Greater Charlotte Biz 2005.01 by CLT.biz & Charlotte Biz & Greater Charlotte Biz

ROADRUNNER

Busines

Introducing Charlotte's New Executive Conference Center Opening in January 2005

~~""""HARRIS CONFERE:NCE:

Where ideas and results meet.

CENTER

• Convenient airport-area location

• 14 purpose-built meeting rooms for up to 500 • A learning -centered conference environment • Complete meeting package • High-tech features and high-touch serv1ce

For more information

704.330.461 1 www. bookharris.com

cover story

Ph ilip Mo rris USA Far from the image of smoke-coughing factories and industrial colc!ess the Phlip Marrs manufacturing facility in Concord is the picture of bucolic tranquility - but one example : :> 路 the dissonance between perception of the company and its reality. Cabarrus Courty receMiy l eralded the announcement of the plant's $200 million investment to upgrade facilities anj i-nprove 1=rocuctio1, securing over 2,600 existing jobs. But the industry's position is precarious; in ..vhat ctherbt..siness does a ompany have to advertise against its product yet continue to be profltlb e n 3 dedining r1c.ri<zt?

16 Carroll Financial A ssoc . In the heart of South Park's marbled Rotunda Building, hammers are pounding and saws are busy carving new offices for Canroll Financial Associates. In December. the esteemed financial planning group made a $2 million purchase of the building, increased its office space by 40 percent and added four new professionals along with their clients.

28 Harris Confe re nce Cente r Affiliated with CPCC, this Center houses 14 thoughtfully-designed conference rooms and a dedicated professional staff, combining high-tech features with high-touch service, including video conferencing capabilities, high-end furnishings and retreat-like settings designed for the comfort of as many as 500 meeting attendees.

publisher's post

employers biz

Legislative and Regulatory Hi ghli~LS fo::Area Employers

on top biz impact

Fishing for Dollars: Bassn ::.ster Cl::.ssic Makes a Reel Impact on Cha:lotte

biz outlook

North Carolina Economic Gro9Vth to Slow in 2005

biz resource guide

34 BizHub Biz Hub operates as a first-stop regional resource center Its primary focus is to facilitate and enhance access to information, assistance, opportunities and capital; its vision is to be a catalyst for economic growth in the region, making it easier for locally based companies to grow and fuel the economy.

on t:he cover:

Gary Ruth, Vice President and General Manager; Philip Morris USA Inc.

38 Freeman Whit e This century-old business has shaped itself into a value-driven consulting and design firm focusing exclusively on healthcare architecture.lts national ranking has risen from 78 to 16, revenues have increased from $3.5 million in 1992 to over $28.8 million in 2003, and the number of employees has grown from 38 to over200.

janua路y 2005

Photography by Wayne Morris.

cliaflotte iz www.greate rchc.rlotte biz. com

Do you know how many family businesses make it to the next generation? 1 out of 3 succeeds . . . 2 out of 3 don't. Which will you be?

Wake Forest

BA Family Business Center ~ Charlotte Metro ~ can help your company and family To find out how, contact us: 704.366.0540 or www.mba.wfu.edu/fb c

WAKE FOREST UN IVERS I T ' B ABCOCK GRADUATE S CHOOL

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[publisher's

stl

Changing Leadership, Changing Times

clraflotte z January 2005

The New Year is always a time for new beginnings, and this year will herald some significant new beginnings for leadership in the Charlotte business community_ We will see new faces with new ideas, new energy, and new focus that will

Volume 6 • Issue l Publisher John Paul Galles jgalles@greatercharlottebiz.com

hopefully help us grow and meet the challenges of the future_ One change that has already occurred is Tim Newman's selection as the new president of the Charlotte Regional

Associate Publisher/Editor Maryl A. Lane

Visitors Authority (CRVA) . After serving for three years at

maryl.a.lane@greatercharlottebiz.com

Charlotte Center City Partners, Newman assumed his new position just recently in November. The CRVA became official last July as a result of a merger between the Auditorium Coliseum-Convention Center Authority and Visit Charlotte, the convention and visitors bureau. Created to combine the facilities management of Charlotte's publicly owned meeting facilities with the sales and marketing component, the new CRVA is responsible for all of these activities and has full accountability for their success. As the top tourism destination

