Greater Charlotte Biz 2004.01 by CLT.biz & Charlotte Biz & Greater Charlotte Biz

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cover story

Duke Power Ruth G. Shaw left an honor-laden career in eduG t c - for corporate Carolina when she accepted the position of vice

p ~: ident

oc: corporate

communications at Du ke Power in 1992. Named pr:: ;ident in 20•) 3, she 1ow finds herself in one of the most powerful positio1s - the

re~on .

' de p a rt L~ n t ~ --

12 CPCC Corporate and Continuing Education

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In today's competitive marketplace, you are constantly striving to stay on top of your game. With shrinking budgets and the growing chal lenge to do more with

publisher's post

charlotteusa biz

employers biz

less, how do you make it happen?

•

18 Overhead Door Company of Charlotte

Legislative and regulaLoJI} h ghlight; for area employers.

The comb1nation of hard work and

biz history

biz digest

biz resource gu ide

Charlotte Camera

on top

an understanding of bas1c business principles adds up to bus1ness success for Randy Burris and james Potts.

•

With its extensive stock of used as well as new cameras and photographic equ•pment, Charlotte Camera fills a niche largely unserved in t he Carolinas, attracting both amateur and professional photographers.

34 MECA Properties W1th a focus on the revitalization of

on the cover: Ru th G. Shaw, pre,idcnt, Du ke Powe r; in frc nt of "Th e Element Se ri es five" by Michael Thorn Bradley, wh ich she c ~ ose fo r the atri um of Duke Power's Liptown u!Jiccs. Phowgraphy bv \\ Qync Alonis

the "original business corridors," Tony Pressley of MECA Properties is distinguish1ng himself as a pioneer in urban

•

rehabilit at ion and environmental awareness .

januar y 2004

gro::. ter Cla r ott e biz

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[publisher's

Bravo to Duke Power On I 00 Years! It is a privilege to recognize Duke Power and Ruth Shaw in this issue as Duke celebrates 100 years of service to the Carolina Piedmont communities. Ever since Buck Duke built his first electric power generating station, Duke Power has been at the forefront of economic growth and development in the Carolinas. In the early 1800s, Duke Power took the initiative in encouraging the textile mills, then located predominantly in New England, to relocate to the Carolinas for the inexpensive and abundant supply of power. This, in turn, attracted other symbiotic businesses, which, in turn, increased general business activity and spawned even more growth as businesses and industries relocated to or expanded into this region for its business strength, accessibility and quality of life. The influx of activity and resources has made Charlotte an obvious commercial hub for the southeast region. Our airports, highways and railways transport goods, services and people rapidly and efficiently, connecting us within the CharlotteUSA area and with the rest of the world. Without Duke Power, we would not have grown like we have. Duke Power's growth in electrical power generation and transmission over the last century has generated corresponding industrial growth and investment in the Charlotte regional marketplace. However, Charlotte's growth over the next 100 years is likely to be much different. We are unfortunately experiencing substantial decline in our textile industries and manufacturing base, however, we are also experiencing huge growth in the service sector. In financial services particularly, banking scions Hugh McColl and Ed Crutchfield have been adept at capturing large market shares, seizing opportunities to expand and consolidate profitably when banking laws were amended to allow U.S. banks to compete more aggressively in international markets. With our economy on the rebound, we can think beyond the shorter term recovery to a longer term growth strategy. How will we grow? How do we want to grow? What is missing to attract further growth? What businesses are most attractive to our marketplace? What businesses do we want in this region? Who will lead our growth strategy? And, to what extent do we want to grow? The answers to these questions are integral if we want to grow the Charlotte region as our economy recovers . They are especially important if we want to grow our employment in an economy "recovering" without apparent growth in employment. Charlotte has been very smart in attracting businesses from other regions and especially foresighted in taking advantage of changing regulations to do so. Business leadership has successfully analyzed their market positions, organized their resources and moved strategically to bring business growth to this region. It is time to make that push again. In our interview with Ruth Shaw, she spoke about Duke Power sponsoring an economic development conference in the spring of 2004 that would call business leaders together from across the 16-county CharlotteUSA region to focus on economic development and develop strategic plans for economic growth in the new millennium. Once again, Duke Power is providing its leadership at a time when it is incredibly important to target our substantial resources to spur economic growth that will benefit the entire region for many years to come. Our future will most certainly be interwoven with more international opportunities. Our position within the southeast and also on the east coast gives us a significant role within the United States, but we are also well positioned to conduct new and expanding business in Europe, the Middle East, Central and South America, Asia and Africa. It is crucial that we choose our future and act to make it a reality. To succeed, we need to build a collective vision of the components of that strategic plan and realize our individual roles in delivering on that vision. Duke Power is providing that opportunity with its leadership in a regional economic development conference. We applaud them and look forward to the event and its potential. Collectively, we congratulate Duke Power for its first 100 years and look forward to its leadership and contribution in the next 100 years!

january 2004

cliaflotte

January 2004 Volu me 5 • Iss ue I Publ ish e r John Paul Galles jgalles@greatercharlottebiz.com

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

Creative Director/ Asst. Editor Tara Miller tmiller@greatercharlottebiz.com

Account Executives Ken Bi Itel iffe kbi ltcliffe@greatercharlottebiz.com Belinda Kendall bkendall@greatercharlottebiz.com Emily G . Lundell elundell@greatercharlottebiz.com

Contributing Write rs Ellison Clary Heather Head Casey Jacobus Lynn Mooney Sherri Oosterhouse

Contributing Photographers Wayne Morris Bil ly Fi sher Greater Charlotte Biz is published monthly by the Galles Communications Group, Inc. • 560 I 77 Center Drive, Suite 250 • Charlotte, NC 28217-0735 704.676.5850 Phone • 704.676.5853 Fax • www.greatercharlottebiz.com Press releases and other news-related information, please fax to the attention of " Editor" or e-mail: editor@greatercharlottebiz.com. Editorial or advertising inquiries, please call or fax at the numbers above or e-mail: info@greatercharlottebiz.com. Subscription inquiries or change of address, please call or fax at the numbers above or visit our Web site: www.greatercharlottebiz.com. ©

Copyrigh 2004 by Galles Communications Group. Inc.

All rights reserved. The information contained herein has been obtained from sources believed to be reliable. However, Galle s Communications Group. Inc . makes no warranty tc the accuracy or reliability of this information.

Products nc..med in these pages are trade names or trademarks of their respective companies. Views expressed herein are nm necessari ly those of

Greater Charlotte Biz

or Galles Communications Group, Inc. No part of this publication may be reproduced or transmitted in any form or by :tny means without written permission from the publisher. For reprints call704-676-5850 x l02.

greater charlotte biz

Success begins with a solid foundation.

·n,c Rdk O>llcge MBA at UNC Char lotte n!tc,-,;: Flexibility. .. • MBA program designed fi>r working professionals • class~ on rhc n1ain catnpus ~1nd in uprown Ch.lrlorrc • evening

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The Belk College MBA hosts monthly information sessions for prospective students and accepts applications for admission year-round. For a sd1edule of upcoming programs, visit www. mba.uncc.edu o r cal l 704-687-2569. lnfom1 ation sessions are held bod1 in d1e University City area and U ptown. New studcms may begin d1e program in August, January or M ay.

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Charlotte USA Targets Motorsports- Related Industries For Economic Attraction and Relocation

he Charlotte region continues to strengthen its position as one of the premier places to locate a business. Charloue USA has established itself as a major manufacturing and distribution hub at the center of North and South Carolina, and continues to diversify its economy with location of corporate headquarters, manufacturing operations and high-technology companies. Charloue USA has a unique blend of corporate and small business strength, unparalleled access via land, air and sea, and an exceptional quality of life. The Charlotte Regional Partnership has identified the automotive industry, and more specifically the motorsports industry, as a target industry sector for economic development in Charloue USA. Representatives from the Charloue Regional Partnership, the Cabarrus County Chamber of Commerce, the Mooresville-South Iredell Chamber of Commerce, and UNC Charlotte represented Charlotte USA recently at the Performance Racing Industry (PRI) tradeshow in Indianapolis, Indiana. The PRJ tradeshow is the largest motorsports tradeshow in the United States, with over 40,000 auendees and l ,500 molorsponsrelated manufacturers.

january 2004

Research conducted by the Charlotte Regional Partnership has identified over 400 motorsports-related companies that already call Charlotte USA home, and over 90 percent of the NASCAR teams are located within 50 miles of the Charlotte region. According to the North Carolina Motorspons Association, the motorsports industry accounts for over $2 billion in economic impact annually

The Charlotte Regional Partnership has identified the automotive industry, and more specifically the motorsports industry, as a target industry sector for

economic development in lotte USA.

in the stale. Regional motorsports events such as the Coca- ola 600, The extel All-Star Challenge (formerly The Winston), and the UAW-GM Quality 500 bring national exposure to Charloue USA as the place for motorspons facilities. The Charlotte region boasts two local wind tunnel facilities for accurate aerodynamic testing, one of which boasts a oneof-a-kind yawing rolling road. Charlotte USA is also home to ASCAR's Research and Development ite, which houses rules officials , corporate officers, accident investigators, and directors of the Truck , Busch, and Nextel Cup series. Fans and racing professionals can also enjoy the Richard Petty Driving Experience, one of the largest motorspons-related driving

schools in the United Stales, as well as several museums that are dedicated to racing and racing history in the area. One of the most exciting, yet probably unknown , racing-related assets in Charloue USA is the University of North Carolina at Charloue's Motorspons Program. A multidisciplinary program in Motorsports and Automotive Engineering, which is pan of the Bachelor of Science degree in Mechanical

Charlotte Region Motorsports Highlights • Over 90% of the NASCAR reams ar~ located within 50 mi es of the Charlotte region • NC economic impact of over 2.0 billion ,mnually (l\'C Motorsporrs As.<oriariou) • R.e1,>ional MNorsports events include: - Coca-Cola 600 - The ex tel All-Star Challenge (formerly The Winston) - UAW-GM 500 • Two local wind tunnel facilities are available for accurate aerodynamic testing. one of which boasts a one-of-a-kind yawing rolling road • Home to NASCA I~'s Research and Development Site. which houses rul~s officials, corporate officers, accident investigators, and directors of the truck, Busch and Nextel Cup serie> • Location of the Richard Petty Driving Experience - one of the largest motorsports-relared driving schools in the U.S. • Several musemm dedicated to racing and racing history in the area

greater charlotte biz

Engineering, this specialty curremly has

Days of Thunder was filmed here , alo ng

over l 00 undergraduate students. The

with /MAX NASCA R. The Charlotte

UNC Charlotte Motorspons Program

Regional Film Comm issio n is curremly

University of North Carolina at Charlotte

already has developed more than $2.25

work ing to recruit two more productions

million in external research related to

wh ich will focus on notable North

\'Chicle technologies and boasts on-si te

Carolinians in the racing industry.

equipment that includes chassis clyno ,

Motorsports Program • Mulnd"c'plinory Program m Motor<port;, .1 1H.i AutOTllOtl\·e

The Charlotte Regional Partnership

cngineering i" p;trt of the Uachelor of

shock d)110, engine d)110, scales, and

will cominue to recruit motorspons-

Pi/COS Data Acqu isition. UNC Charlotte

related companies to Cha rl otte USA with

has exhibited exceptional strength in

the help of existing industry and by

such areas as vehic le d ynamics, aerody-

spreading the word abo ut the assets of

namics, instrumemation, safety, and

the region. But from the response

metrology, a nd prepares students to work

received from th ose at PRL in

in all areas of the motorspons industry

Indianapolis, it will not be difficult to sell

hen the film industry has disCO\'-

Eng11ll'ering

• )peci.ll concentration in nlOtOr"port'i 111 Mech.Hlical Engineering • Over I(}(} undcrgrJduJte "udent' currently

Science degree

en rolled 111 the progr.1111

• UNCC Motor,ports Program developed more than S1.25 m illi on 111 external n:\et~rch reLltcd to veh icle tec hnol ogil"-; •

()n -'iite L'<..JU lpm e J1t includ L·~ clu\'11';

dyno.

