmsan ,5I- \Vales ~ew first in o .1 jLnio: w[et;e, then :.:no a snior college,

with p-actio! experience .Jefeo-:. ~ua tio::J.. 3..r lhe same near.s, ,;o.' e p ·.,j::":= IDeal

Over the past ninety years, J&W has established itself as a first-rate culinary arts and hospitality school with such illustrious alums as Emeril Lagasse and Tyler Florence of TV Food etwork. Gallagher laughs, "The first question 1 usually get is "Will you be offering cooking classes that an everyday person could understand?," with "Will you be having

a:K. ultirratd; gaine::. ·Jniver9...--y sta:us. Ir t993, Jol-n=on t;r Wai::E received regional

emp:~·~ers vrith ou- driven ta"EDl : j ar:c expe:- mced alums for rec.:uin-:.;;; in:: ceir orgar. u:.noiE. "

The relocation of the culinary school will

acc.:edi3tion :i::m the lew Ergla:1d },.ss::>eiaticm :JE Schocl3 and Co leges.

-::-: rS'! l:usiness reki nsbps r~ tJ-e cer.teipiece :)f the JniveG.ry. F : r c::;:u:--

be an especial blow to Charleston , which lost the campus once Charlotte city

pie, b,r each student's sor:ho:-c:::u ;car, they ;OE: _sua:ranteed pra:t:ica·, 1:-a-.e-:Jn

managers came courting. But, says Gallagher, "just like Charleston, we are

work ~erence ir. their :h: ::c:1 c~ ar They .<.il hcve the oppo~uni ·:-- :• :-~ ::.:-ve two C. ~ sr~es (an associate c.r.d bn:;accre::i.:ed l:Bchelo-'s) in but ,.c:a->

hoping that someday it will be impossible to find a bad meal in Charloue. "

Ovcrtl-e r-ar:;, th:: Univetsity has brnched out ::nnsiderab~y. es:Jblishing t:ampus.~5 ir Char~estD, S.C. ; :.Jorfolk, Va; 1'\o::lh Ui~rri. Fh .. Denver, Co.o.; and no..., Chaloue l\.C.; 3!': wd a.; an hternationa p:-e:;encc

'::1 :Jo~te::J.bu; ,

Sweren.

The: Cn-vers.t:o h<.s becorr.c so well :cot<i:llisrei be-:aus~ o:· rts strons commit-

anci ae r ~ qLired tc partid?a , ~: n -.::-<:.p, intem:;-u"Js c.nd externshbs !.s 03 . ~er

nent tO.Sj)eci<il:..z=:d l:u.:i::1.ess ecucation and or: car~e- 1=-anicrpmon. ·~earr.ing b~

phra~ o = it, 'j&"W g.:aduc.trs .r: re:.d; to wnl:: f.:om day c·ne."

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food samplings?" running a close second.

QU CO ESA ":OU johnson & Wales' decision earlier this year to consolidate its southeastern U.S . presence in Charlotte , moving its smaller Charleston, S.C. , and Norfolk, Va. , campuses to Charlotte by 2006, was certainly high profile. The Queen City's political maneuvering to get face time with J&W reached near mythical proportions: Reportedly, J&W was on the way to sign a deal in Charleston to acquire a hospital when Charlotte leaders convinced University representatives to make a side trip from the Charlotte Douglas Airport to make their pitch. "I tell you , when Charlotte wants to get something accomplished, very little can get in its way," Gallagher nods. "Center City Partners - including members involved with BeliSouth and The Charlotte Observer- was instrumental in laying the framework for discussions. The Charlotte Chamber, Compass Group, Bank of America, plus the city and state governments gave us such generous incentives, the deal was instantly attractive. " Bank of America reportedly offered two tracts of land, including one being used for the academic center, and offered leases in Gateway Village for very attractive rates. The food setvice giant, Compass Group, contributed $2 million dollars, and the city of Charlotte offered a tract of land for the residence halls valued at close to $7 million dollars for $1 million. The state of North Carolina agreed to grant johnson & Wales $10 million dollars over a five-year

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period, :t5 m hcenc,·.:: to [.::·,_ate t}-_e:- :s:;. mini::n. ::ampus i:1 =-·);"Tlto-~.n c:-.E-rlo~~:::;3_ agh:::r co-nc.:::n~s. ~Thee l.OU1itorn.ts plus .he chnce to ·~•pen•-. clr::-;e L<e de:::Ei.o:1 ·o rr.o~ ~'SrW "·r on Cha-\tt-ol ·,\-e neded to ;;rov. ;me tbePjJst Vr:Bli: e:1ough -:x:m in :::J:..J.:.::stc·n for us to d:: tha:.'· I t rlw. "F: rttrl:ltzt', :\'e still b ~ :1 '..ery fri~:JC. .;o reJtic:-lStif v.-..th, c.n:l so.::n.d ·xese:1ce ir_, Ch::.rle.:t•n.' J~·-mson C;r V-vz ':'~ £Xj::l:t~ '_J;Jt fr..ey \WI in.-e:t qproxi:n:nely 382 -n.Loo. o~r tl::. ~ ~ :,~ars fo- ·11~ Corlt:Xt~ .anpes ~:: s r:..r~stme::1 . incb-:les ~c.~ exp ~:: iinr:: ; ea·ITLI~:ed -cr r...:-Jv C•Xstructi:::1 ard le:~se-Dl:i ir:!prcve..-rer .s, indcdL1g the acackrr.ic c:::J.te:: nd r:sidena halls c.s wdl ~3 a li: ra-y :JOC•tstore. ::nd Career Dcvelop1.etl. S:u:ent Serzc~ :1:1•:: Alm:n . Rel<:: jor_"'"{Y-ntffS. ~ , "-dditi•)n to ..h _ irrroec.:i=..e eonc•oi:: inYJact of ~r.t' inve5trr.31~ , tho: in:re:G:d tn:fic tJ J:e or:..::e r-::g!.ex::td Irad.<:: S:tee. :Ji~tri :t .:. al:::ad· in : v:den.e ?~-:nits :io . storef:ont =the bgth of -ra ~e and Cecla- 5tree-..s, a-:1gurin:; t:1e operu-,g c·f .tend:; ~:o~.f~s . ·,•in.;o '-Ius nc restc.·_cmts ' Ycu cacnot •.ma .sur3.t~ tJ:-e ' m_:_l<.Ct Jf 3,0(10 ; :ud::::J.tS ;u-d ~~0 emr;1c -.'e5 let the e>:c•nor::: c c:.ll o:J::C for Qnrl::te ." GaLagJer po..:-rts •)n·. 'C-::·unt 0:1 r.cxe :;:>i:::::::a ?<-Lo:s, ir: re:::..; ~ :l n gt·life, nd mcrr: ircemivc:; f·Jt tc .k.> tc• c·::n:.~ intc tre cic->- fror: th: :ub..rb.;." c~J3.she:r Sl)-S: :::tc-t sn::ie::..- club=. acurti::s ::nd ime:r:~·[kgi~ s· ·: rs wll 3.lso