Contributing Editor Susanne B. Deitzel Creative Director/ Asst. Editor Paul Bond pbond@greatercharlottebiz.com

in the Carolinas with $2.6 billion in annual tourism revenue, Newman, along with Mike Butts and Mike Crum of the combined organizations, should bring a wealth of valuable experience and serve our city and region ever more successfully. At the Charlotte Regional Partnership (CRP), Michael Almond has announced his retirement in March 2005. Almond has been incredibly effective at raising revenues and targeting those dollars to attract businesses from all over the world to the Charlotte USA region. Bank of America's Michael Mayer is the current chair of the partnership and has begun the task of finding a replacement. He has formed a search committee and says that they will look for someone with substantially the same focus on their mission to promote economic development and market this region to businesses nationally and internationally. With sixteen counties in North and South Carolina, the individual counties and their diverse interests are complex and competitive. Nevertheless, we are better served by an organization that promotes our collective and mutual interests to a broader audience.

Account Executives Bill Lee blee@greatercharlottebiz.com Amy Jo Robinson arobinson@greatercharlottebiz.com

Contributing Writers Ellison Clary Susanne B. Deitzel Heather Head Casey Jacobus

Contributing Photographer Wayne Morris

At the Charlotte Chamber of Commerce, Carroll Gray's leadership as a president ends at the end of 2005. His steady and consistent leadership will be missed after so many years of service. The chair of the Charlotte Chamber is Bank of America 's Cathy Bessant. She and Wachovia's Paul Grube are carefu lly undertaking the task of finding a new chamber president. Keeping Charlotte competitive and business-friend ly requires that we choose a new executive leader who is intelligent, sawy, thoughtful and engaging. It is essential that we seek the best and the brightest to guide the Charlotte Chamber for the years to come. Also important to note is the departure of Harriet Sanford as president of the Arts & Science Council (ASC). Sanford stepped down in February of 2004; Lee Keesler was named president and CEO this past fall following a six-month national search. It turned out that Keesler was found locally and had served as board chair of the ASC in from 1998 to 1999. With all of its success in fund -raising, it makes sense that the ASC would select someone intimately familiar with our comm unity and that organization . Charlotte Center City Partners is also looking for a new leader with Tim Newman's departure . As the organization dedicated to the promotion and enhancement of business,

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.

cultural, retail and residential initiatives in Charlotte's central business district, it, too, will need knowledgeable and energetic leadership as our inner city grows outward and evolves into an even more vibrant and active community serving the region as a whole. As we continue to deal with the decline of our manufacturing base, we will need to apply more of our collective intelligence and energy to expanding our job base and creating new

© Copyright 2005 by Galles Communications Group, Inc. All rights reserved . The information contained herein has been obtained from sources believed to be reliable. H owever, G alles Communications Group, Inc. makes no war · ranty to the accuracy or reliabUity of this information .

Produces named in these pages are trade names or trade-

opportunities for wealth creation . New leaders bring new experience, new ideas and new

marks of their respective companies.Views expressed

energy that can be extremely valuable to our future . While we are especially thankful for

or Galles Communications Group. Inc. No part of this

Charlotte's retiring leaders and their contributions to this region, we are excitep about the opportunities created by the new leaders and our continuing evolution.

januar y 2005

herein are not necessarily those of Greater Charlotte Biz publi cation may be reproduced or transmitted in any form or by any means without written permission from the publisher. For reprints call704-676-5 850 xl02.

www.g reate rc h a r Iotte biz. corn

THERE'S NOW ABREATH OF FRESH AIR ON

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Build your business by advertising with us! We have show sponsorships available with special new station inaugural rates! Call 704-537-9322 or visit www.1060radio.com

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ÂŠ 2005 Geddings & Phillips Broadcasting Corporation is a local, family-owned business and an equal opportunity employer.