~hock dyno. eng:11 1L' dyno. '\Calc,, and

1'1 /C l)S I),Jt,l Acqu11ition • UNCC menh'th< mclude vehiCle dynamic<. ,ll'fOd) l lJl l liC'i. itl'itrlllllentation. safety

the Charlotte region- those in th e

ered Charlotte USA as a prime location

motorsports industry ali·eady know about

for motorspons-related productions.

Charlotte USA.

.111d tllt..'ttnln~"'}·

Home to over 400 motorsports-related companies (clusters by zip code)

Motorsports Company Lowe 's Motor Speedway

Alexander

NASCAR R&D North Carolina Auto Racing Hall of Fame

0 Cleveland

Stanly-

Yor!(

lklion

__j __

0 Chester

greater charlotte biz

Chesterf~eld

january 2004

Legislative and Reg lat=cy Highlights for Area Employees fi...C . Workers'

C ·~mp

Rat:;:s Set

N C lrslllmce :.::onmi;sioner Jirn Lo1g seLienu:rt .Jgrc.emen that sets .,vnrkm' Co1nper-satbn ntes f.Jr 2(04 far b~l Sl.,~nd 1

in:;u·e-s recueSLec ucrt:ase. Co:tpare J vl.l tfis )·car's L •els. tbe n~'wl rate:. art one -l cnt JC\,er br ,,~ v Jlurnry trurl<et an iv.:: percent 1igher f.-r a;si5Ied rd:s The ::t•rrm SSJO:-x. rs settle:mem :omes dter week:

rt:goLiation xiLh tbe N.C Rate BJrcau. tJ- _ oqaniz::L.ior th<:. r::presc:ms w::·rke rs' CCollp-.:nsJl 01 ir.surance conJanics hthe slJ.lc:. Th ~ bu-ea~ 1ac recuested a1 8.2]r-::rn in··rc<.~ in o res for .·olollal)' pol:cies JLL.;; l ~ .5 pcr:cn aos .~e:l-ri;k hi~. The v.JLr:rtay 11aci<et refeLS ·o pol cies s::ld to bus n,c CS V.~tr

JuJ=: in_!..') C r a liStot:" of Jow :JJ ns. Asignc-ri;, J:Olicie5 ac sold teo busir-e:ot:S ,,1 h hi[her -isk .>r 1-eav: claims TI-e conmGsi·Jners omce cbms !'~ :: Jmires~es \\.ill sa,•e 1p D $92 rr.illion n

20)4 ·2•::rnp<I"ec ·.liJ.I- thE requested rat~s ',\'c>rker=' ccnp r-erriurr_s cost :·:mparic~ between $7~0 mill 01 ard $8(0 millio1 :~r•uall> On av::rJge:emJloyer:: -c.y Sc,=()l) _ :o::ar l·: inoue tl-e r workers . •:::IJ<lrlottt.: B~~ncss _I,Ju rr L~Hn

SuspEnsion During Military ea.P-

Jf jJrUal) l , ::ndit3 oan rrogram~ but 'tre lOl reqt..-ireci to, st..spend lo;r ::p-1ymc-l c·bligucro or .my Lype of le-al ~Jr ::molo1'ee; 01 T iltal) leave. Acco·dirg to V-::mc·n Cane::r, o - the-,,: Ex::rnpt atd c:;o•:_ 11nent :=mit cs Divis 01 J · t.hc IRS, cJen thoDgl pay•tems a·e suspexd du- ng the lea,·~. ilter·:st on the loan un..inues to o:ccr..12 atd ~ditiooa time i: ucl- ec c•o to -epa:, t.h2 lo<..n after the etrp o:c.: returns to .vork. T1e loan is ro. con.i·:ce::. taxa : le LJ the err_plo;ee dt.. -ing the 1:11,

soopensic·n J'~ricd. Lmr adnini:=tratJrs ;and e1 p oyee~ \,oc ha-.E que5tions aJou how tl-e prod3·-·1 v-or's should cor 'Ultthe prearuJie to tbe ha rcgu.alio1s :md Lle e:xamp es comai-EL ti-er-. 67 'cd Reg. 72E2l- ' 1826 Ou:.. 3, 2iX>2l accc;sib~ Lh:ough h'tr ...;lwwv.gp•ncw ;.gc.v!frAndex.lim '

_ian L..:>r)' 2)04

English-only Rule Center of EEOC Lawsuit

The decision cam~ in a scrual tu-:assmem suit -iled by an employee t·f .he ;_;ate :: laimi ~ g

The U.S. Equal Employmem Opp•JLUnir:. Commission (EEOC) ha filed a la'vsuit against Sephora, a cosmetics compmy, alleging they discriminated against LJtino workers \vith an English-only rule. The EEOC alleges that managcner _~ one store in ew York made discriminaLO;' comments to five Latino women ard m."'licked the women's accem when they SP•-":z Spanish in the wo rkplace. Then after tho: women complained, the company distril::uel a rem inde r of the company's Engliol-onl> rule, according to The cw York Tirte'5. Th.e EEOC contends the rule co,·ered breaks<.:. well. The company denies the allegations 1nd contends it docs not have an E"lglis~'l Jnly rule. The EEOC says it has received a grO\,ir g

that she endw·ed ''NO year:. of Jr -:1"01 cr touc1ing and verb! harasgnem lnm her

•umber of complai nts regarding English-c::t.ly ·ules since it began tracking them sepa r;;._::}~ The EEOC policy on English-only rues ::'m be found in the Guidelines on Discrimin<Li ·r Because of National Origin. This and otl--=r helpful inforn1ation on English-on!, rules can be found at the EEOC Web site Employers are encouraged to rt\~ew their English-only policies to ensure that they are in play for nondiscriminatC•) reasons. (HRNcxt; ww1v.ecoc.gov) Employers Get Good News from California High Court :=antral)' to empl0)1nem law trends in :alifornia, the state Supreme Court -u led ;,at employers with strong a mi-h ara;~ mert -:olicies may be spared monetary dam3ges f the viclim fails lO 1·epon the miscnduo iJrOmptly and without a reasonable explax.lion for that failure. California is knO\vn [y iG "employee friendly" court rulings, so tl- s cl::cision comes as a surprise. The unanimous ruling protects :::mpb>'ers who would have stopped a supervisor$ bJrassmenl if the victim had complain~d. Gntilthis ruling, em ployers have been au::•tratically liable even if they were not a·;vare c•f the wrongdoing.

boss before complaining. 'The in ~;ti~alion indeed found han:ssmenL by the s~:tpcrvisor. who retired. The employee said sht: waitc•J so long to complain because shed dr't thid: tht depa -ment would co arythin.~. ~he sad th;:t others reponed the SJme boss :u- c no a•2 JOn was taker against him. The depanmc::- 1 ccuntercd that it would have stop red tl-e h:a ·:ass::nem i the e11ployee had ..:omp a red. Two lower courts ck·:.ced aggi 1st the state, but the Suprcrne Co ~l of C.1 ifocnia sided with the state. The coci;ion \Pas aimec at making the empoyee.. tre first ile r defense against semal hua::smen rnd hoping that victims wou d be enwur8..3ed to come forward with th.::i- ::orr.p a::nt= to stop the acts before they b~·:ome ;~·ec. Employm~m twyer:: p-e:ii::t ll:.atthe ruling will spur employe- tc estatli: h ;and publicize strong imernal po icies _g,.in;t ;exua. harassrrcnt. There. zc sorn.::, hC\,Ve\·er .vho believe thJl re·J/ emplo ·ers v.il be able .o significamly redu:e eXJo:u·e tc c.aruages. The ruling will still allow J j..uy l ::eta-mine whether a victi ns hi lure to fil ~ a c:on1r !aim immediately was unreasa.1able an .I 11a,r consicer a victims l:ar of :c~haLiOJ an.J feeling or humiliatiC-1. Sw:.lirS of ~ua harassment shew \>i:Lims raJel)' carpi< in promptly. (HR1'·1cxt) Local TEA 2004 Wage & Salary Adjustment Update ln the October 2003 issue, t le reo ..tl s c r The Employers Asscdatim.3 l oc;;,l 2(03'2004

\Vage and Salary Acjustn-.:nr Sun"f aJ.Jng ·;.rith the results of regioncl liC na-iClla sJn•ey;, such as Wi liam :~1 \1erccr 1nc '.VorldatWork, both professiCllaVcl n;ul ing crganizations specia zing ir .::ompr3aLon nd benefits, we re su mm<e riz::d. TI-e Emplo·yers Associali -·ns p-ojc.ction:. br [:l'lY increases in 2004 averagrd 3.E pe-cent, ~')proxima te l y C.3 p ~ rccm loJ.,ver tl·an tle grec.te r Clarl:·~t-= biz

other surveys. In the past few momhs, William M. Mercer, has scaled back on its projections for pay increases in 2004. ln June of 2003, Mercer projected pay increases averaging 3.6 percent for 2004. The consulting firm conducted a follow-up survey in October, and the results have shown a decrease in overall projections for this year The report concluded that approximately four in ten employers are scaling back on earlier pay projections for 2004. This shift has caused an overall decrease in projected pay adJUStments for 2004, bringing the average increase down to 3.2 percent. The latest results prO\~ded by William H. Mercer are consistent with The Employers Association's findings in September 2003. Avoid the Top Ten Mistakes in Employee Handbooks Employee handbooks can be great tools to help you lay down policies and comply with the law. However, a poorly written, outdated or inconsistent book can hurt your company. These are the "Top 10" mistakes: l. Adopting a "fonn" handbook without ensuring that all items apply to your company. 2. Including lots of detail on procedures that confuse employees and provide ammunition for lawyers. Stick to company policies in the book and keep a separate procedures manual for managers. 3. Mentioning an employee probationary period. That can erase at-will status by implying that, once the period is over, the employee can stay forever. 4. Being too specific in your discipline policy (listing possible infractions and consequences of each). That gives the impression that the list covers every possible infraction and consequence. 5. Not being consistent with other company documents. 6. Overlooking an at-will disclaimer. Have employees sign a disclaimer acknowledging that the company can terminate

greater charlotte biz

9. l 0.

their employment at any time and bypass discipline policies if the situation warrants. Sabotaging disclaimers by what )'OU say, especially reassuring employees that their jobs are secure. Not adopting the handbook to accommodate each state's laws. Failing to update the manual frequently for changing laws. Setting unrealistic policies. If you know your supervisor will not enforce it, do not put it in your handbook. (HR Report)

2003/2004 National Wage & Salary Adjustment Survey The 2003/2004 National Wage & Salary Adjustment Survey is now available. Thirtyone em players associations across the nation contributed data to the survey. This survey covers the pay adjustment practices for 5,901 U.S. employers. As economic conditions change, businesses need to know trends in adJUSting employee base pay from one year to the next. The current report provides assistance in determining the appropriate pay increases for locations throughout the United States. For more information or to obtain a copy, please contact The Employers Association at 704-522-8011.