ortriJue :o a :1.u::1ming Center Ci : ~: "_!.,.\hough.' hc smi1es "don't lcok bus to te ·1r.king u~ 1he:-e with Itu~e or Slate in tasl-:~ :ball a::l)' ime s::•on." J;.r'h~s: cocril:·.Jtion to the ~ccnomic 1-~dt!-. d a cor:mcni:y is or.v:ncing For ~5 y~~rs OO-"', ~8 :;ercem c f allj&V..' stuckiL3 have b=::< 0ced \\i..hin 90 C.Jys c·f g~OOJ.lt.c:•n. !1. full 30 percent d grarluates c:w : ~~ :J stc) n t"ie ::-eg:o< of their camp1l3. F.e::~c.:§ Gc.bg:-.er, "-his warks to s:~a:il.ze :be 1-'-Qr::dorce by keeping ~ Jlented l:rur::rn rescuces md th::i: subseqL~nt e:o- crr.:c 3..::rility :omril:uing to tbe co:e cf J3rbtte b_sir~ss"

Tl-tE Mil Of EDUCATION (

1,;.,/ilh a ccm:n.tr..en: o an edu:ational xxcss: tied cire.ctly to thE needs of the jot 11~-=-~~t . j~nv· ~outS itself c.s •Ame:ri.:::a's :::aeer Uni-.r::LSiti" , ' ::qualy fc·-:u.;ed on Je -c~eds d Ls stud~nts atd mtplcyers As :r urbn edtaltc, J&W -:~rge; its students: to ~:Jve. ':-.<:r-<, a-,d Play L-1 ch: Oty" G:~. i<:5h::r scy~ all activitie; arc foctEed to ergwce:r j:09:ive. reciprccallela.:i·: nships bet\>veen t:lf :chc.Jl, ;tujmts, and business CCl1Lllurt .. ~ -:-:,is is what 1e C•: nsi~rs lO be h.s ::wst i.."'lpomnt ch-lllerge. 11.:; _1::b s tc lead faC.Jlty and otudents .rt.:• ;1 l:.Ly--irteg:::ned cui2ensnir: model. 3: :;:>-:-0\.-_di::lg a 'le::tt.:.e for :Jt.:.r ::tujents tD 5c t the n.;oc Es: ;:~ry experie11.ce, :Ju~.ir:esses ~~::cie:tce _1-e SJY-Cta!, IT)trv<.:ec ;ud tal~tt .d ::-aure of our students. By incorr:o-

nting Lo.:al bLSir.~ss leaders into au:- fc.:Llt!, :JU studeT.ts get the. value o£ firstl-and l::IDwledge in thei:- cliscpline. On studer_:s hc-ve the opportu:1ity tc be employerl (ne.nly 8J pe-:::ent of stujer_.s system vlide oo 5) pe:-:::ent of their tuilior, v-ia we rk relnor..>hips:) plus they receive c.cajenic cre:iit. Businesses get an incr~a::ingl1 v1:uab e talen: pDol. and ce> oo afforcal::ly. ~ G=.llag:1er ads, "Ci.ic minded:-~es:: is: alsc a large compone::t Jf this practce. ~ &vV has a C:Jmmunity Service Learn·:1g :-equirenent br our stu::l.e::tts. T1is engroders an apprecatkm for the com.::nurit::' m :hE: studwts, w:1ile bestowir.g ~h~ obvious ~xtetal beneftts of .,olun:eerisn. Plus. it is a very practical ·way to 11.1ke :ont3cts. get i:1vc:Ved, and FO\-.:.e :hokes for both the grc.dLate's future me: :::e :·u ure of ~he ceomm..J.n.ity." Anoth~r •.Jay tl-.e scoool C.evelor:ed _ts ;jLtstndms r::putation fur hands--on eX?elicn·:E a:1d se:ving 1}:- e fXII:Xic is LlrcrJgr the acquisi:ion c.nd manag~m::nt of '):racLCJrr_" Lcilities., whdJ. are owned c.r c: cpcrated by th~ Un...re:rsity. These f~il it£s, ·...rhich ct.ffer by :::amfXIS and by ma_1 JT inclu~ st.:ch estcblishments and ope:ations as hotels, restauants, banque: fa:ilities, s:ucbl: d·r.:ng cmters, a retail bak~n. a tra~: agexy, -,e University's Cuurary E.rciives and Ul.l3eum, a •wm:ns ret<r 1stoP- a h::lrse farm L:iliz:e:i b-; ecJine m:;:jms, and a.1 mformation b:>eth ct an "-..rport. AllstLdents rec;:ivo

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CO"' fAUN TY LEADERS GATHER TO <ILEB~ATE

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AIID \'.tALES WAY WU;JTOW'l CHt..RLOITE.

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models were complementary and highly efficient. And, we know in Charlotte that we can generate economic activity and community development by embarking on strategic relationship building." He continues, "It is essential that employers and faculty candidates see the benefits of a J&:W relationship, and that is pan of my job. To quote the theory of my favorite book right now, 'If you get the right people on the bus, and then get the people in the right seats on that bus, the vehicle will operate efficiently' My challenge is to fill J&:Ws seats with the right passengers." He says faculty will be comprised of local educators, as well as recruits relocated fromj&:Ws current Norfolk and Charleston campuses. The University is also at no loss for

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suitable business partners. The banking industry makes a strong case for a future school of technology NASCAR and the likelihood of a new basketball arena provide perfect outlets for event management. And Charlottes plethora of dining establishments would be ideal candidates for a j&:W connection. Gallagher adds, "The leadership of Charlotte YMCAs and the United Way also provide a strong civic base, and the emergence of cultural activity by the ASC in Charlotte is profound." Charlotte is visibly enthusiastic about the partnership. J&:W's groundbreaking was well attended by Mayor Pat McCrory, Jim Palermo of Bank of America, and Gary Green of Compass Group. Governor Mike Easley presented the keynote address. J&:W has also received a street with its own moniker: "johnson and Wales Way;" the connecting street between Fourth and Trade. Gallagher is nothing but optimistic about the future of j&:W and Center City Charlotte. Despite high unemployment rates, and the shaky hospitality/tourism industry of post Sept. ll, he believes strongly in johnson &: Wales' mission and that Charlottes great expectations will be met. "We are part of a larger vision for Charlotte's future, and we are fully dedicated to the Charlotte community and to its inevitable success." biz

IÂˇ:J::â&#x20AC;˘: MO{EHEAD SQUARE DRIVE SL!':"E 400 CH!.RLOTTE,

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Susanne Dettzel is a Charlotte-based freelance writer.