Legislative and Regulatory Highlights for Area Employees Annual Report Shows National Benefit Participation Rates

September 2004. The standard mileage rate

tions (61,666) increased by 3 percent com-

is the rate at which employers may reimburse

pared with the previous year. The number

The Bureau of Labor Statistics (BLS)

employees who use personal vehicles for

of repeat violations increased from 2,147 in

has released its annual National Compen-

company business. Employers should not

2003 to 2,360 in 2004.

sation Survey, which shows access and

delay in reprogramming systems to reOect

participation rates for employee benefit

the new rate, as employees will be taxed on

plans as of March 2004. The survey

amounts over $.405 per mile.

included 4,703 private employers with

The IRS also has announced the 2005

102.3 million workers throughout the

rates of: 14 cents a mile in connection with

nation. Results show about 69 percent of

providing services to a charitable organiza-

Henshaw said the increases demonstrate that OSHA is targeting the right workplaces for inspections by accurately identifying employers who repeatedly or willfully violate the law. The agency exceeded its goal of 37,700

workers in private industry had access to

tion, and 15 cents per mile for using an

inspections for 2004, completing 39,167

employer-sponsored health plans, and 53

automobile to obtain medical care described

total inspections, including more than 300

percent participated. Meanwhile, 59 percent of workers had access to retirement benefits,

in Code Section 213 , and as pan of a move

under the new Enhanced Enforcement

for which the expenses are deductible under

Program (EEP) that focuses on employers

and 50 percent participated.

Section 217. (Thompson Publishing Group:

who repeatedly ignore their safety and

Revenue Procedure 2004-64)

health obligations, according to Henshaw.

ot surprisingly, BLS data show a significant rise in employees' average monthly contributions to health premiums, which increased from $228.99 last year

$264.59

this year for family coverage and from

OSHA also completed nearly 3,000 inspec-

Qualified Transportation Fringe Benefits Limits The IRS has issued the 2005 monthly

tions within industries identified with high injury and illness rates. OSHA conducted more inspections

$60.24 last year to $67.57 this year for

limits for qualified transportation fringe

based on employee complaints and refer-

single coverage.

benefits (QTFBs). To reflect changes in the

rals from other agencies compared with

Twenty-one percent of employees had

cost of living, th e IRS each year adjusts the

the previous yea r, as well. More information

defined benefit retirement plans, and 42 per-

monthly limits for QTFBs, which include

at www.osha.gov/OshDoc/data_Enforce-

cent participated in defined contribution

employer-subsidized parking, van pools

ment_Activity/index.html. (Business &

plans, up slightly from 20 percent and 40

and mass transit vouche rs, passes, tokens

Legal Reports)

percent, respectively, last year. Employee

and fare cards.

access to life, short-term disability and longterm disability insurance also rose slightly

For 2005, the limit for monthly exclusions from an employee's income to pay for

from the prior year. According to the report, paid leave was the most common benefit in

qualified parking will increase to $200, a $5 increase over the $195 monthly limit that

the private sector.

was in effect in 2004.

City-dwellers, full-time workers, union workers, employees in medium and large

The 2005 monthly limit for exclusions to pay for transportation in a commuter high-

firms , and those in goods-producing industries are more likely than others to receive

way vehicle and for mass transit expenses,

most benefits. See the complete survey at

such as transit passes, will be $105, $5 more than the $100 limit that also was in effect

www. bls.gov/ncs/ebs/sp/ebsm0002. pdf

2002-2004. (Employee Benefit News)

Standard Mileage Rates Get Biggest One-year Hike Ever The Internal Revenue Service (IRS) has

OSHA Willful, Serious Violations Increase

hiked the 2005 standard mileage rate

40.5

cents per mile, 3 cents per mile highe:- than the 2004 rate. The new rate becomes effec-

The Occupational Safety and Health Administration (OSHA) cited 86,708 violaLions of OSHA standards and regulations during fiscal year 2004, an increase of 3.8

tive january 1, 2005. This is the largest

percent over the previous year, according to

one-year increase ever, and the IRS sa:fS it is primarily due to higher prices for veh.cles

OSHA Chief john Henshaw In 2004, willful violations (462)

and fuel during the fiscal year ending in

increased by 14 percent and serious viola-

january 2005

NC Workers' Comp Rates Set For 2005 The North Carolina IndusLtial Commission has established the maximum weekly benefit for 2005 pursuant to .C. Gen. Stat. ยง97-29 Effective january 1, 2005, the maximum weekly benefit applicable to all injuries and claims arising on and after january 1, 2005 will be $704.00. The maximum weekly benefit was derived by multiplying the average weekly insured wage of $640.43 for the calendar year 2003, as determined by the Employment Security Commission in accordance with .C. Gen. Stat. ยง96-8(22), by 1.10 and rounding the figure to its nearest multiple of $2.00. The minimum weekly benefit is $30.00 as set forth in .C. Gen. Stat. ยง97-29. North Carolina Workplace Violence Prevention North Carolina recently passed a Workplace Violence Prevention statute (SB

WVvW.greate rc harl otteb iz. com

916, Article 23 Chapter 95 North Carolina

ordered if the court finds that the complaint

In general, employers are not "covered

General Statues), which went into effect on

was properly served , the respondent

entities" under the Privacy Regulations.