HIPAA ... Upcoming Deadline for Impacted Employers Among the many facets of the Health Insurance Portability and Accountability Act of 1996 (HI PAA) are the regulations issued by the Department of Health and Human Services imposing restrictions on the use and disclosure of personal health information by covered entities, including health plans, insurers, hospitals and other medical service prO\~ders, and healthcare clearinghouses. The ostensible purpose of these regulations (known as the "privacy rule") is to protect individuals from unwarranted or improper use or disclosure of their personal health information. The regulations have had (and are likely to continue to have) a tremendous impact on employers who

sponsor group health plans. The privacy rule prohibits covered entities from using or disclosing protected health information except under the conditions (including the consent or authorization of the indil~dual) explicitly required or permitted by the regulation. The effects of these regulations arc already being felt by employers struggling to determine (i) the effect of the privacy rule on their plans, and (ii) the additional administrative requirements necessitated by the privacy rule. HlPAA and its regulations provide for significant administrative and criminal penalties for non-compliance. These range from a $100 per day administrative penalty, to fines of up to $250,000 and ten years in prison for the most egregious violations. For larger covered entities, the compliance date (April 14, 2003) has already come and gone, though many smaller group health plans (those with $5 million or less in revenues for last full plan year) have until Aprill4, 2004 to bling their plans into compliance. Given the potential exposure for non-compliance, it is imperative that sponsors of small group health plans meet their obligations prior to the upcoming compliance date. Entities that missed their compliance date, regardless of the reason, should take immediate action to bring their operations into compliance with the regulations.

The Employers Assoaotion 1s a nonprofit Charlotte orgonizot.Jon providing comprehensive human resources and training services. Founded in 1958, the Association maintains a brood-based membersh1p of over 700 compon1es {rom all industries in the greater Charlotte region. As one of70 nonprofit HR associations notionally providing HR services to regional memberships, The Employers Assooot.Jon participates in a notional information exchange under the auspices of the Nauonal Assoootion of Manufacturers. The above excerpts were taken from The Management Report, the Association's monthly newsletter. For more information, please call Lauro Hampton at 704-522-8011 or visit the Web site at WIN'W.employersassoc.com.

january 2004

[bizhistory]

by lynn mooney

DUKE POWER: A POWERFUL CENTURY AND HISTORY OF DEVELOPMENT

a Duke [411 Energy速

the vicinity of Rock Hi ll , South Carolina.

formed by the damming of the Catawba

America was bedazzled by the advent of

and Linville rivers and Paddy

available electricity, which also meant that

Expansion continued with small dots on

textile manufacturers no longer had to

maps of the river basin becoming house-

reek.

locate their mills near power sources but

hold names at the same lime electric appli-

instead could rely on power transmission

ances appeared in residences. Electricity was

to their sites.

slowly, but undeniably, moving from luxury to necessity on the American landscape, for

An expansive vision of power and prosperity

both commercial and residential customers.

Shortly after 1904, the Southern Power Company incorporated with Wylie

The lasting legacy of philanthropy and conservation

as its president, Buck Duke's brother,

In 1924, Buck Duke announced his plans

Benjamin

James Buchanan "Buck" Duke

uch of the 20th century histo-

ewton Duke, as its first vice

for the creation of the Duke Endowment,

president, and Lee is second vice president

and the establishment of Duke University

and chief engineer. Under their leadership

(once Trinity College) followed \vithin a

the Southern Power Company commenced

month. The endowment provided annual

a building bonanza and Southern Power

income to Duke University, Davidson

constructed the first double circuit 100,00)

College, Furman University and johnson

volt transmission line in the United States.

C. Smith University. ll also provided for

In 1910, Buck Duke assumed the role of

non-profit community hospitals and the

president of the company- in 1924 it was

Methodist Church in North Carolina. Duke

ry of the Piedmont Carolinas

renamed Duke Power, one year before his

Power established a forestry department

is occupied with stories, legacy

death.

in 1939 to manage company land and

and lore of Duke Power and the three

Comprehensive development of the

promote good practices of soil and water

men most often cited as the power bro-

Catawba!Wateree river basin spanned the

conservation and a watershed management program.

kers of their Lime- james Buchanan

next few decades. Duke Power built coal -

"Buck" Duke and his financial acumen;

fired plants and added more stations; Lake

Dr. W Gill Wylie and his vision of linked

james, named after james "Buck" Duke, was

Construction of new plants thrived ; philanthropy cominued; both world wars

hydroelectric plants that would harness the power of the Catawba River; and the

The Catawba Hydro Station

first WilliamS. Lee, who brought the engineering skills required to solidify the dream. Wylie and Lee are credited with successfully demonstrating to the entrepreneurial Duke , of tobacco and textile fame, that a powerful economic improvement could purge the Piedmont of its post-Civil War slump, which was mired in rural agricultural impoverishment at the turnof-the-century. With power came the vision for industrial progress. In 1904, the then-called Catawba Power Company, began operation of its first generation station, the Catawba Hydro Station at Indian Shoals on the Catawba River in York County, South Carolina. Its 3,300 kilowatt capability was enough to power local texti le mills in

january 2004

greater charlotte biz

came and went as America entered

Project was initiated as home to the compa-

a post-war boom- babies, appliances and

ny's first nuclear plant and pumped-storage

all the conveniences that power will run.

hydro stations. The project created Lakes

Norman A. Cocke Sr. was th e fifth presi-

Keowee and j ocassee, in Sou th Carolina by

dent of Duke Power. His vision was, in one

1970. The nuclear station was named

pan, rewarded with the naming of Lake orman, the largest lake in

onh Carolina

Oconee and its three units provided service by the end of 1974.

created by the Cowans Ford dam in 1963. But the name associated with the most strik-

The McGuire

uclear Station project

was announced in 1969. The site was on

ing and questioned power source was that of

Lake Norman and ground was broken in

William McGuire, sixth president of Duke

1971. Commercial operation was complet-

Power, and for whom the McGuire Nuclear

ed in 1984. About the lime McGuire was

Station in Huntersville, N.C., is named.

announced, Duke Power won its first Edison Award for its Keowee-Toxaway

New age - nuclear age

project. Duke was also honored by the

Duke Power's formal entry into the nuclear

American Society of Civi l Engineers and

age began in 1956 when il joined three

won its second Edison Award in 1984 for

neighboring utilities to form a non-profit

excellence in nuclear plant design , con-

WE'RE BUILDING

ANEW FOUNDATION

research consortium. ll announced its inten-

struction and for the Power in Citizenship

tion to build one or more experimental

voter awareness campaign. That same year,

nuclear reactors in the Piedmont. In 1960,

the

il broke ground on the 17,000 ki lowau

the Conservation Ac hi evement Award for

Even with a rich legacy as one

Parr Nuclear Station in which Duke Power

commitmem to environmental stewardship

of the Southeast's leading

had a 34 percem interest and an investment

to Duke Power. The Catawba Nuc lear

of $46 million. In the same year, the 1925

Station project commenced with its

ational Wildlife Federation bestowed

services ,

Catawba Hydro Plant and Catawba Lake

announcement in 1972. Both units of the

were renamed Lake Wylie and Wylie Hydro

station were operating by 1986.

cial operation in 1964. It was the first nuclear-powered generating sta tion in the

The first official day of business for Duke

Southeast and produced until early 1967. By 1965, Duke Power electric genera-

Thompson

rooted in change.

since

Duke enters a powerful global economy

uclear Station began commer-

understands that success is

We've grown and expanded

Station in honor of founder Dr. W Gill Wylie. Parr

providers of construction

1887

constantly

reinventing our company to

Energy- a result of the Duke Power merger with Houston-based Pan Energy

lion capacity had reached 4,221,963 kilo-

Corporation- was june 19, 1997. Duke

walls. Two years later, the Keowee-Toxaway

Energy shares were traded for the first time on the New York

meet

our

and

future

clients ' present

dedication

needs. to

Our

quality

rema in s as strong as ever as we embark

new

era of a ccountability . . . to our clients and to ourselves.

Stock Exchange. By that Lime, Ruth G. Shaw had been with the company for five

named president of

Duke Power in 2003

FN Thompson

years. She was

- and is the company's first female presidem in its 100 year history

General Contractors Construction Managers

biz

Lynn Mooney IS a Charlotte-based freelance writer.

Ph: 704<523-0515 Charlotte Asheville Raleigh Richmond

Buck Stream Station

greater char lotte biz

january 2004 I I

by heather head

---------------------------------------------------

[biz profile]

Corporate and Continuing Education at CPCC In today's competitive, global marketplace, you are constantly challenged to stay on top of your game. You recognize that professional development and workforce training is key to attracting and retaining the best employees, and ultimately, to the success of your organization. You acknowledge that in order to grow professionally, you must keep up with technology and modern business practices. With shrinking budgets and the growing challenge to do more with less, how do you make it happen?

greater charlotte biz

january 2004

Mary Vickers-Koch , the newly appointed dean of Central Piedmont Community College's (CPCC) Corporate and Continuing Education (CCE) West Campus/Business&:. Industry Training Services, has the solution. "Businesses partner with CPCC's Corporate and Continuing Education program to assess and achieve their workforce and personal development goals," she says. Simply put, companies are getting smart about the delivery of training and development programs for their employees. And professionals are wising up to the fact that in order to excel they need to stay on the cutting edge in the corporate world by continuing to learn. CPCC was established in 1963 and since that time has offered countless continuing education courses. ln the early days, music, travel and fitness were core classes in adult continuing ed. Along with the arrival of CPCC president Dr. Tony Zeiss in 1992, came a new vision. His mission to establish CPCC as a leader in workforce development is gaining new ground each year. Today, the word

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january 2004

"Corporate ," with a capital "C," is a mere reflection of enrollment, while Corporate and Continuing Education programs at CPCC continue to mirror the wants and needs of the community. "We respond to what the market needs now. In the not-for-credit arena, we have that luxury today. We have built

four/seven delivery operation- we can conduct training any time, any shift," Sechrist adds. CPCC partners \vith national and international training organizations like Achieve Global, Franklin Covey and ix Sigma Based on needs; these modules can be further customized to fit the

''About half of the leadership 1nanagen1ent and professional develop1nent training that is conducted at CPCC is custon1ized for area businesses."

processes to offer customized solutions," says Vickers-Koch. The community at large and the business sector both benefit from the college's flexibility. CCE is not restricted by state guidelines like the accredited side of CPCC. The ability to develop new courses and even more importantly, customize programs to meet a company's needs, are key components to the ongoing success of Corporate and Continuing Education at CPCC. Responding to Needs