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:0.003 27

Among the myriad skills required to survive and thrive in today's dynamic transportation industry, the most important skill is listening, according to Jim Lloyd , president of Logisource, lnc., a company that aims to become the most personable and passionate transportation logistics superstore. What Logisource personnel hear from cuswmers provides the company with the best opponunities lO develop marketable services and products. Lloyd explains: "First the cuswmer tells us: 'lt would be great if we could do this ... ' And we say: 'Maybe we can .' Then we go back and brainstorm. We strategize to come up with a way to solve that customer's dilemma. And we try to solve it in a way that will save the customer money and also be marketable for any other cuswmer who has a similar need. "

greater charlotte biz

What sets Logisource apart in wday's competitive landscape, according to Lloyd , is that there are a lot of people in the business who have added "logistics" to their company name, but for whom logistics is not the core business. ln most cases, the logistics function serves to provide a better return on the core business - to fill the trucks or warehouses that provide the main source of income, for example. "We're different," says Lloyd. "We're not a carrier or warehousing company. We bring truly unbiased solutions w the table. Because we don't have to do business in only one segment of the industry, we can find the cuswmer the very best price in the field." Logisource is able to offer better-than-market prices in every segment because the company hasn't put all of its overhead into any one segment, he says.

Another thing Logisource is not, IS a reseller. Lloyd explams: "There are a lot of people who call themselves 'logistics' who are really resellers. They have established a rate with a carrier or carriers, and they are simply marking it up and reselling it. So naturally, they are biased wward one or more carriers. That's not us. " Logisource began in 1992 when a transportation holding group based in Hilton Head, .C., decided to create a company lO help customers from a logistics standpoint by offering better pricing and more leverage. ln 1993, Lloyd and Steve Brown- Lloyd's partner and executive vice president of Logisource- migrated from the transportation holding group to Logisource. The first thing they did was lO move Logisource lO Charlotte, to be closer to the customer base they were familiar with. Charlotte has grown increasingly important as a transportation center in recent years largel y because of its geography. Typically, transportation centers crop up where there are significant population centers nearby in any direction that are also se rviced by rail, air and major interstates. From a trucking standpoint, Charloue is within two days of both Chicago and Miami. Charlone has >

august 2003 29

the added advantage of being close to the water, but not on the water. The disadvantage of being a U.S. port on the Atlantic is that, obviously, there are no rail or truck routes heading east. Lloyd and Brown had already worked together in the transportation industry for more than 10 years before they started at Logisource, and both had established good reputations in the market. Within seven months the company was operatir.g with a positive cash flow and it has been profitable ever since. In the spring of 1995 they exercised their option to buy the company, and the company remains privately owned today. During its first 11 years of existence , Logisource has purposely assumed a quiet approach, trying to remain under the radar screen to some extent. "We wanted to build the infrastructure correctly to support growth," Lloyd says. "We wanted to build the service segments so that there were enough offerings to potential clients. And we wanted to build tl-.e systems to support all that , too. " Lloy:l and Brown started with a few individual accounts; then they went to those customers' vendors and continued to go upstream and downstream to find more customers. Today Logisource has no debt. In March of this year, the corporate headquarters was moved to a new facility at 700 Matthews-Mint Hill Road- a building that Logisource bought outright. While Lloyd d~ clines to reveal annual sales figures, he will share that

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the company experienced a 39 percent growth rate in 2002 - a year in which 7,000 carriers went out of business and the national economy was in a downturn. Logisource also was included in Charlotte Business journal's "Fast 50" lists in both 2000 and 2001. And Logisource is positioned to continue on its steady growth path. Recently, Lloyd and Brown broug_ht on board a new principal of the firm, Mark Andrews, to serve as vice president of sales and marketing. The partners had worked with Andrews about 15 years ago , and they believe Logisource will benefit from Andrews' many years of experience on the carrier side and with numerous national accounts. And speaking of growth, Logisource continues to add to its family of companies, subsidiaries and divisions in response to new customer needs. Logisource, the primary brand identifier, provides third-party U.S. traffic management. Source Transport and Delta Audit are divisions of Logisource. Source Transport provides full-service transportation brokerage services, and Delta Audit Services provides freight payment and freight bill audit services. Fleet Source, a separate company that was formed in 1998, offers customers dedicated fleet services - in other words, the luxury of a private fleet service without the associated liability. Initially conceived in response to a specific customer's request , Fleet Source had grown dramatically over the past five years. This company now has a subsidiary, Fleet Source Transportation Services in Sumter, S.C., which provides drivers and equipment to other carriers. Lloyd explains , "We can do the same thing successfully for the carrier that we do successfully for the shipper. " Not surprisingly, a lot of Source Transport's work involves travel to and from Mexico, and given the North American Free Trade Agreement and all of its ramifications, Logisource wants to establish itself as an entity in Mexico. To that end, the company had the Logisource name trademarked in

801 Providence Road o www.meeting-house.com o 704-334-6338 30

august 2003

greater charlotte biz

Mexico earlier this year, and Lloyd says they plan to open an office in Mexico by the end of this year. LogiPro was started in 2000 in order to provide third-party Canadian traffic management. Essentially, LogiPro provides the same services as Logisource, but in Canada. LogiPro has two divisions: Azimuth and Zen Cargo. Azimuth is a full-service customs clearinghouse serving both the U.S. and Canada, and Zen Cargo was introduced earlier this year as a Canadian freightforwarding firm. The Logisource family also includes Source Trailers, begun in 2002,offering storage and roadworthy trailers. Today the company employs about 40 people, excluding about 150 drivers who work for Fleet Source. Most of the 40 work at the corporate offices in Matthews. Some work out of the sales offices in Winston-Salem , Philadelphia and Atlanta. LogiPro also has some staff in Montreal, and Fleet Source Transportation Services employs some people at its operations center in Sumter, S.C. Personnel are carefully chosen. "Because we take it personally, it bothers me when a customer is not successful. And I don't want that to change," Lloyd says. "And I want our staff to feel the same way, and they do. It bothers them if we're not solving the problem. So we've added people with expertise in various areas, people who also are passionate about what they do. " Logisource is poised now for additional growth. "Now we're ready to go beyond the Southeast," Lloyd says. "What we do serves people anywhere, and that's going to take off." The company recently initiated some marketing projects designed to help it tell the Logisource story to a broader audience. In three to five years, the partners expect the company to have multiple locations in cities such as Dallas, Los Angeles, Phoenix, Chicago and Columbus. "It will help our customers- and us - to have a local presence," Lloyd explains. "And having offices in multiple time zones will allow us to extend