December l, 2004. This law allows employ-

answered and notice was given , or the

Therefore, the disclosure of an individuals

ers to take more proactive steps against

respondent is in default.

health information by an employer on an

workplace violence, but also places new

injury log would not fall within the scope of

restrictions on employers' ability to disci-

How is law enforcement notified? The Clerk of Court must deliver a certified copy

pline or discharge for attendance. The focus

of the civil no-contact order to the local sher-

Many employers have occupational

of the statute is on unlawful conduct in the

iff. The Clerk must also provide a copy of the

nurses on staff, however, who may fall

workplace, with much of the intent being to

order to the local police department.

within the definition of a "covered health

protect domestic violence victims.

What is "unlawfu l conduct"? The new

Employees who miss work to seek

the regulations.

care provider" under the Privacy

domestic violence relief still must follow their

Regulations due to th eir electronic transmis-

law defines "unlawful conduct" as the corn-

employers' attendance policies or procedures,

sion of health information (including first

mission of one or more of the following

including any requirements that employees

reports of injury). The Privacy Regulations

acts upon an employee: (i) attempting to

give advance notice of absences, unless an

limit the ability of these nurses to disclose

cause bodily injury or intentionally causing

emergency prevents them from doing so.

an individuals health information.

bodily injury; (ii) following or otherwise

(Constangy, Brooks & Smith, LLC and Parker Poe Adams & Bernstein)

covered health care providers to disclose

harassing an employee with the intent to

The Privacy Regulations permit even an individuals health information when

place the employee in reasonable fear for

stances that would cause a reasonable

HIPAA Compliance UpdateInteractions of Privacy Rule and OSHA As health care providers and employers have come into compliance with the Standards for Privacy of individually identifi-

person to believe that the threat is likely to

able health information under the Health

be carried out and that actually causes the

Insurance Portability and Accountability Act

heads Ogletree Deakins' occupational safety

employee to believe that the threat will be

(HIPAA) , a number of issues have arisen

and health practice: "The exception con-

carried out.

regarding the interaction between the Privacy

tained in the Privacy Regulations makes it

Who can file an action? The employee or employer on behalf of the employee can file an action for a civil no-contact order. If the employer files an action on behalf of an

Regulations and the Occupational Safety and

permissible for nurses to disclose and trans-

Health Act (OSHA). Specifically, questions

mit the information contained in OSHA 300

the employees safety; or (iii) willfully threatening, orally, in writing, or by any other means, to physically injure the employee in a manner and under circum-

employee, it must first consult the employee who is the subject of the unlawful conduct.

required by law. Because the disclosure of an individual's health information on an injury log is required under OSHA, the disclosure falls within this exception, and is, therefore, lawful. According to attorney David jones, who

have arisen regarding the disclosure of infor-

logs with out violating the Privacy

mation contained on injury logs.

Regulations. However, employers should

OSHA requires most employers to main-

consult with their attorney about occupa-

tain a log of recordable injuries and illnesses

tional nurses unintentionally triggering the

and to make this log available not only to

applicability of the Privacy Regulations by

The employee or employer must file a verified

OSHA inspectors, but also to all employees

electronically transmitting employee health

complaint in the district court of the county

at the faci lity. OSHA rules require employers

information, including to workers' compen-

where the unlawful conduct took place.

to record the employee's name, (except for

sation carriers. " (Ogletree Deakins) biz

What is the process for filing an action?