For a business owner or human resources manager, pulling together the proper resources and tools to meet training and development needs can be a daunting task. How do you know it will be effective and how do you document the investment7 Call the college. "We have the tools to measure skills and competencies that are critical to success as a front line leader and upper level manager," says jeff Sechrist, director of special projects in the area of Leadership and Professional Development. "We cross over those skills and competencies to training modules and put people through soft skill training. " "About half of the leadership management and professional development training that is conducted at CPCC is customized for area businesses. Assessment, delivery and measurement of programs are tailored for particular businesses and implemented around their schedules. We have a twenty-

businesses' specific operations. How do companies know what they need? "We work with a business to assess the best delivery options to meet their goals," says echrist. That's how Oglebay Norton Specialty Minerals in Kings Mountain , producers of mica products , embarked on training course that would impact the company greatly. In a testimonial, David Howell, quality assessment/quality control manager for the company says, "We are now well into the first year post training and the payoff is evident at all levels. " Oglebay Norton used the Achieve/Global training course, brought in-house for their management team. It is designed to tap the potential of an entire organization- moving people to understand a business strategy and embrace it as their own as they work to achieve business results. Customized for their industry, Oglebay Norton found the training invaluable. "We are utilizing skills that can be directly traced to our training. And management has developed open communication and problem-solving skills that have enabled this company to soften the blow of the current economic downturn," says Howell. Translation Yielding Benefits

According to census data , onh Carolina had the second fastest-growing Hispanic population in the nation between 2000

greater charlotte biz

and 2002- wi th 16 percent growth

Pike, coordinator of language and

their employees to be a barrier in

during that time period. The Latino

culture. "They arc taught a series of

succe sfully de\·e loping a \\·orkforce.

boom is evident throughout the Charlotte

questions to control the course of

Charlotte Coliseum and Convention

region and businesses are trying to keep

the conversation."

Centers Food en·ice area needed help

up with the increase in Spanish-speaking workers and customers.

for their supervisory staff in commu111cat-

Today, 100 percent of the tellers at Charlotte Metro Credit Union ha\·e

ing with Spanish-speaking employees.

completed the Command Spanish

In a customized course using Command

of many businesses that had a need to

program and Robbins fee ls they have

Spanish, management was provided

help th eir employees communicate with

found a good partner in CPCC.

Charlotte Metro Credit Union is one

with training that ultimately impm\·ed the morale of the workforce.

their expanding Latino customer base.

"\Ve share a similar ph ilosophy in

Options included enrolling employees

serving the community," Robbins says.

"They truly appreciate the effort we

in off-site panish classes and hiring a

raIn i n g '1 1h cJ us put mor L m ') lo) ccs t hr ugh thc...,c cn\\Ctl· · I 11 ..., t

~ 1 t:r...,c

L 1"::1 1

\\ , ( t( 1 ~cnJ

pcL)pk

of! -~it

Charlotte Metro Credit Union plans to

arc making and it makes all of our jobs

continue their relationship with CPCC.

easier," says Bob Puhl, Coliseum catering

In early spring the credit union will be

manager/special operations coordinator

participating in a CPCC Personal

for the Charlotte Com·ention Center.

Interests workshop for businesses and

"They made a focused effort to communi-

individuals, "A Chall enge to Balance."

cate, with a tremendous payoff," says

The course helps to create work/life

Pike. "We are proud to be a part of th at."

balance for employees. "We believe

Computer Savvy

employees who have better balance in their lives will become better employees

Keeping in step \\·ith computer advances

overall and we are \\·illing to inwst in

can chew away a budget in bits and

that," adds Robbins.

bytes. While small businesses are directed toward open enrollment courses, larg-

While its a challenge for some companies to communicate with customers,

er companies like Lucent Technologies

others find effective communication with

find that CCE's on-site, customized

prh·ate firm to conduct costly in-house training. The credit union found just what they wanted when they learned of the Language and Culture options at CCE. Command Spanish, a nationally recognized language training program, was implemented by th e language experts at CPCC. Charlotte Metro Credit Un ion's program was designed to help employees

uCulture is your #1 Priority:' - Herb Kelleher, Chairman, SW Airlines

of the credit union ask a series of questions to control the course of conversation with Spanish-speaking customers. "This program was streamlined to meet our needs- phrase by phrase," says Ann Robbins, vice president of human resources and training. "On-site training helped us put more emplo yees through the seven week course than if we were

Custom designed leadership programs for executives, professionals and entrepreneurs

to send people off-site. lt was also very important for us not to interrupt our

704.331.9091 WhiteheadAssociates.com

workday," she adds. ''By teaching phrases that they need to know, in this case how to open an account or make a deposit, the language is designed to solicit a yes or no response -not to get into two-way dialogue that

•

\\ Iiili I

!~i)!.L~,;,;,;;(,!;~lL,:.~~.:

requires two-way fluency," expla ins Ben

greater charlotte biz

january 2004 15

tn111in~ i~

a smart - _ : O:quipt=d w1 h a

gu; nt fr:Jn the Alliaxc fot Err-:: o; ~~ Gr·Jv..·tr a 1d Dcvelo:Jrent LJ•.::.:It l..D the gtcm ligh to hire accmp .ne r - -airitg cc•rr pany to benefit · 1.eir starr. "L f_e that we s -Jid 5upr-:m -Oilmunit)" tcs:Juces first, c:c l coltrJo_-~ d

instructor base. We look for people

and Expanding Industries area has

who live it and breathe it," she adds.

helped Lucent receive a grant from the state to develop a new hire screening

Breaking New Ground

process that is being used today.

Growth is evident at CPCC's West

C~C ,'

s;;.ys Kim C-cbree r- ··::fucri81 st:pcrvl:oor for Lucen -=.-ecr.ncol.c•lY· ~Then af cr .11 did s·Jch a 5~eat job. I

in other areas of Corporate and Continuing Education. CCE's New

s~-

o,.rhy

gc an)"-here else?" Th <.. _ .vas the star: of an c n~·Jitu ·elc:.tion ; hip t:J.at has alo<) include::: · 1v~ h-emert

Campus, which itself is only two and

The Student Body

half years old. The structure of a new

Of course, you don't have to wait for your company to offer professional

joint conference and corporate training center is coming to fruition. A two-

development. For tho e seeking to improve management or leadership

story building, with classrooms on the upper level and the Harris Conference

skills, or simply to brush up on their

Center on the main level, will fill a

computer skills , CP offers a host of options. Twenty-seven thousand

niche between hotels and the Charlotte Convention Center. The theater-style

people annually take advantage of open enrollment classes to enhance their

conference center, opening in January 2005, will seat 450 people and offer

resumes or change career paths. Many of the thousands that make up the CCE student body are seeking certification or licensing. Real estate , mortgage banking, insurance or appraisal is high on the list of hot jobs in today's marketplace. Scheduled on evenings

P' ic-:trec

fr~m

left to rigt-"::

le~.

O.rEil: tc-; Computer Trc. r1 r~: Mary ..:arr~<e- "-lart:!tn:

FLlHcat•e>-s : :)eOalist; Amy MJ-el. Dtre..i.or. ~er:--<:·nal

H•)f a F.a~

D•rector

Lead~ · ~ ~

Mana ,em. n

t-1~-es:s;

~ P~

s::>ml

Devoe:loJr~~ '"n Paul Koehnke .>s:::nate 'vi::e ~ -Ent d Conc•t.it.:' & Conttnung Educ:..r.l :m: Shei"On ~C•'III""Sor ::::i ~ct::>r ln~·ano:e Re.ll Estate/Bankln~ .......lryVi ck..rs- ~:::::> )e'-· . ~..-...est GmpJ;.. :Usiless & ln:lustry -ra1ng

break-out rooms with views of a serene wooded area and reOection pool. "Local businesses will use this center. To develop a workforce, you often need to be off-site ," says Vickers-Koch.

Getting the Word Out

and weekends, courses are designed to accommodate busy schedules.

While hiring experts is difficult,

"Mortgage banking is such a growing industry that one company sent a Oyer

Corporate and Continuing Education has to offer. Forty pages of courses and schedules, coupled with infinite

inviting students to interview with them after they completed the course ,'' says

Len D .. y. )•r-:ctor. New 1ndL'!I:-- &. FocL!ed r- .E .nallf"<~ lrllng: BerP·Ie (QC""jrr 1tor. Language~ :::::JLure;VIer- -=~<:ocrdndo f"e"""'90n<~l l e ests:: jeff Sechri> . C •rector. :;pee a -=t-:>1~: l..:lrra.ne

who work the business everyday -

imagine the task of marketing all that

option to create a program that is

Shelron Robinson, director of insurance , real estate and banking.

uniquely yours, is tough to communicate to the masses.

While filling classrooms is not a problem , Robinson reports that finding licensed instructors is a challenge. "Our enrollment could double if we had the

"Without a doubt, our biggest challenge is marketing," says VickersKoch. "There is so much depth in what we provide; it is hard for people

F \ CT:

YOUR

BEST

CUSTOMER

ABOUT

LEAVE

YOU

\\- II\ i:

IF i-YJ G JE x· SEI.\I'ICE O'l PRICE AS A REASON FOR THEIR DEFECTION, YOJI'D BE WRONG ••• AND BY THE TIME YOU REACT, IT WILL BE TOO LATE "',()\\,:

NG- ONLY (.i.. ~.1 '11'5. TELL .,..OU WHY THEY DEFECTED, WE CAN HELP PREVENT OTHER DEFKTIOI'ootS ANI:O ACTUALLY HELP GROW YOUR ACCOUNTS

•

jan..Jary

20C~

The Penny Group

704 .372 .1400

Cus t ome r Ex pa nsi o n

rpen ny@thepen nyg roup . com

and Rete n t i o n

thepennygroup .com

THE

POWER

KNOW

greater charlotte biz

to get their arms around it." She

credits each of her directors for their ability to carry the torch of a sales and marketing professional. '"We all ha,路e to make contacts and get the word out about our CCE programs. We are a college competing against prh路ate compan ies with big advertising and marketing budgets," she emphasizes. "We have a lot to offer business professionals in our community. We are a big pan of this community and we will continue to grow biz with it."

CORPDATA P

since1984 OV.ER 500,000 PRO OTIONAL ITEMS!

Sherri Oosterhouse is a Charlotte-based freelance writer.