greater charlotte biz

the hours of service available to all of our customers. " Logisource expects to expand its presence in Canada and Mexico as well , based on the belief that in 15 years the U.S., Canada and Mexico will be more like the European Union-with all three sharing one currency. Some things about Logisource, however, are unlikely to change. "With us , the customer is always in charge , not us. This is different from the other so-called logistics providers," Lloyd says. "If the customer tells us not to use a certain carrier for whatever reason, that's fine with us. Our unbiased approach and our leverage across all segments of the industry are what drive our growth in all areas." To further underscore the advantage that Logisource offers businesses, Lloyd explains: "Typically, we can walk into anybody's organization, sight unseen, and save them 20 to 30 percent of their transportation costs. That's not an indictment of their current situation. They are working within their own four

walls , and they may have reduced their costs four to five percent and feel like they are doing well. But because they don't see other industries, they aren't aware of other tools and other modes that might be available to them. And often, they simply don't have the leverage that we have. " In summary, why is it so important for a transportation company to focus so much energy on listening carefully to its customers? Because, as Lloyd says , a truck is not a truck is not a truck. He likens a truck to a tool, for example: a screwdriver. He explains: "We can come in with the entire toolbox and help the customer decide which screwdriver to use. Or we can do a specific job with the right screwdriver. Or we can hand the customer the screwdriver and let them do the job themselves. We're always developing new tools for our toolbox, and that is very exciting for us. " biz

Chris jensen is a Gastonia-based freelance writer.

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august 2003 31

by .y- da a. ::;ta dle r

Engaging Entrepre e rs

ANDOPPOR

The Metrolina Entrepreneurial Counc·l 1s :)n a quest to become the focal ooint for entrepreneurial econcn11c development 1n Cha'lotte ::-he Metrolina Entrepreneurial Council, Inc. (MEC) is on a quest to mz.ke

app:>inted to the M:O:C Board of :Jirectors and this year won t'le MEC coveled

::::harloue a recognized center of entrepreneurial in-wvation. With new president TetT} Thorson at tl-_e helm, the organiza-

Trailblazer Award v..hich honors successful business endeavors.

tion is rerewing its commitment to assist lhe success of entrepreneurs by providing education , mentoring and training as well as capital connection opportunities. "MEC should be the hub o( the entrepreneurial economic devet.Jpment force in our commJnity," asserts JThorson , a 44-year-old execJLve from San Francisco. "MEC can serve as the :.:atal yst that brings entrepreneurial leaders togetl-.er to support each other and aid emerging entrepreneurs, as well as create connections with service providers and investors to grow our region." For David jones, president and COO of Peak 10, Inc. , a ::lata center services company in Charlene, being a member of MEC has been valuable be:.:ause of the resources and contacts he made when he started h s company in 2000. "I found MEC to have many important resources from legal service providers to accountants to human res·:mrces. These contacts can be irvaluable when you are starting out," he ·ays. Last year Jones was

greater charlotte biz

The 16-year-old tUn-profit organization is in good hands Nith Terry Thorson, according to jones. "She's good at differentiating what is important now and what can be dEalt with later," he says of her ability to priJri ize her workload. "She has a tactful way of letting you know that your issne s importa'lt and

tion5 trm pu-p:Jse . '1vl.et-olina Enn:ptet'lt.l.: ..;,l :::ou11.. i3 a 'da ~ d - l c. rrt.:' , ' Tl-ct~Dn ~a ~~ ....N::;t . •l rr:entior- hat 'Entrcpre:re;,.-ri.=. · s hatd _-

\vii: be addressed- e~n if it's ut to be done right away." Thorson says 1:-er initial focus will be

sc:y and spell· :;he acc.o , ,i t a

to develop an inter.se three-year strategic plan to promote ard ~row a more diverse

n es, :m::l hsFres high s"L•"- _, hiflinpc.ct conp-_r ies to tE: : p "1 of <:•Lo ·ga- izadcn. '//e \>'C.UL c :x J-oughr c -

membership, offer mc·re value-added prcgrams and educaton oppommities, stimulate investor-ent:epreneur relations, establish a mentor program, and build alliances with existinf. North C: rolina entrepreneurial orgaru.zations, t'-te Chamber of Commer:::e, universities and corporations. She wants to cisr·el the nojon that the MEC is strictly a 1etworkins club. And, she wants to chmge MECs name and develop a new b:-and iden:..ty that wi.l be more in line vith the o~aniza-

a~.~t-..

want so1:..eth ng th.1 e'l.C>-.n~c; i-r :-•\ ltiJn , 3U::>Jort.o cmerg rg .;-o-\ ,h C)lup~

as ti-e foc::al p ··int c·f cntr ~:n1: cJtial :::c Jn:Jmi:.: dc'?-lc Jmer.t T r->~ a:- tle. l -_.. , .-_\::! like _::J Ee'C th.:: \tl.EC oe:rv.: z.s : n z..jv -o;:ll" for cntr:::ner.eurs , inJ~St...J£3.. ::m::l 3 ~-.1.... ~ provider; ali ~e.." 'Th::n 's 1 'ott.::> .J,l r d orly _ne -crsJn ~ t the tir,e to :i ·:: c:L - .m.::l.

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Terr>," sc.y:; o-Jke Act:: uir~ . ~ ::: na.ti~ rartner c.t G- nt Thcntc1 ~ -.d ~.\I:>· app•:rintcd ch3 rman L1e r.:.I E·:: Eca:-:. of Director.;. "Luckily, 9-le's n•::t ~ '-z. d .:· [ =~

hard work. She has a realistic and practical approach to building the organization and she's sprinted out of the gate. l am overwhelmingly pleased with what she's accomplished already. Every Lime 1 get an e-mail from her l open it right away, because I know it will be good news and upbeat." Currently, Thorson manages a $250,000 operating budget. lL is her vision to launch an aggressive capital campaign to fund a budget of approximately $500,000 to $750,000 by 2006. Another area of focus for Thorson is to define the goals of this organization to better meet the needs of its members, service providers and investors, which can be quite challenging. Especially since the membership ranges from startup to later stage companies. ''l'd like to see the board of directors eventually become more balanced with one third entrepreneurs, one third service providers and one third investors, because at the end of the day, they are all important to our membership," she says. Thorson is also working LO build alliances with professional organizations such as the National Association of Women Business Owners (NAWBO) to try to auracL more female and minority members. Currently, jeannie Falknor, publisher of the Charlotte Business journal, is the only woman among 29 members of MEC's Board of Directors. "As pan of our organizational changes, we have created an MEC Advisory Board which will be chaired by jon Benson. We are in the process of further defining its membership and role. Successful entrepreneurs and past chairs of the MEC will be included on this board. They will provide advisory services to our organization as well as increase our exposure in the community," says Thorson. She hopes to convince more "influential people" in the community to serve as advisors to help increase awareness of the organization and its mission. This awareness, she says, is something they need in order LO achieve their goal of doubling membership. jones agrees that broadening the membership is important, and getting what she needs from each segment is