What happens next? The district court

certain types of cases) the nature or the

conducts a hearing to determine the issues raised in the complaint. A victim may

injury sustained by the employee, and other information. Because this log contains

obtain a temporary civil no-contact order without the presence of the respondent

health information, employers have questioned whether the information con-

under certain circumstances. What is a "dvil no-contact" order? The

tained on the log would be considered "protected health information , " or "PHI," under the Privacy Regulations, and whether

court may grant various forms of relief to prevent harassment, assaults, or contact at

a violation of the Privacy Regulations could

the workplace. The court may issue a tempo-

be avoided by removing certain information

rary or permanent civil no-contact order. A

from the log for all entries (specifically an

permanent civil no-contact order may be

employees name).

greater charlotte biz

The Employers Association is a nonprofit Charlotte organization providing comprehensive human resources and training services. Founded in 1958, the Association maintains a broodbased membership of over 700 companies from all industries in the greater Charlotte region. The above excerpts were token from The Management Report, the Association's monthly newsletter. For more information, please call Lauro Hampton at 704-522-80 II or visit the Web site at www.employersossoc.com.

january 2005

Solutions to all your technology needs

Charlotte help desk

Awards & Achievements Mecklenburg County's litter prevention initiative "Keep Mecklenburg Beautiful" has received the President's Circle Award

Information Systems play an integral role in business today. Charlotte Help Desk's team of engineers and consultants provide high qualily, cost-efficient IT applications and services designed to help your business stay aheod. Services include: • Help Desk and Knowledgebose • Antivirus Proleclion

Beautiful" organization.

William Lawrence Rikard has been presented with

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• Networlc Integration • Database Services • PC/NelwOOc Support • Weh Development • WAN/Firewall Support

from the national "Keep America

• Dynamic Marketing

William Lawrence Rikard

the 2004 James P. Hendrix award by Davidson College.

Pride Magazine and Pride Communications has announced the 2005 Pride Award Winners:

Help Desk includes: • Unlimiled knowledgebose access • Remote support

• Monthly or quarterly preventative maintenance packages • Interactive web-based training • Weh based access portal

Ada R Wilson has received the Matriarch Achievement Award; Rai Glover has received the Excellence in Business Award; Lillie Neal Thomas has received the Spirit of Determination Award; and Krystal Barringer of Harding University High School has received the Outstanding Youth Athlete Award.

Michael E. Hall has been honored at the llth Annual Thinktank Conference by Operation ReachBack, Inc., the Association of Black Seventh-day Adventist Professionals, in recognition of his commitment and service

f~usiness Success Institute Chapters in Charlotte • Mooresville • Matthews Our members come from a variety of industries, incl ding engineering, marketing, manufacturing, service and construction. Company sizes range from one employee to dozen of employees. The thing these companies have in common is the owners' desire to work smarter instead of just working harder.

Don't Miss A Moment Of Our 2005 Schedule February - "Time-Your Most Precious Resource! " April - "Accountability Is A Must! " June - "Hot Topics To Help You Grow!" August - "You're Fired! " October - "Keeping Your Team Intact!"

to humanity

Advert ising & Media The lnvestigators, WCNC-TV's 6 News investigative unit, has been awarded the 2005 DuPont-Columbia University award for broadcast journalism. The station's news group has also received 24 nominations in the 2004 National Academy of Television Arts and Science mid-south region Emmy award . The station has added Christopher Arline as local sales manager to its sales and marketing team.

Walker Marketing, Advertising & Public Relations, Inc. has won sixteen awards at the 2004 Business Marketing Association of the Carolina's ProAd Awards ceremony The Concord-based marketing agency won four awards in each category: gold, silver and bronze.

Members share experiences and concerns at the meetings. They discuss issues that are relevant and learn about pertinent issues from speakers and sponsors. The meetings get rave reviews. For specific dates, times, locations and membership inforrration visit our Web site at www.business-success-institute.com or call Denise Altman at (704) 708-6700.

Lyerly Agency has received four awards at the Business Marketing Association of the Carolina's ProAd Awards ceremony, a gold award , two silver awards and a bronze award .

SPARK Enterprises has been awarded two gold awards at the Business

january 2005

www.greate rch arl otte b iz.co m

Mat kE.ting Association of the Carolinas Pro Ad Awards cerem on y.

:-tconltght Design Group has received two MarCom Creative Awards in the 2004 international competition including a platinum award and honorable mention recognition. EnnT?tnLit

The Marketing Consortium , a marketing communications firm, has hired Erin Tetrau lt as advertising account supervisor.

Ka ~nBaÂˇ-re:t

Karen Barrett has joined Lu quire George Andrews (LGA) as senior account executive.