Central Piedmont Community College Corporate and Continuing Education P.O. Box 35009 Charlotte, NC 28235 -5009 Phone: 704-330-4662 Dean: Mary Vickers-Koch Nu m ber of Employees: 55 In Business: CPCC was founded in 1963 Awards: Real Estate Program of the Year, 2002; Real Estate Educators Association. Small Business Center Award for Excellence, North Carolina Community College System 200 I, 2002; cited among the Top Ten Computer Training Centers in the Charlotte/Piedmont region by the Charlotte Business journal Also: 27,000 students annual ly in Corporate and Continuing Education classes (the not-for-credit division of CPCC classes) Custom Programs: Call Center Customer Service; Computer Training; Teacher Education; Language & Culture; Manufacturing; Leadership & Professional Development; Manufacturing

PO Box 7148 Charlotte, NC 28241-7148 2920 Mlitehall Park Drive, 28273-3333

704-588-8882 Fax 704-588-8886

www.cpcctraining.org

11!:1 CENTRAL PIEDMONT g COMMUNITY COLLEGE Corporate & Continuing Education

greater charlotte biz

j ;:. rnry 2004 17

OPENI G THE DOOR 路r o ,S UCCESS ORIGINALLY A WINDOW OF OPPORTUNITY, OVERHEAD

DOO .R

IS NOW THE

g r e c.:. er chcrlotte biz

ORIGINAL

j3n Hr y 2004 19

Potts and Burris have grown theicompany from 23 employees in one location to 105 employees in three different locations. Business has growu from $2 million a year to in excess of $15 million. And they did it because they understand basic business fundamentals and believe in hard work.

Starting at the bottom Potts and Burris share humble beginnings . Potts grew up in Mooresville, tl:-e adopted son of textile workers. He ha~ worked since he was sixteen years old doing a shift in the mill while still goir_g to high school. Burris' father was a sm.lL businessman in Mt. Pleasant. "We had nothing but a desire to succeed and a willingness to work," saJ:; Burris. The two men came to know eacl·. other while working for another door company in Charlotte. Potts, who starec at the bottom, had worked his way up the corporate ladder, becoming a warehouse manager, an installer, an estimaor a purchasing/estimating manager, bran.::-. manager and finally, a partner in charge of the commercial division of the comJ=any. Burris was a sales manager in the residential division. When the company w:.r; bought out in 1993, the new Ohio-bascc ownership decided to eliminate Burris' position. "We tried to tell them (the ownership) that that wasn't a good idea," say" Potts. "We were a good team, with Ran.: y overseeing the residential side of things and me doing the commercial. We had grown the company well and it enjoyec a good market share. " The out-of-state ownership wouldn·: listen. So Burris and Potts decided to go into business together, but raising the necessary capital wasn't easy. "We were turned down by bank after bank ," reports Burris. "Finally we worked out a deal with Overhead Door Corporation to purchase an option to buy a distributorship. In 1997 we exercised that option. Everything we owned was on the line ." The two men had a lot to lose if they failed. Potts, at 43, is married with three sons and Burris, at 3 7, is also married with four daughters. Their fami lies

january 2004

depend on them. But they shared a passion for the business and a faith in God . "I always trusted God to lead us anc help us overcome the big obstacles," says

IT,

BEEN A

C.)opJny of ·he Pie:.mor.r: PoLS ;.1u.[ ~-u~is .also cwn anc ::Jper:a.Le: Wi j;ns Dxr ~.~nice, whictprov:.:l::s a - . DELL"lg ::io:Jr prccuct in he 1-:.: -<:Of) cr~

1'.11

cITING

JOURNEY. ' lHE COMPANY HAS GROWN BEYOND OUR W I L D E S T D R E A M S . -~' - James Potts, president

Potts. "It's been an exciting journey. The company has grown beyond our wildest dreams. "

Building a business The Overhead Door Company of Charlotte has a long-term track record , having been in business since 1935. It serves both residential and commercial customers and services the products it installs, as well as servicing all other brands. When Burris and Potts bought the company, they divided up the business into the residential division, which Burris oversaw and the commercial division, which Potts supervised. At first the business rode the new construction wave of the 90s, growing because the new home market in the Charlotte area was booming. But the partners knew they couldn't depend on new growth forever. They decided to diversify and agreed to spend money to shift the company's focus. They built up the after-market sales to homeowners, commercial end users, and the service/repair businesses. When the new construction trend slowed after 9-11 , Overhead Door was ready to weather the storm. They had a new strategy in place; they would diversify and dominate every market segment. "If you've got a door issue, we've got the answer," says Burris. "We want to be involved in all aspects . We're working to bring in new products. " Today, the company has been able :o open two new locations of Overhead :Joor Company (Overhead Door =ompany of Rock Hill and Overhead Door

en y they startec a ne-v •: OIJUL r _i<l : :nr::a:::y caLed Loac...ng [J::.=k S,-,;_ ' :i lhe Carolims, whi:h is 3 :lis.r bJt >: =oi SF'?< dock ::>roduas fea ::1 mg ..:co ..::•c.din§ deck equiprr ~ nt a. TI-D -:.."''ck-Jut doors. 0 _rhea:i :JooC011pa.1y :Jf Charlour alsc J::.ded •:=araee Tek to its resdenti;al ~ro Jt:l. :r.e, <rp"Jealhg to :l:)mem"lers ,;;, ·::.:J \\.::II_.) rc:ximEe the g,orage 1Jace inthei- ~ug::s. -=:- 1.c: duo also pu[ a ney busi~..:; s JCUre in r:bce, w · ch induce-: c..l·:e cante ~ senio::--man<J.§:eme'l. :ec.m ~·t:rris

CNC Door Ccmpan:-- dil:ia O ·ierhead Door Company of Charlotte 660( West W.T. t-'Yris Btvd. Chat--totte, NC 28169 Pho•e: 704-887-3t.7 Partoers: j<Wnes Pctts, PP->i:lent. ;nc 'ard1 Burrs;, Vice P-=side'll. 'I! umber of Empk:yees: J ) 5; 'lO ~e-vice vEhicles

n BIISiness: since 335 ':Jrc ducts/Service~ Provcilg re~i.:Jc1tial an:! comr er:ia :Jo rs: ; nd cbck equipment ~ohddhano~corn

greate - ch3.r

ott~;

:• z

became vice president with all day-today operations reporting to him through those managers. Potts, while continuing to focus on the commercial side of the business, is responsible for the big picture. He keeps the company moving toward its goals. "We tag team a lot of stuff and , as the company grew it became confusing," says Burris, who also admits that the two men, while they share the same goals and philosophy, have differenl personalities. "james is real laid-back, " he says. "He works well with people , while I'm more the enforcer-type." Burris and Potts believe they have been successful because they understand basic business fundamentals, including the importance of customer service. The partners want to know whenever anyone in their organization makes a mistake , not to necessarily reprimand who made the mistake, but so they can work together to correct and learn from it. One of the two tries to be available to talk to every caller with a complaint. "Our goal is to provide the best customer service," says Polls. "Our price may be beat occasionally, but never our level 0 f service." The challenge is to get 105 employees to buy into that philosophy. Burris says that happens when a company has a culture that rewards individual initiative. 'james believes in knowing his employees well, utilizing their strengths and putting them in a position to do well," says Burris. "We believe that a company should have a culture where an employee can come to work and enjoy what they do. We walll everyone to be excited about being here and to be motivated to work hard. " Potts , who relates well to employees since he has held just about every position himself, says the keys to successful management are: 1. Hiring good people. 2. Never asking anyone to do something he wouldn't do himself. 3. Empowering people to their jobs. Nonetheless, it is ongoing challenge to recruit and train good employees. In addition, the rising cost of insurance is a

greater charlotte biz

problem for small business owners like Potts and Burris. With increases of 30 percent a year, they can only fight back with more safety programs for employees. Success can also breed other complications. One of these is competition from unscrupulous businesses, which falsel y represem themselves in the market. Overhead Door Company of Charlotte is a name that is easily imitated. Other companies have called themselves valious combinations of the words "Charlotte ," "overhead," "door," and "company" causing confusion among customers. The Overhead Door Company of Charlotte is working to educate the public to look for their red-ribbon trademark. "We are the only authorized distributor for Overhead Door products in the area, " says Polls. "If you don't see the ribbon logo with the name; its not the Genuine, the Original, Overhead Door. " looking to the future While the garage door is one of the most utilized parts of a house and is certainly the largest moving object in the house , it has also been one of the most overlooked pans of the house design. Potts says that is beginning to change and the garage door industry is starting to get the respect it deserves. "People who used to spend big money on their front entry door but wanted the cheapest possible garage door are now looking for something beller, " he reports. One of the latest trends is found in the carriage house garage doors. In response , Overhead Door is diversifying its products. Among its product lines are the Ranch House Collection, a new line of wood doors in 18 classic designs. These doors come in a choice of woods, including cedar, redwood, hemlock , and poplar, with a choice of decm路ative hardware to match the architectural style. The Renaissance Collection gives the look of a custom wood door with the longer lasting durability of a steel door and comes with four decorative window options. The Banner Collection features a smooth quiet operation and doors designed to be seen, not heard. Commercially, Overhead Door of

Charlotte offers sectional doors , rolling steel doors , commercial openers, fire doors, dock equipment and high speed doors. "If you've got a door issue , we've got the answer," says Burris. "We want to be involved in all aspects. We're working with different suppliers to bring in new products." Potts says the company will also look at adding additional locations over the next five to ten years. While the company's fleet of 50 service vehicles can easily service a 50-mile radius from CharlotteMecklenburg, Potts asserts that customers like to do business with what they perceive as a local company. "We saw that with the success of our Rock Hill location," he says. "We'll continue to expand within the Charlotte metro area, as long as we can get the quality of people we need. " Customer education is another project for both the presem and the future. All mechanical devices require pe1iodic maintenance, and overhead garage doors are no exception. Preventive maimenance can protect both residential and commercial customers against expensive emergency repairs. Overhead Door Company offers annual maintenance plans as an important part of its customer service. Success also attracts imitators. With Overhead Door Company of Charlotte the number two distributor in market share among 460 distributors nationwide and among the top ten in overall revenue for the last five to six years, the company is a natural target for competitors. Potts says that while he knows there are other companies who would like a share of the market, he isn't overly concerned. "A lot of companies that come in and make a run at us have short-term agendas ," he says. "We've made a long-term commitment. It is not an option for us to pack up and leave when competition gets tough. Competition, as in any business, keeps us on our toes and only makes us better. God willing, this business will always be here. " biz

Casey jacobus is a Charlotte-based freelance writer. january 2004 21

by lynn mooney

PO THE

ERING PIEDMONT

CELEBRATING

10 0

YEARS

COMPANY PRESIDENT RUTH SHAW HAS A POWERFUL ECONOMIC MESSAGE FOR THE CHARLOTTE REGION

he resume of Ruth G. Shaw, Duke Power's president, reads like a river running through the hean of the Carolinas. By age 10, she was

living in Greem路ille, S.C In her teens and early 20s ,

she earned both her bachelor's and master's degrees in English at East Carolina University. Her Ph.D. in educational administration followed albeit in Dallas, Texas. But by her late 30s, she was back in the Carolinas dist inguishing herself as the president of Cemral Piedmont Communi ty College. For most, that would be enough; however other force were at " 路o rk -namely the executives at Duke Power- that wou ld change her life and place her in one of the most po\\'crful positions in the region as president of Duke Po\\'er.

janua r y 2004

chief executive officer) wanted me to

and has been at the forefront of electricity generation and delivery for lOO years.

just baff1ing to me," Sha\• says of the

join the power company. They were either smart or crazy to give me enough

courting that took pla.:e r order to convince her to leave an horur-laden career

time to get comfonable with the idea. " Within 90 days, Shaw made her

in edJcation for corporal~ Carolina, if not c : rporate Am eric<. "~ere : was, the

decision and joined Duke Power as vice president of corporate communications.