august 2003

critical to Thorson's success. "She knows she needs to get input and participation from the entrepreneurs and the service providers in the organization, but she also respects the entrepreneurs' need to focus most of their time on their businesses, and is aware that service providers have motivations for being involved and have certain results-oriented expectations," he points out. "This type of management requires a delicate balance." Feedback frorr_ initial discussions with members and community leaders is coming in fast and furious since Thorson took over on May l. She has been proactive in identifying people who can provide information that will help her guide the organization Wlth the best interest of the members and community in mind. "Most members would like to get more value from the MEC primarily in terms of education. mentoring, business plan review, and access to funding," explains Thorson. 'The investors would like to see the MEC stimulate deal flow, and there is an ove::all sentiment to get more experienced entrepreneurs involved in ~~~ MEC. There is also a need to recruit and encourage grassroots angel investing." In addition to regular monthly meetings and conferences, some ideas Thorson has suggested include: executive level (CEO/CFO/CIO) or industry specific roundtables; entrepreneur workshops; angel investing forums; and a highly-structured entrepreneur menLOring program that will facilitate business mentoring, problem solving and critical relationship building. "We would also like to implement comprehensive educational programs, possibly one curric:.1lum for founders and senior managers of startup and early stage compan:es and another program for more experienced entrepreneurs or later stage companies," she adds.

When McGuire and Ashe Lockhart of Womble Carlyle :the interim MEC director) outlined a job description for a new MEC preside:lt, they had high

expectations. "Ideally, we wanted someone who had experience with corporations, non-profits and professional services and who had also been an entrepreneur," explains McGuire. "We raised the bar but really didn't expect to find someone who had il all." Out of nearly 250 candidates, Thorson stood out dramatically because she did have the ideal experience, says McGuire. "Terry's background was so strong and her dynamic personality and enthusiasm for the job really gave her the edge." When Thorson met with committee members, she presented her take on what the organization presently looked like and shared in detail her vision for what it could become in three years. "She presented a very well thought out vision which perfectly aligned with what we envisioned, and most importantly, I thought she had very achievable goals and a three-year plan that made sense and indicated her commitment," he adds. Prior to her appointment at the MEC, Thorson served as director of client relations and marketing for Dresdner RCM Global Investors, a global, multi-product investment management firm with $60 billion in assets under management. She worked with the group's managing director and CEO LO define strategies and oversee operations for sales, marketing and client services for institutional, individual and financial intermediary clients. She also managed the five-year strategic planning and budgeting process for the institutional, private client and financial intermediary businesses. At Dresdner RCM she also served as director of global projects and as global controller. Her experience also includes being a principal and financial officer of investment services at Barclays Global Investors; a financial and business consultant at Frame Technology Corporation (acquired by Adobe Systems in 1996); and a CPA at KPMG. As president of the board of directors of SF CASA, a non-profit organization that provides court-appointed advocates for abused and neglected children, Thorson led the development

greater charlotte biz

of a five-year strategic plan and initiated new fund raising strategies creating $1 million in funding for expansion and new programs. During Thorson's interview, everyone on the MEC search committee was "blown away with how well she was able to resonate and connect with people," recalls Lockhart , who served as MEC interim executive director during the four-month search. "The committee was certainly diverse enough and she still found a natural way to connect with everyone . She has a delightful personality and that's very important." r~)l

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Thorson's enthusiasm for entrepreneurs - and her new job - stems from her own experiences as a successful franchise ovmer of Gorin's Homemade, a $1 million ice cream and sandwich retail and wholesale business she operated in Georgia from 1984 to 2000. She befriended the original store owner, Steve Gorin, when she stopped in the swre frequently on her way to work on Saturdays and talked him into the benefits of franchising his business. "I felt that Steve had an excellent product \Vith a loyal customer base in Atlanta ... a concept that could be successfully franchised,'' explains Thorson , who at the time was an auditor with KPMG in Atlanta , her first job after graduating magna cum laude from the University of Georgia. She was successful in her job - was even told she had the potential to become the first female audit partner in KPMG's Atlanta office. Nonetheless , she grew restless with her position and felt misplaced among other accountants. Against the advice of business colleagues and friends, she gave it all up for ice cream .. and a chance to make a difference. "l was bored being an auditor and wanted to do something creative, innovative, and that involved working with lots of people . I wanted to do something that really made a difference. " She opened her first Gorin's franchise in the Buckhead suburb of Atlanta. She moved to Savannah, Ga., where she opened a second retail store, as well as a manufactur-

greater charlotte biz

ing facility where she made and sold ice cream wholesale to restaurants, hotels and convenience stores in Florida and Georgia. She later opened a third location in Athens, Ga. Based on her experience, Thorson cites several important things w running a successful business- perseverance , a solid executable business plan, a strong management team , and sufficient capital. ''I personally think that being able to get along with people is key to being successful because of the many challenges you face and hurdles you have to overcome when you're building a business," she shares. After six grueling years, however, she says that she ran herself ragged , her personal life was nonexistent, and the Department of Agriculture regulations became more strict requiring additional capital investment than she was willing to commit. She admits her "workaholic" mentality took its toll. "l was getting burned out," admits Thorson. "''d been known to sometimes load 200 barrels of ice cream onto a truck myself and personally deliver it to customers. I decided to get out, sold the Atlanta and Athens stores and closed the Savannah store when the lease ran out. lt was time to move on to something new." She still loves her ice cream though, often missing the Bittersweet Chocolate and Snicker Ripple Oavors that were exclusive to Gorin's. "It is refreshing to work with entrepreneurs again," she says upon refection of her entrepreneurial past. "Their passion and enthusiasm keeps me upbeat. I really love this work. " So far, Thorson says she has received a welcoming response to her outreach efforts. "Charlotte is a growing city, but it's also a very 'small' community in many ways which can be very good when you're trying to affect change," she says. "''ve already been overwhelmed with the ideas and feedback from MEC members and other people in the community. People are extremely friendly .. there's a huge 'can-do' spirit here. " biz

Lynda A. Stadler is a Charlotte-based freelance writer.