PhillpW.)o Jlg

Business and Professional Services Crumley &: Associates, PC has announced the promotion of Phi llip W. Young to chief fi nancial officer and Christopher H. Roberts to president.

Chr s

~oberts

CEO Inc. has announced a new Information Technology Division to be led by

]ames L. Downs, CPC, CTS, IT, practice manager and senJamc; L Downs

ior consultant for CEO Inc. Frank Petriella has joined Gerald Yarborough, CPA, PC as office administrator, and Melissa Potter has been appointed to lead the firm's new Business Consulting Services group.

Allan Kitchen and Tara Sherbert have been promoted from senior manager to principal with the accounting, tax and business Ta"' S.-e-bâ&#x20AC;˘-c

advisory firm, Reznick Group, in Charlotte. Facility Resources, Inc. has announced that Laurie L. Fo rd has become N.C.

operations manager for the Lauie L. Ford

Charlotte office. )>-

gre:ater charlotte biz

january 2005

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Specializing in companies starting at St,ooo,ooo in annual revenue. We provide independent appraisals of businesses and equipment and machinery for sales, divorce, minority partner disputes, estate planning, etc Representing:

Privately Held Companies Manufacturing • Distribution Factory Dealers • Restaurants Service Businesses • Convenience Stores • Retail Stores • Print Sho~·s Tavems • Fast Food • Automotive Service Stations • Gift Shops Liquor Stores • Coffee Shops

Alliance of Professionals &: Consultants, Inc. has been recognized by Diversity-Business.com with awards in five categories including; Top Native A merican Owned Business in the U.S. A ., Top Diversity Owned Business in the U.S.A ., Top Diversity Owned Business in North Carolina, Top Small Busi-ness in U.S.A . and the Top Small orth Carolina. Mark Van Sic/de has joined Colej enest &: Stone, P.A. as a project manager. Poyner&: SpruilllLP has announced that S. A ndrew "Andy " jurs of the Charlotte office has been certified by the orth Carolina State Bar Board of Legal Specialization in business and consumer bankruptcy law and that W illiam T. Belcher has been certified by the orth Carolina State Bar Board of Specialization in estate planning and probate law.

All consultations are confidential and at no cost to you If you've ever considered selling your business, call us today!

Take the Fear Factor out of Change & Transition Our Clients will tell you ... "Compass Career services were essential in keeping our employees focused during the period ... kept them looking fo rward, good spirits ...production actually increased during the close down." O perations Manager

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januar y 2005

HReal people helping Real people. " VP, HR

William Belcher

Construction & Design

Southeast Construction magazine has

named the recently completed Women's Center at Presbyterian Hospital "Best Private Building" in the Best of 2004 construction awards program. Rodge rs Builders was responsible for overseeing the plan and construction . Lindsay Daniel, president of Lindsay Daniel Architecture, Inc. , has been selected to be a juror fo r the Lake Norman Homebuilders Association's first annual "Best of the Lake Design" competition. The firm has also hired Sarah Richardson as an apprentice. jim Burbank, former owner of Saussy Burbank, has announced the formation Sarah Richardson ofj CB Urban Company, Inc. 3nd Burbank Commercial Properties, LLC. JCB Urban will develop residential projects and Burbank Commercial will focus initially on Jffice and retail opportunities.

www.grea te r c h ar l ot te b iz . com

Shield Services, an engineering and environmental consulting fi rm , has hired Nich Baher as staff p rofessional in the geotechnical department and Josh Slusarczyh as a part time intern. Mulkey Engineers &: Consultants has added two transportation professionals to its Charlotte Branch office: Thomas Ha~j ung, PE and Heather Harh enrider; El. Skanska USA Building lnc. has announced that q nn E. Wenger has joined the company as scheduler ].C hris Schoderbeck

and ]. Chris Sclwderbech has joined as project manager.