Carving a legacy of prosperity Duke Power generated its first 3,300 kilowatts on April 30, 1904, at the

' lL was just one o:· th::se .h ings that was so fundamentally oc:i. lt _ruly was

Catawba Hydro Station at Indian Hook Shoals near Fon Mill, South Carolina. "It's a fascinating story of economic development, of taking a new technology and pushing the envelope on that tech-

UIT'S A fASCINATING STORY OF ECONOMIC DEVELOPMENT, OF TAKING A NEW TECHNOLOGY AND PUSHING THE ENVELOPE ON THAT TECHNOLOGY AND LITERALLY BECOMING THE KEY TO THE TRANSFORMATION OF A REGION."

company and can envision its founders james Buchanan "Buck" Duke and Dr. W

- RUTH SHAW

Gill Wylie walking up and down the shores of the Catawba River and literally

PRESIDENT

nology and literally becoming the key to the transformation of a region, " says Shaw. "l don't think there are many business that can say that's a pan of their history. " She recalls reading a history of the

being able to see what could happen if they could capture that power, and more community college pre.>idmt and Bill Lee (then r:resident and ch~f cpera.ing officer of Duke Power and gra.'1dson of hydroelectric pioneer \l'.'illi 1m S. Lee) and Bill Gr gg (soon-to-be chailman and

That was in 1992. Promotions continued

importantly, be able to deliver it from a

and in March of 2003, she was named president of a company that serves today more than two million customers,

dam to a mill. Deliver it has, first by birthing a

employs more than 10,000 Carolinians

post-Civil War manufacturing boon most notably in textiles with the promise of reliable and affordable electricity; and during its first lOO years of operation, ushering in cutting-edge methods of generating electricity and growing its system to today's capacity of 19,900 megawatts generated by nuclear, fossil fuel and hydroelectric stations. Duke Power changed the economic landscape of a stmggling region; the physical landscape which now includes 11 reservoirs with names like orman and Wylie, out the pages of history of Duke Power; and james, Rhodiss, Hickory, and Mountain Island which Duke Power literally put on the map. The names conjure images of recreation on lake shorelines, prime real estate development and an economic impact that made the region thrive.

A catalyst sunk deep in the clay of the region Shaw says that the economic health of the region is one of her favorite topics. She describes how, on assuming her role as president, she took time to develop a plan for Duke Power to move forward and on doing so, saw how the company's and the region's health are meshed. "As l

24 -

ja-1uary 2004 '' - . . -=-

~::.~

greater charlotte biz ~

,..

'>•'

•

began to immerse myself in what the dri\·ers were for prosperity fo r the company, l realized how parallel they arc to the dri\·ers for prosperity for the region." she says. "It's inescapable Today's great erosion in the region -the decline of textile, tobacco and furniture manufacturing -was affecting ou r prosperity as a company. lt was clearly affecting our region. I think we have an important role and that key businesses have an imponam role in being catalysts for the prosperity of their whole regions. And unlike any other business in the Carolinas, we're not going anyv,,here. 'vVe are sunk deep in the clay of this region. This is were we live and where we are going to stay." She speaks with determination about the economic summit the company will host April 29 and 30, 200+, in honor of its lOOth anniversary The summi t will be chaired by gO\·ernors ~ l ike Easley (N C.) and ~ l a rk Sanford (S C). Its board of ad\·isors includes prominem regiona l business leaders such as Ken Le\\'is, Bank of America Corp.; Ken Thompson, Wacho\'ia Corp.; Jim Macali, Michelin

"I THINK WE HAVE AN IMPORTANT ROLE AND THAT KEY BUSINESSES HAVE AN IMPORTANT ROLE IN BEING CATALYSTS FOR THE PROSPERITY OF THEIR WHOLE REGIONS ... WE'RE NOT GOING ANYWHERE. WE ARE SUNK DEEP IN THE CLAY OF THIS REGION. THIS IS WERE WE LIVE AND WHERE WE ARE GOING TO STAY." -RUTH SHAW, PRESIDENT

Nonh America; Roger Mi lli ken, Milliken & Company; and Robert Ingram, GlaxoSmi thKii ne. Shaw describes the goal of the summit ad\'isors and panicipams as a mission to examine \\·ays to brand the region and determine what it offers that is singularl y beuer for a prospective industry, and \\'ill include the idemification of places where thne is de\'elopmcnt capability

and a competiti\'C edge. ··\Ve'll engage the in\'ited guests in a dialogue around the key areas \\'e think are essential to promote pro~perity," says Shaw, \\'ho describes it as a theme desperately needed. ··\\e\·e not put together that clear, confident message of\\ hm the compctiti\'e edges arc that thi;, region offers LO the \\'Oriel. \ \'e ha\'C much more capabil ity than \\'e gi\'e ourseh-cs credit >-

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lar~ "

Du~

Po-wer's criple bottom line

If s~ ~ coo.J.:I choc•3e, Shaw says Duke Pov.c:r 'M:LI:l be 1erognized for having The ()::) nee

.o,i l. ci Ear

been a

contrib~ .J : l

i:1cr~c; ~~d .

mo 2

diverse manufKturirg tbr U§;:-. :>Ut t:-e Carolinas, and tlat l.Ilder lE.r ~ader: Lp , Duke Power wcul:l te reCJg-.i::ed as ar_ active partiCJpant ent;c.ging -x:v.- bus 1ess and industry t:· tl1e ~gi.on. 'Wo: (Du.h

Stat •n

Power) have undertaken our own look at industries where there is high-growth from the interest of our own businessnot only high growth, but high demand for electric power," says Shaw. "That's the business we're in ; we'd like to have more of it. " It is fair to say that Duke Power serves every customer - commercial and residential - that ames to the company's region, and as a result , is a unique business. Shaw describes the company's obligation as a "triple bottom line" comprised of financial results, social responsibility and environmemal stewardship. The financial result includes delivering to investors solid financial results as a resu lt of good management, superior operations and high co t-effectiveness; to customers , the pursuing of financial results in a manner that keeps electric rates competitive in the Carolinas. Its rates remain steady at 1986 levels. "It's a constam challenge to keep rates low and meet the high standard that consumers have ," says Shaw. She describes the company's abilities to maintain low rates as "a stunning

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piece of Duke's history." Deregulation created a great Ourry of eli cussion in the industry, but according to Shaw, the time is not right for deregulation in the outheast. "! don't see it coming in my tenure as president of Duke Power, which l hope will be long, healthy and prosperous," says Shaw. "We stan from a position of being a region that is competi tively advamaged in terms of electric power. We have low-cost generation and generally low rates throughout the region. l think the regulators who are charged with balancing the interest of consumers and companies are not going to see any near-term benefit for customers in the Carolinas. " While rate discussion makes for attention-grabbing headlines, Shaw says rates are not the most significant issue facing Duke Power, rather the pressure tends to come on issues of reliability. Major power outages in the Northeast and nature's curve balls, such as a record-breaking ice storms in the Carolinas and Hurricane Isabel, have all occurred in haw's first year as president. "These are the things that are real 'dissat-

greater charlotte biz

isfiers' in our business," explains Shaw. ··1

which is pro\·ing no small task in the

Conservation Ach1evement Award. Shaw

think consumers have high demands for

current challenging economy Shaw

is also proud of the company's sale of

a quick response, a persona l response;

acknowledges the difficul ty surrounding

40,000 acres of its jocassee Gorges land

things that historically utilities are not

workforce reductions such as Duke

holdings to state and federal organi;:a-

very good at." To address the issue of

Power has undertaken.

tions to presen·e the region's natural

customer satisfaction, the company has

"Nobody likes to do it," says Shaw.

undertaken a study designed to rate the

"But you do it in a socially responsible

customer experience with Duke Power.

way that provides a fair severance, educa-

resources. As the centennial of the company approaches, Shaw says it is enjoyable to

Armed with that information, Shaw

tional benefits and ongoing healthcare

look at the seminal moments of its past,

hopes to establish a set of standards for

CO\'erage." She also speaks fondly of the

but it's the potenual for a bright future she enjoys most.

the customer experience. But it must be

company's "Share the Warmth" program,

doin g something right: A recent national

a partnership between Duke Powe1· and

survey of commercial and industrial cus-

its customers to help people to pay their

of the licenses of the Duke Power operat-

tomers ranked Duke Power number one

power bills during the winter. Area agen-

ed nuclear stations in York County, S.C.,

Successes, such as the recent renewal

in overall customer satisfaction, energy

cies help coordinate the program and

and

efficien cy, reliability, power quality, price

distribute funds throughout the Duke

to generate electric power into the 20"-fOs.

and account representath·e performance;

Power sen·ice area.

Also underway is its CatmYba/VVaterec

Financial Times Energy awarded Duke

With regard to e1wironmental stew-

111

Hunters\·illc, N.C., allow the plants

project to ensure rc-licensing of its

Power the title of ''Best Electricity

ardship, Shaw recognizes the significant

hydroelectric stations and reservoirs on

Company" for pro\•iding safe, reliable,

environmental impact in terms of air,

the Catawba Rh·er. It is a project Shaw

competitively priced electricity and out-

water, and earth that Duke Power has on

describes as crucial for the environment,

the region. "We operate to \'ery high

the company, and one that shapes the

standards of em·ironmental stewardship

landscape for generations to come and a

to Shaw that includes providing good

in an on-going way," says Shaw. The

continuing pan of Duke Power's legacy. bi

jobs with good benefits for Carolinians,

company has won numerous environ-

standing customer service to customers. As for social responsibility, according

mental awards including the National 'v\'ildlife Federation's prestigious

Lynn Mooney is a Charlotte-based freelance wnter

Duke Power a division of Duke Energy 526 S. Church Street Charlotte, NC 28202 Phone: 704-594-9400 President: Ruth G. Shaw

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char o t camera Soon after Myriam Breedlove boug t Charlotte Camera in June 2001 / she was struggling to help a customer ~urchase photographic lighting equipment or a busy Saturday. She didn't understand wllat he needed, so she handed im off +o a salesperson. greater charlotte biz

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"This customer kept saying, 'But she was helping me, I want to make sure she gets her commission,"' Breedlove remembers. "I said, 'It's OK, I'm the owner.' He nearly fell on the floor because I was obviously having trouble selling anything to him. I didn't know what it was he was looking for." Breedlove smiles when she relates this story, because it helps explain how the youthful-looking, former investment banker got into business for herself. With no photo knowledge, she bought Charlotte Camera Brokers, Inc., after diligent research to find the optimum outlet for her entrepreneurial desires. With its extensive stock of used as well as new cameras and photographic equipment , the renamed Charlotte Camera fills a niche that Breedlove calls largely unserved in the Carolinas. From its 4,000 square feet in a cozy shopping center at 2400 Park Road, it attracts professional and serious amateur photographers for deals on brands such as Nikon, Canon, Olympus and Pentax. "We buy equipment from people either on a trade basis or outright for cash ," says Breedlove. "We have a lot

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of customers who buy and sell and trade over and over again. They're those people who always want the latest and greatest equipment , but they don't have all that cash." Learning as she goes, Breedlove charges her nine-person staff to put a premium on buying quality equipment. A rating system eliminates worn items and keeps the used stock at near-mint condition. Many items remain in original packaging. "Every used piece comes with a standard 60-day warranty and we sell an extended service contract on most everything," Breedlove says. "We have cameras for $75 and we have cameras for $7,000, so the range is enormous ," Breedlove says. Savings on used models can vary, she adds , but about 25 percent LO 30 percent off the new price is the norm. Though other area retailers dabble

in used photo equipment, Breedlove notes none offers the selection and knowledgeable , personal service of Charlotte Camera. Selection and expertise is largely lacking at big box stores as well as pawn shops, she says. She cites KEH in Atlanta as a comprehensive national used camera equipment dealer, but one that is almost exclusively a mail-order house with a big Internet presence.