a ugust 2003 35

by susan benedict

Computer Network Power

Dedicated to Helping Companies Work Smarter and More

Finally, emerging technologies have advanced to the point that real people actually answer phones - even the people you are calling, no less. Imagine that! And if you're really lucky, you work for a company that has installed an Internet Protocol (IP) voice communication system. You no longer start your work day by picking up the office phone to check for messages , then dialing an access number, punching in a mail box number and password, and listening to voice messages drone on and on. You simply check your computer for a list of voice mail that you can either play over speakers or a handset. Sip your coffee and then, with a simple mouse click, pull

greater charlotte biz

up your caller's account information and, with another click, return their call. Those are only two of a myriad of situations that enticed john Garrett and Wesley Clark to add IP phone systems to their expanding menu of consultative services they offer though their company, Computer Network Power, LLC (CNP), a full -service network integration company. "My partner Wesley Clark and l have been involved in technology all of our careers," says Garrett. "My family had been in banking and finance and I earned my MBA in finance and information systems. In the meantime, Wes was working in tech sales for such companies as AT&T, Unisys and Gateway We met )>-

Efficiently

Computer Network Power, LLC Owners: john Garrett and

Wesley Clark 421 Minuet Lane, Suite 205 Charlotte, North Carolina 28217 Phone: 704-509-66oo

or 888-973-3737 www.cnp.net

august 2003 37

in 1997 when we both went to work for lBM. Through Wes' contacts , we learned about a company that was for sale Computer Network Power- an Internet/network service provider. At that time , the Internet was becoming widely used by businesses that also needed help building the infrastructure to integrate their computer networks. We saw a great opportunity to serve small to mid-size companies with out-sourced technical services. It was a perfect fit for the skills we had developed over the previous seven years "We bought the company in 2000 ," Clark continued. "We had about 25 core customers and two employees- john and me." Over the last three years, CNP has grown beyond expectations. The company now has approximately 120 core customers including healthcare providers, NASCAR teams (who need their company network service available when at the race track), residential and commercial real estate firms , law firms , community banks, executive search firms, manufacturing companies , nonprofit agencies, CPA firms and many more. Sales, service and support is provided by 15 full-time employees, including four salespersons and eight network engineers who provide 24-hour support, seven days a week. When Garrett and Clark bought CNP the company had already earned a reputation for providing excellent project and ongoing support for its network customers. Now, under the guidance of Garret and Clark , the company provides a full range of technical services, including technology consulting; LAN/WAN design, installation and support; voice communications consulting; Voice over IP (VoiP) installation and support; managed network services; information security services; and network documentation services. To provide a complete line of technology products, C P is a Microsoft Certified Solution Provider, Citrix Solution Provider, HewlettPackarcl!Compaq Authorized Reseller, Dell Business Partner, Cisco Authorized Reseller, Shoreline Partner, Checkpoint Authorized Reseller, Liebert Partner, 38

august 2003

SonicWall Seller, and Elron Authorized Reseller. "Our market is the small to mediumsized business with anywhere from two to 500 computer users, most often within 150 miles of Charlotte, although we have a few customers outside that range. There is a great need for technical support in this market because many medium-sized compan:es don't have an inhouse technical engineer. lf they do, we often work with that erson ," says Garrett. "When companies grow, adding multiple locations we are often asked to integrate all technologies to work together from a central r_etwork location. This includes access to data, Internet and phone/voice services." "Basically," Clc.rk explains, "we have become three businesses under one roof. We can plan, design and implement a new IT system; we can work on projects for clients and do upgrades to their existing systems; and we are able to integrate voice into traditional data communications networks." For new or existing locations, CNP can help businesses plan for growth and change by installing and implementing "thin-client/server technology," an innovative computing option for centralized management, remote access and cost reduction. After installation, CNP provides ongoing support for network operations and compreiensive network security. In addition, C\1P trains client personnel throughout all phases of the project at all locations. "We can work for clients on a project basis, as well," Clark continues. "This often entails analyzing their existing technology, enhancing the infrastructure where necessary, and then integrating all of the technologies to work together at one or more locations. Then, we can provide service on an as needed basis." "We are always looking for new services and products, driven by our customers' needs," continues Garrett. "That's what led us to combining 'phone and voice technology with our Internet network products. That's the hottest technology on the market." Indeed it is . CNP recently became a partner with Shoreline Communications,

a leading developer of Voice over Internet Protocol (VolP). Shoreline was designated a "Hot" Startup of 1998 by Data Communications magazine based on their innovative IP voice communication system technology and won "Best of Show" in the IP Video and Telephony Applications category at Networld+lnterop 2000 trade show in Las Vegas. Muzak, a global deliverer of music and messaging and designer of sound systems, chose CNP to install one seamless Shoreline IP Network at its corporate headquarters and at more than 20 of its 50 locations thus far. Over the next year, Shoreline will be installed throughout the entire Muzak organization and will allow extension dialing between all offices and the sharing of a common voicemail system throughout the organization. This leading-edge technology allows a business to get rid of the clunky PBX. Between equipment cost, long distance charges and ease of setup and maintenance, the savings can be surprising. For example, phone calls among the company's facilities are free. Similarly, long-distance calls from branch offices can be routed through major offices where rates are lower because of high volume. Simply put, if a customer calls in for a salesperson, that call can be routed to wherever the salesperson may be - in a branch office or out in the field. The call gets answered without layers of menus. That may impact whether a company gets the business or not. "We're all looking for ways to improve customer service," says Clark. Garrett adds, "The new VoiP technology has given us an opportunity to grow our business by combining it with network design and implementation. This sets us apart from our competitors." American Community Bank used CNP to create a single source for all of its voice and data needs in order to satisfy the increasing demands to speed communications and deliver information within a growing network of branches. CNP's solution was to implement the Shoreline lP Telephony system, tying the headquarters and all

greater charlotte biz

branch locations together as if they were a single phone system. The Shoreline system allows American Community Bank to easily transfer calls that come into branches to the appropriate department at headquarters so customers can receive the services they need on the first call. Then, to improve customer service and reduce lines at the teller windows, CNP upgraded the bank's wide area network and implemented 'thin-client' technology These improvements provided more speed and responsiveness to all customer transactions. Further, the bank is now prepared for expansion. "The efficiency and convenience of having a single provider of voice and data services made C P an excellent choice for supporting our growing branch franchise," says Dan Ellis, CFO of American Community Bank. CNP has also worked with McColl Partners as an outsource provider. McColl Partners, a fast growing investment banking firm, needed a proactive network integrator to upgrade their network and support their growing business. Speed and consistency was needed from its network for research, information sharing and proposal generation. According to Leslie Wickham, CFO of McColl Partners , "CNP's depth of technical resources and responsive services has made them a great choice for understanding our IT needs. We now have a network and support service that we can depend on at all times." CNP has also helped a number of clients with specific needs. A commercial real estate firm needed to provide its partners with remote access so they could work from home or from development projects. The solution was to implement Terminal Services to provide access to company applications from various locations. A large parochial school organization needed a wide-area network that would include administrative offices and nine private school locations. The goal was to provide secure Internet access to the organization along with Internet content filtering that could be

greater charlotte biz

managed from a single location. CNP helped select a telecommunications provider and implemented the widearea network , firewall and content filtering servers. In another situation, CNP assisted a large medical practice that was moving to a new location and needed an IT partner to plan and execute the move in a way that would minimize disruption to the business. CNP worked with internal staff to design a move strategy to achieve just that. The move was planned and executed in a way that remote system users did not experience any downtime and the business inconvenience was minimal. CNP also worked with a large hospital to provide Virtual Private Network connectivity for a medical practice to allow sharing of billing information. The cost savings? By implementing "thin-client" applications, a business of any size has only one central server for quick trouble-shooting of the entire system. Also, it's now possible to have only one receptionist handle multiple sites.