A Professional Operation While Charlotte Camera sells through a Web site and a toll-free phone line , it also offers advice from a sales staff that knows photography. Several have been with Charlotte Camera for six years or more and learned retailing and merchandising in positions such as grocery store manager for Harris Teeter. Sales manager Steve Michael recalls a recent customer who was thinking of buying a large outfit of new equipment. He wanted to move in a new photographic direction. "I said , 'Wait a minute. You can do that with what you already have. Here's how you do it. ' That's what happens a lot, and it builds up goodwill ," says the seven-year veteran of Charlotte Camera who lives in Mint Hill.

Charlotte Camera, Inc. 2400-G Park Road Charlotte, NC 28203 Phone: 704-339-0084 and 800-832-4224 President: Myriam Huber Breedlove Number of Employees: 9 In business: since 1987 Products/Services: Retailer of most national brands of camera equipment and one of the nation's largest dealers of quality used photographic equipment www.charlottecamera.com

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"It's a most professional store," says Charlottean Ervin jackson, 78, who's made amateur photography a lifelong pursuit. A retired executive of the old h·ey's department stores, jackson says he 1·isits Charlotte Camera at least once a week. "Everything is organized, marked and clean," jackson adds, "and the people are very knowledgeable. They're pros in there," the former tral'cl photographer adds, "and they can help pros" Richard Israel of Charlotte's Richard Israel Photography echoes jackson. He could buy cheaper online from a New York outfit, he says, but he opts to pay a bit more at Charlotte Camera because he knows the firm will sen·ice what it sells. Israel recalls buying an expensive digital camera last year. He appreciates that l\1ichael helped him get a $500 discount from the manufacturer. Michael counts the Charlotte Camera staff as possibly the most knowledgeable in the Eastern United States. An emphasis on training and the sheer variety of products that Charlotte Camera stocks- maybe 300 to 400 camera models a week- keeps the staff sharp, he says. "b·ery living piece of equipment on this Ooor is most suited for a different person," Michael says. "The key is to find the right piece for the right

person Photography is rapidly changing from images on film to th ose created digitally. While Charlotte Camera offers new digital equipment, Michael says, used traditional items remain abou t 40 percent of its business. Digital hasn't been around long enough to generate a large used trade.

helps a lot." Breedlove says that comes naturally "I don't know photography," she says. "For me, it's critical that I surround myself with experts." Meeting the Challenge

ow 31, Breedlove earned her master's of business administrat ion from

"Every living piece of equipment on this floor is most suited for a different person. The key is to find the right piece for the right person." ~ Steve Michael, sales manager

"One of the things about used," he says, "is you control what you're buying it at so you con trol what you' re selling it at." He points to a secondhand Hasselblad camera wi th a $1,900 tag and a good cond ition rating. "I remember four years ago it would have been $4,000, and if you bought it new now it wou ld be $5,000." Michael praises Breedl01·c for injecting ene rgy into the business that started in 1987. "It's a real good teamwork environme nt , which I think

Northwestern Unh·e rsity's Kellogg School of 1\!anagement after finishing at Duke Unil·ersity. She worked seven years in investment banking, first for Bank One in Chicago, then for \.Vacho1·ia Securities in Charlotte. "I spent a lot of time advis ing other people how they should struc ture their business," she remembers. "I got to meet so many wonderful business people and l always th ought that's the life l wanted l wondered, 'Am I up to the chal lenge?'" >-

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Entrepreneurship was in her blood. She's the daughter of Swiss immigrants who came to the United States in 1970 for what they thought was a temporary engineering project and never left. Her father still operates a business in GasLOn County, as did his father in the home country. Working with business brokers,

financial details to herself. But she does say annual revenues are between $2 million and $3 million and growing about 5 percent a year. "A good business is always going LO do well, regardless of the economy, " Breedlove says. "But it's harder to grow faster when the economy is not strong. I'd probably prefer to grow at 10 per-

"A good business is always going to do well, regardless of the economy. But it's harder to grow faster when the economy is not strong .. " ~

Myriam Breedlove, owner

Breedlove examined ventures from chimney sweeps to carpet installers. he figured she 'd have LO learn the business , no matter what. "I thought 'I've really found a little gem ,"' when an adviser introduced her to Charlotte Camera. "It was a relatively unknown company with a great track record and a phenomenal staff, not troubled in any way, " she says. "[ saw an opportunity to grow the business. " She's the sole owner and keeps

cent over the next few years. " That's not unreasonable , she thinks, because of the momentum her sales staff has built, the new customer relationships the business keeps forming, Charloue Camera's relatively new Web site and her plans for regional and national advertising. Though she was never even a photography hobbyist , Breedlove is happy with her leap into the used camera trade. She 's learned much from her staff and she takes "a ton of pictures ,"

mostl y of 18-month-old son Paywn. "For those of us who want careers and motherhood ," she grins , "there's never a convenient Lime LO get into business. If you try LO wait for that perfect moment , it's never going to happen. " Breedlove tells others conside ring a business o f their own that being an entrepreneur isn 't glamorous. Her corporate background made it difficult for her LO adjust to limits on her company's financial resources and the necessity for seLLing priorities. " ! had always worked in a large bank where , if you need something, you just order it and magically it comes to your desk, " she says. Without support staff, she struggled initially with "knowing that if the copier breaks , there is no service person LO call. You have to wear all hats. " The used camera business cycle was easier to get used LO. There 's a 20 percent sale spike at Christmas, and a Canon digital camera for under $400 was popular this most recent season. Sales jump again in August when students enroll in photo classes. Used equipment Lends to pour in during january and February, sparked by a need LO pay off holiday-inflated credit cards, she says. Introduction of a popular new model, such as the Olympus E-1 digital camera that came out in October, can prompt trade-ins

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from people who want the latest system. She'd Do It All Again Breedlo1·e lives in Matthews with husband Brad, who teaches history and coaches at Sun Valley High School in Union County. She cal ls Brad "wonderfully supponh·c ... Knowing what she docs now, would Breedlove wade imo the photography busmess again? She answers without he itation. "Absolutely, I would do it in a heartbeat. It's been a challenge every clay but that makes it fun." Through a local chapter of a young entrepreneurs organization, Breedlove learn from shared experiences with other business owners who're younger than -+0. Reminiscent of her im'Cslment banking clays, she continues ad \'ising others. "Make sure you're going to be excited and passionate about it," she tells those thinking of hanging out a shingle as well as folks already operat-

"Make sure you surround yourself Nith people who ore not exactly like you." - Myriam Breedlove, owner

.ng c.. business. "Second, take a good, hard look at your strengths and weaknesses. Make sure you su rround yourself .1·ith peop le who are not exactly like you." Taking her own acl1·ice, in September Breedlove started a second 1·enture cal lee! Southeast Photo Wotkshops It's a school run by two loc:Jl photographers she met through her 'Nork on the board of The Light Fac ory, a non-profit agency that promoles artistic efforts in photography

and film. joe Ciarlame and Karen Ashworth teach classes in a studio ncar the camera shop. Breeclk)\'e had offered photo classes at her stoi-c, but people were stanclofrish because they suspected they'd hear a sales pitch. The neutral locat ion alleviates that concern. The school has enro lled more than 100 stuclenb so far, Ciarlante says, and they come from as far away as Florida to take classes one night a week or for weekend seminars. A long-time customer of Charlotte Camera, Ciarlante says he, too, appreciates wha t Breedlove is doing with the shop. Making high quality used equipment available commercially has become its specialty, he says, and that's ··unique to the area." When Breedll)\'e took over, Charlotte Camera became a much more professional operation, he adds. "She's raising the bar" iz Ellison Clary tS a Charlotte-based freelance wnter.

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su MECA PROPERTIES REVIVES THE OLD FOR THE SAKE OF THE NEW For over 23 years now, Tony Pressley has championed the preservation and revitalization of Charlotte's earliest urban communities and business corridors in a manner sensitive to the community's rich past and the needs of current area residents, successfully transforming South End into a mecca of new urbanism.

t was 1980 when Pressley left a lucra-

on while many more established business-

tive career as circulation manager for

es were faltering.

The Charlotte Observer to pursue a

Pressley, a native Charlouean with an

whether he would be content to remain in that line of work. 'That's the point in a man's life when, if you're going to take on

unassuming attitude , almost gives the

new challenges, you'd better do it," says Pressley, "while you're young enough to

out, mere months before the prime lend-

impression that his leap into the uncertain and volatile real estate industry was impul-

ing rate hit 21 percent. Bad news even for

sive or e\'en a bit rash. He had gained

established real estate businesses. "This is

some knowledge of the real estate business

a business and an industry where the lifeblood is capital," says Pressley "That

through his father, though, who had

in 1980 leaving his rental properties for the family to manage, Pressley decided to

acquired over the decades a few small residential rental properties. As Pressley

that would become MECA Properties was

more rewarding career in the rea l estate management business- and, as it turned

was my baptism- it was by fire. "

take on the risk." o, when Pressley's father passed away

make the career switch and the company

desc1ibes it, 路'] grew up in a household

fonnally born. Employees: one. Revenues:

business end of the Knight-Ridder compa-

where real estate was spoken."

ny and a strong drive for survival gave Pressley what he needed to keep pressing

barely enough. Today, as president and CEO of the

business, Pressley had begun questioning

But his previous experience on the

greater charlotte biz

After 15 years in the newspaper

company, he and his company are

january 2004

tlui-,bg 13 1narl<:eL v. ~1ere .heir sp~cialLy, u±ar ce:'-e opctcnt, h::s a~er eon 1 rew .::f•:l.~- Bot I'r:os ey sa.s kt 'Vher 1e c~ SlO? .u 3Cl E...3t Boubard a:1d tc,pn fousin.2 ·)11 the 5o 1th [ nJ area, he lliJ n·-L yet e:rvis cn~d :>r precicted the re·i :al zation t - a \ l as to occur there , Jnd t- urbm a:midcrs JCrC-:5 he: mtior over .: - ene.,tt·~·em. ,ICH~. • wa91't t.:tal ,;:-u- · 1-e .>oy~ nodest~~- 'And l :Io- 't thi- k i was h:U oevioc." Grow1:1g inc•; a We 1-0eYeloped