At a glance , the receptionist can tell if a user is on the phone or has calls forwarded, whether they are in the next office or the next state. Professional services firms with multiple locations can significantly reduce operational costs. "Hundreds of thousands of dollars can be saved in least-cost routing and phone system management alone," says Garrett. "And adding or moving an employee used to be a nightmare, with a day's wait or more, and a hefty charge from a service technician. Now, our staff can easily and quickly do all the work needed to add a new employee or even a new office " "We pride ourselves on being proactive for our clients," adds Clark. We monitor our clients' needs and as new technology becomes available that would make their network integration work beuer for them, we are in a position to make recommendations. " biz

Susan Benedict is a Charlotte-based freelance write~

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[bizdigest] First Canadian Pharmacy Accredited

Women Are Seizing Entrepreneurial Opportunities The growth of women's entrepreneurship, driven

Growth in Privately-Held,

It has been only three months since

50% or More Women-Owned

the North American-Pharmotherapeutic

Firms Strong

Consultants Association (NA-PCA) was

by access to capital, markets .....

and networks, has outpaced

0 0

.....

,.:.

the growth of all businesses

"'"'

by I .5 to 2 times. A new

..c 30

report entitled "Seizing the

<.:>

formed to increase the quality and safety

II woman-owned firms

of cross-border Rx drug sales, and they

all firms

have al ready accredited the first mail-order

32o/c

pharmacy, CanadaDrugs.com.

The NA-PCA seeks to increase con-

~ 20

sumers' access to affordable prescription

Opportunities: A Report on the

"...

drugs through the development of quality

assurance standards from mail order

Forces Propelling the Growth ofWomen-Owned Enterprises"

Number of firms

$ Sales

Employment

:::ente- for 'Nomen's Research and Wells Farfc

pharmacies throughout North America.

Source: Compleung dE Picture, 2003

Their goal is to ease quality concerns stemming from Canadian and Mexican

by the Center for Women 's

pharmacies filling American prescriptions. Business Research and under-

Women Are Motivated By

written by Wells Fargo provides

the Desire for Independence

means the pharmacy is in full compliance

in Starting Their Business

with eight core standards and ninety-one

CanadaDrugs.com's accreditation

a comprehensive view of the dynamic and powerful relationship between the emergence and growth of women-owned businesses and the forces and factors that contribute to their

45%

Independence/Be Own Boss law need/had experience More income/Support family Inherited business (olllrol destiny/Pmonal growth 1'3 rtnnhip with relative or friend Opportunity arose Flexibility

22% 19%

continued strength. (www.wom-

ensbusinessreseorch.org)

Accreditation Commission (IMPAC),

16%

a group in collaboration with NA-PCA.

14%

The pharmacy may now post the IMPAC

12% 10%

seal on its Web site and drug packages.

Lost job ~=.-:'i':...._----;;~--;!;;----;;;----;! 0

o/, Me ntioned as reason for start ng busin e ss Centu for Nomen's Research and Wells Farce

required quality elements written by the Internet and Mail-order Pharmacy

Source: Complet1ng tt-E Picture, 2003

Although cross-border Rx drug sales remain controversial, the efforts of NA-PCA and IMPAC are gaining praise. (The Employers Association;

www.benefitnews.com)

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august 2003

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Typists Not at Increased Risk for Carpal Tunnel Syndrome

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Up to one-half of all workers ' compensation expenses go towards repetitive motion claims, and these claims repre-

Re.(;lt The Rnanciai Benefir.s

C~f Offsi)ore

Labor Withottt T~~ Risks

13/ 3 EaEt kore_1e:1d. C:-_arlctte, ~\.lC 2 ~:204

sent the highest median number of lost

Tel:

workdays of all major work-related

"704-~ 77-.:87 S o:on:actm.@ st:iplingaldbeck.cc•ll

injuries and illnesses . Despite several successful disability claims and lawsuits to the contrary, Danish researchers recently concluded that computer use does not lead to carpal tunnel syndrome . In a study of nearly 7,000 workers , results showed the condition is simply linked to the stress and strains of everyday life . Since carpal tunnel affects approximately I 0 percent of the population , it stands to reason some computer users would develop it anyway. Although the researchers did find workers who use a mouse more than 20 hours a week have a slightly elevated carpal tunnel risk , keyboard use showed no statistically significant risk. These findings, published in the

Journal of the American Medical Association, may provide greater legal freedom to employers , as carpal tunnel and other repetitive motion disorders are the main disabilities cited in

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Americans with Disabilities Act (ADA) lawsuits. Such lawsuits have declined

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following a Supreme Court ruling last

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year that found carpal tunnel did not sufficiently limit major life activities to qualify for protection under the ADA. To relieve carpal tunnel , some 200,000 surgeries are performed each

biz resource gudt.~ ~ke

=CY.J;rage of" ihe"" po:Juas C"1Ci service;; (ro111 Chorlotte's leadin: busioess-to-:u;iness sui'

year and botox injections are now

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emerging as less invasive alternatives

!ollertrc't 'lo"tgar:E Co n ~ary, LL: llair, Bc~l•3. Nhits'-:t PlLC

to surgery. Employers are advised to

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C:arol n c Vd.::s'Nags-

analyze workstations to ensure that they are ergonomically correct and address any carpal tunnel claims on a case-by-case basis. (The Employers Association; www.benefitnews .com)

Cha rl:Xe !Irs Fest Com(:3S C3e::!r !VaragB~ert .5oLtiaas Corp J a:a P <>ducts (p((

w lp : .tiottlo Carpeller, PLLC tunh ft -!Jid Empl• rers l:s ~ ociali > n Frst l. t Q:2: 1 .

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greater charlotte biz

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BBB Predicts Economy Based on Stats for First Half of 2003 The Better Business Bureau can predict the state of the economy simply by fol-

Ame1

tiUSt A Better Way! .

lowing statistical inquiries to the BBB by consumers. Inquiries over the past six months show consumers are thinking about refinancing their homes, building new homes, home improvement and moving.AII of these categories received more than double the inquiries over last year, thanks to lower interest rates. In addition, according to statistics compiled by the BBB for the first six months of 2003 , banks top the list of the top I0 complaint-generating type of businesses. Southern Piedmont/Charlotte BBB president/CEO Tom Bartholomy does not find that surprising, "The Charlotte area is a banking hub, and our BBB fields complaints from all over the country." Other industries receiving an increase in complaints this year include automobile dealers, telecommunications companies and mortgage firms .

VVE FILL T=MPORAR'{, TEMP-TO-HIRE, AND DIEECT HIRE POS TlONS.

2003 Top I0 Type of Business Complaints 0 I/0 172003-06/30/2003 Banks Auto Dealers-New Furniture-Retail Telephone Communications Auto Repair & Service Mobile Telephone Service Mortgages Home Improvements Telephone Service-Long Distance Auto Deale rs-Used

2003 Top I0 Type of Business Inquiries 0 I/0 I/2003-06/3 0/2003 Mortgages Modeling Agenci es Home Builders Home Improvements Roofing Contractors Online Loan Referral Furniture-Retail Ai r Conditioning Contractors & Systems Movers Automobile Dealers - New

greater charlotte biz

Ballantyne Resort and The Park Hotel in Charlotte have been accepted into membership by Associated Luxury Hotels, a prestigious organization that admits only four and five-star/diamond establishments as members . The hotels , both of which are Bissell Hotels, are the only destinations in North Carolina on Associated Luxury Hotels ' roster of highly regarded hotels and resorts. Bal lantyne Resort has also earned Successful Meetings magazine's 2003 Pinnacle Award , the highest mark of excellence among hotels and resorts that serve as meeting destinations. Minolta Corporation has named Charlotte Copy Data 2002 Kal Kardous

~OUR

Dealer of the Year for its outstanding sales success this past year. Kal Kardous, president, will accept the award. Alston & Bird , which has more than half of its intellectual property practice in North Carolina, has been ranked No.6 among IP law firms that America's largest companies rely on most, according to an annual survey by /P Law & Business magazine . Regional CPA and consulting firm Crisp Hughes Evans LLP recently received a first-place Marketing Achievement Award from the Association for Accounting Marketing recognizing excellence in the development and execution of an integrated marketing program to build the firm 's healthcare practice. BOLT has won a bronze Industrial Design Excellence Award from the Industrial Designers Society

of America and BusinessWeek for the Gl Supply HP-One; BOLT was one of only 122 IDEA Annual Award winners, out of I ,279 entries from around the world . MclntyreSales, Inc. has been named Broker of the Year by the J.M. Smucker Company. The Greater Charlotte Chapter of the American Red Cross has announced the appointment of Lyerly Agency pres ident Elaine Lyerly to the American Red Cross National Board of Governors Executive Committee and her election as vice-chair of the American Red Cross Public Support Committee. Skanska USA Building Inc. has announced that 25-year construction industry veteran H. Jessie Brewer has joined the company as president of its Carolinas Division. >-

MBA

IS CLOSER

THAN YOU THINK.

LIKE NO-NEED- TO- LEAVE-CHARLOTTE

CLOSE â&#x20AC;˘ greater charlotte biz

august 2003 43

H. Lee Durham,

executive in Charlotte.

a resident of

Jeff Doggett as creative director ; Doggett has been with the agency since 1991 in both creative and account serv-

McCarty as business development managers for the Charlotte area. The following employees of Perkins

ice positions.

& Will have successfully demonstrated

Charlotte and a retired executive with H. Lee Durham PricewaterhouseCoopers, has been elected to the board of directors of Raleigh-based First Citizens BancShares Inc. and FirstCitizens Bank & Trust Company. Jeff Cashin and Timothy Lewis have been elected assistant vice presidents at First Citizens Bank in Charlotte: Cashin is a financial services manager; Lewis is an item processing manager. Jo Carole Young has joined First Citizens Bank as a financial services representative in Charlotte. Steve Howard has joined First Citizens Bank as a retail market

Doggett Advertising has named

George Garcia has been named director of admissions for The Art Institute of George Garcia Charlotte; he was formerly the director of high school admissions for the Illinois Institute of Art in Chicago.

Susan Jetton has been named director of public relations for The Art Institute of Charlotte; Jetton formerly was Vice President of Institutional Advancement for the Blumenthal Performing Arts Center. Cricket Communications has named Michael Nichols retail sales manager for its Charlotte and Hickory markets . Modis, Inc ., the information services

business unit of MPS Group, Inc . has hired Shiloh Anderson and Chris

knowledge by examination of construction documentation in accordance with CSI's Manual of Practice and have become Construction Documents Technologists (CDT's): David Gieser, CDT,AIA; Jim Godfrey, CDT,AIA; Jana Hartenstine, CDT,AIA; Deana Hobbs, CDT; Jerry Rankin , CDT,AIA;

JeffYelton, CDT,AIA. Chris and Michelle Scholz, a mother-daughter real estate sales team , have joined Waterstone Realty, LLC , at the firm 's Huntersville office. Larry Winsch has joined The Bainbridge Crew as a sales manager for the firm's replacement window division. Dennis A. Wilson has joined The Bainbridge Crew as a project manager for the firm's Handyman Division. bi

Steve Howard

THE R.L. BRYAN COMPANY • CORPORATE QUALITY PRINTING • CIIILDREN'S BOOKSTORE • OFFICE / HEALTHCARE FURNITUHE • INTERIOR DESIGN/SPACE PLANNING

704-864-8722 • 1-800-476-1844 www.rlbryan.com 44

august 2003

greater charlotte biz

Your focus is on building

n1 es and

bLtilding your business. In residential builder lending, you are,

our focus.

Yc·u <now where y: J're headllg. You knm... what "JOJ nood to that inclu::les a fincrcial provider as fo:::use: on ycu, You vVill fnd that a:

~oulhTrust

~et

thEre, and

·rou are on your goals.

Ban•.. Sou:t'Trust 3ank J.'il bring financial

strergth , fle:<ibility ::.1d respc·rsiveness . Be rter ye:, we'·te learned , wrat is

The Gre3ter ct13r1otte Region's R.3sidential Euilder Lending Team: Kelly S"'l:m.:n, Perry Hedri:i<, Christina F:w

(704) 571-7522

mosl impc·rtant to ::o-:>u is m-Jst impor.a1t to us. Prove it c :/ourself, call on the C1arlotte -e;J ion 's

~esiden:ial

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1o tl1c r Bank.

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