Come an.,. l .t first, Press!e; tnJicge•i on!y h~ fa uily p-o ..,ert..~s. but 11n1::cia~l::' he began LJ lcot: l: "o adciti ::n<-1 tu;ir~ss ncl op]X•r un_t.e3 f::r J . ,'ei"3 fi :a on. -Ic ere;; ted c. bus in~~ plJL a:xi sough_ bu3.res~ p311.ne:rs ..{(1" oegin •) l \.e fit=than.d llan:' d tre t 'le•:rie~ 1nd "llc.r y o. the i ~sso:r. p~a;-r,s th<!~ o,·e- the }'CHo :10U s-:uclieu," h~ Sly •. oE ::t -ui:J 3 tLe bms ress.. '"!u;ioes; pla·s bec-:mte - if.: o- ~ea1 :-te.eosity." :.c~ordirg tc P~,;s ey u-b'-n revi.Lllizatioo ·;ns an ;rrec. A op[X>nmit:> l:::.ecata: "th::e wc-ent IT<.ny' r::al elate pDClitior-

us :oncertrathg in

th~~e

first ard O£C•nd ~rg ne ?;-borhJods and what l Ce ll cho: oig nal bLsiness corridors." The rr:a}x ty we~W;; focustng eithe:r in the quici:l; s·)rJ\~irg su Jurban s~ctins of tCW[o)r dire•::l.)' CO\\TilOWn. ?r~s: ley's ir Lal Jusiness plan fcct.se::l •.•n the .:cutb E1d area while d;vCJ.siiy: 1~ in.c r- ullip e real esta.e srecialtie..;. 'W e_ a11: rrouc that we are lo: ally J\~d :me operated," say~ P~ss ey, ·sc we :idi~ cxr geogra · hica mJrk~ t de liberaL L " In 3.c1Jitio- I•) propeTL)' manag::ment MECA nc N ac:s a~ a ;-esid ~ ntial arol comrnerciJl brd<:ea:.gc firm , and h:~1dles bo h 1esid ~ rt.ial n _ CJmrr ercial develo:Jme:nt focLshg :r 1e "oiginal business COITiCJrS This ~a·, r..1ECA aclc d a subsi:liat, -a fral.c:ht;e of Coli well Bmker omrrer::iJ- t::l -.melle th~ comrn-:::rcial bra <eng:: -iae of tl-e l:usi:n_ss. Thi~ inc~as<:d -!ECAs sdf (in::Luding n : nemplo>·ec: SJltsrecJ e) to o)\·er 30, and contribut:: to inc-::JSel re\enues du.1ing wha. l:as be-e a :l =·vn year for mos· real

estate companies. In 23 years, MECA has eli tingui~td itself on several fronts. "Our uniquene:s~ .s that we are locally owned and operattd_ and multi-faceted ," says Pressley. "\i\1?. offer a combination of services that i.; 'lC L usually found in one place. We don't bcs on excelling in just one specialty; we ac:l by offering our bundle of services wl-.i.:h are clearly first-tier. " In fact , Pressley is one of only a \'ery few who have received the prestigiou,; Realtor of the Year Award from both ~ residential (in 2001) and commercial c~ 1995) boards of realtors. A slew of other awards graces the c.:xference room shelves at MECA , testifyrg to the excellence of their work and theicemrality in the Charloue real estate community Among them: Charlotte Busine>S journal~ top 15 entrepreneurs of the pas: 15 years in 2001; the 2001 Pegasus Aw~·d from the harlotte Chapter of the Public Relations Society of America; the harlone :::hamber's Entrepreneur Award in 2000; ::md the C Governor's Business Council on the Arts and Humanities "Governor's Business award" in 1999. Pioneering Revitalization

Eesides being multi-faceted, MECA is unique for their early and commiuccl l.>sociation with the revitalization of "firSL nd second ring neighborhoods," such a· South Encl. Although he claims no prescience for the current cachet of urban "£:Vitalization, Pressley is not shy about xmiuing that hi company pioneered fr:Jjects that it has now become fashiona~e (and lucrative) to pursue. for in5Lance, MECA was developing infill md mixed-use projects long before those .a"'lls were buzzwords. Pressley and MECA have also played a icneering role in the creative reuse of old b.1ildings, working for a new rehab code Ju . makes such projects feasible, and ~dvocating for the passage or brown fields le;:t3lalion and for the expansion of special :.a, :listricts beyond the center city to spur th:' :levelopmenL of urban corridors like ~..::u . h End. Pressley auributes the current interest r n-ban revitalization in pan to an awareru:s;; of environmental issues and a desire

jaiL :O r)' 20Cl4

greater charlotte biz

to take beuer care of our resources. Early on, Pressley recognized a neec!LO find new uses for old buildings, so thal instead or tearing them clown and mm'ing the scrap lO "somewhere else," the materials and workmanship could be recycled. ln order lO do so, he and MECA became instrumemal in helping lO promote the need for a new Nonh Carolina Rehabili tmion Pilot Code. The purpose of new rehab code is lO be friendlier to small rehab projects, suppon affordable housing effons, and be more nexible for hislOric building buildings. Basically, says Pressley, the new rehab code allows nexibil ity in bringing old buildings up to date. ll takes imo consideration the poim in time when bui ldings were built and how they were built. Some conditions, for example, can't be changed without making the recle\·elopmelll of the building economically >-

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MECA Real Estate Services, LLC d/b/a

MECA Properties 1800 Camden Road, Suite I09 Charlotte, NC 28203 Phone: 704-372-9461 President and CEO: Anthony T (Tony) Pressley Number of Employees and Associates: 30 In Business: 23 years Awards: 200 I National Business in the Arts Award sponsored by the Business Committee for the Arts and Forbes magazine, The Charlotte Business journal's top IS entrepreneurs of the past IS years in 200 I; 200 I Pegasus Award from the Charlotte Chapter of the Public Relations Society of America; Realtor of the Year (residential) 200 I; Charlotte Chamber's Entrepreneur Business Award in 1999; Realtor of the Year (commercial) 1995 Business: Residential and commercial sales, leasing, management; real estate development in the Charlotte region www.mecaproperties.com

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cannot be updated to current standatds without completely tearing them dov.< Under the new rehab code, the stai rs might be eligible for modified updati~ guidelines that make rehabilitation fea'ible. The guidelines are based on when the building was built and reasonable expectations for updating. ln addition to Pressley$ advocacy for the new rehab code, MECA was a very early developer of infill projects a:~d the redevelopment of brownfields in Charlotte. Many of their development projects have been mixed-use and live/work spaces conveniently located near amen ities and transportation. Such projects are now very much in vogue bJ were new concepts the 10-plus years a.:;.o when MECA began developing Olmste2. Park and Atherton Mills. Pressley has also played a role in lethying for extending special tax districts originall y created for city centers outwa...d into business corridors like South End. "[ by no means take credit for that," says Pressley "We worked on it with a lot of xher people- city staff, our local delegJion, the legislature in Raleigh, groups li...:c orth Carolina Citizens for Business antIndustry- it was a team approach, but "Ve warmed up to it very early on." But Pressley is quick to point out that the trends he has helped prompt and guide in our ci ty are not exclusive LJ Charl oue. "New Urbanism" and """"ustainable Communities" are buzz V'Ords in the media and among real estalf. professionals nationwide. Live/work spac:::., li?;ht rail, urban loft apartments, trendy almost-downtown office spaces are the n ~w style in real estate. Pressley attributes the resurgence of irterest in older properties to a new awar:ncss of air quality, pollution, and quality of life. People are looking for shorter comITilltes, a greater sense of community, and a sense of histmy The reuse of old buildin.?,s appeals to a new environmental snsibility as well as a desire for attractive historic spaces for living and working. Shnrter commutes mean more time at home and less pollution. In addition , mmy urban corridors are becoming beuer equipped with convenient public trans-

greater charlotte bi-z

ponation- buses, light rail, trolleys like that in South End - offering even more environmental benefits. Growing into the Future

MECA's real estate roots in Charlotte date back more than fifty years ago when Robert H. "Bob" Pressley first purchased a single house and two vacant lots. Bob's son, Anthony "Tony" Pressley took the

Casua, flegar t ( . .)et:mg

reins in 1980 and was later joined by brother Robert M. Pressley (now executive vice president). Now both of Tony's sons,

f.usin2ss

f I~£E ~· ngs

Robert A. and Andrew W, and three other partners are part of the group. Although only 55 years old now, Pressley says that he expects to hand his business on to the third generation of the Pressley family in five years or so. "We have been working for a number of years on a succession plan," says Pressley "We have roughly two generations of management here , one on the way out and the other on the way in." Thanks to advance

200b

'v/1 (.mes

y the Glass

planning, MECA expects to continue to grow through its changing of the guard, continuing the tradition of supporting urban revitalization. But for the present, Pressley has his

:errporary

+-1

•

\m2.ncan

hands more than full: "Growth seems to be snowballing as a matter of fact, especially in the South End , as design-related companies arrive in South End and begin doing business with one another" Pressley continues, "We are far enough along that success breeds success. ln the next 18 months, we could easily grow as much as we have in the past five years." Likewise, Pressley expects Charlotte to continue to grow and prosper. "l think these are exciting times for developing

Bar N\enu

revitalization projects and spurring entrepreneurial initiatives. " Although Pressley foresees many changes for the city, he does not expect MECA to grow beyond the broader boundaries of the Charlotte metropolitan area. "We are not a regional player, not a national player," he says. "We have become very comfortable with who we are, and in the end we're a small business." biz

Heather Head is a Charlotte-based freelance write~

greater charlotte biz

=. rL

c_- i

2004

[bizdigest] ~ifost

Executives Say Companies Have a Respon3ibility to Promote Wellness Among Employees But many do not offer programs that educate and encourage heafthier lifestyles According to a recent American

programs this year than in 2002; 47 pe·cent

teams, bowling leagues or fundraiser

Management Association (AMA) survey,

offered the same number and 6 perc en:

walks/runs.

71 percent of executives say that corpora-

sponsored fewer programs than Ia:: t yesr.

tions have a responsibility to promote

Only 29 percent of the compa · es that

health and wellness among their employees,

sponsor health and wellness progrc.ns ::Jffer

but that less than half of those companies

some type of incentive for employe:es

About 30 percent of respondents say their companies have cafeterias that provide or sell meals for employees, and 90 percent of those respondents say that the

offer educational programs on self-care

participate. And, more than a third :X e <ec-

selections are healthy, including fruits , veg-

topics, including:

utives surveyed (36%) say they do not

etables and low-fat entrees. And, 92 percent

• Exercise and fitness (47%)

attend the programs.

of the companies have vending machines

• Smoking cessation (41 %)

In addition to educational progn.m;,

that sell fast food and beverages, including

• Blood pressure management (36%)

more than half (52%) of the compa· es

• Weight management (34%)

extend discounts or corporate mem:,ership

• Stress management (33%)

to health clubs to their employees, a d

• Cholesterol management (27%)

percent have exercise facilities avai able on

22 percent offer them to executives only,

the company's premises. Another 61 pe -

and 16 percent offer them to all staff mem-

utrition (25%) Overall, the number of programs is

candy, snacks and soft drinks. Thirty-eight

percent of the companies offer corporatesponsored, annual comprehensive physicals:

cent of respondents say their orgai'Mu ti:::>ns

bers. Seventy-one percent of respondents

increasing: 3 I percent of the companies

participate in community or corpo c.:e-

say their companies provide flu shots.

surveyed offered more health and wellness