Education/Staffing David Broome has been named general counsel fo r The University o f North Carolina at Charlotte and David Broome

will serve as the chief legal advisor to the chancellor,

board of trustees and administrators at UNC Charl otte. Judy Aulette, a women's studies expert, and Michael Eldridge, a social philosopher, at The University of North Carolina at Charlotte have been awarded the prestigious Fulbright Sch olarship grant for their academic, professional achievement and leadership skills. Jeff Michae~ director of the Urban Institute at The University of North Carolina at

Blair, Bohle & Whitsitt PLLc

Charlotte, has been named a 2005 American Marshall Memorial Fellow by the International

Certified Public Accountants

Visitors Council/World Affairs Council. The University of North Carolina at Charlotte has honored six outstanding graduates: former UNC Charlotte basketball star and 49ers all-time leading scorer Henry Williams was named Ou tstanding Young Alumnus; H. Leigh Derby was named Distinguish ed Alumnus; and Jo Ann Springs was honored vvith the Faculty Service Award. Alumni Hall of Fame recipients Tony L. Crumb ley, Bill Kirk , and Peg Hagan have also been honored.

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Government/Non-Profit Moira Quinn, senior vice president of communications and chief operating

greater charlotte biz

january 2005

officer of Charlotte Center City Partners, has been appointed to the interim leadership post of the organization. The ImaginOn, a joint project of the Public Library of Charlotte & Mecklenburg County and Children$ Theatre of Charlotte, has been awarded two grants: $50,000 from the North Carolina General Assembly and $700,000 from the U.S. Department of Commerce. The YMCA has announced it will rename its Uptown Branch after the partners of

Childress Klein for their donation of time, money and leadership. junior Achievement of Central Carolinas, Inc. has been awarded the junior

Achievement Worldwide Peak Perfomtance Team Award at the Sou them Regional conference held in Nashville, Tenn. Health Ca re

Carolinas HealthCare Foundation has announced that]oseph]. Gilene has been appointed as administrator for the Levine Children's Hospital. Neurosurgeon Dom Carie, M.D., of Carolina

eurosurgery & Spine Associates

has perfonned the first implantation of a lumbar artificial disc in North or South Carolina. Manufacturing

Machine Tool System, Inc. has announced the acquisition of Elmore

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Four sports legends have been named to the Greater Charlotte Sports Hall of Fame: the late Hoyt Wilhelm, a relief baseball pitcher; Bobby Jones and David

Thompson, North Carolina basketball players; and Bruton Smith, founder of Speedway Motorsports, six premier motor-

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EMPlOYERS & ASSOCIATION

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sports facilities and Lowe's Motor peed way. Actor's Theatre of Charlotte has won

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Group.. Inc.

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january 2005

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spaces within the Charlotte Arena: Andrew Leicester; Mike Mandel, Thomas Sayre, ]. Paul Sires and Tommie L. Robinson.

Local U.S. Elite Cycling Coach, Chard Andrews, has launched Per4mance Training which offers comChad Andrews

prehensive coaching services for endurance athletes.

Harper's Restaurants Inc. has launched a new restaurant, Zink American Ki tchen. DoncasterCharlotte, an appointmentonly clothier, has celebrated its ten-year anniversary as well as the receipt of the President's Circle Award recognizing it as one of the Top 100 sales consultants nationally. Harris Teeter has announced that its Together in Education donations have

climbed to over $5.5 million. Technology

Time Warner Cable-North Carolina has been honored as Top Customer Service Company of the year and Time Warner Cable volunteer Randy Fraser has been awarded Volunteer of the Year by the North Carolina Electronics and Information Technologies Association. The company has also rebranded its ad sales units across the country as Time Warner Cable Media Sales, formerly known as Time Warner Cable Ad cast. Olin Broadway Jr. has been named one of the recip ients of the 2004 Public Leadership in Technology award presented by the N.C. Electronics and Information Technologies Association. Kennedy Covington Lobdell &: Hickman has announced that it is a finalist in the IT Support Services category for the 2004 North Carolina Electronics and Information Technologies Assodation 21 Awards. Decision Support Inc. has announced the appoin tment of Bntce Wilkinson as CEO. biz

To be considered for inclusion, please send your news releases and announcements in the body of an e-mail (only color photos attached) to editor@greatercharlottebiz.com, or fax them to 704-67 6-5853, or post them to our business address - at least 30 days prior to our publication date. greater charlotte biz

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Fishing for Dollars: Bassmaster Classic Makes a Reel Impact on Charlotte Excerpts provided by Mike Applegate, Director of Research, Visit Charlotte

isit Charlene, the Charlotte

Convention & Visitors Bureau, has

completec. a visitor economic

impact study of the 2004 Bassmaster Classic held in Charlotte at the end of july Through the use of Charlotte's Tourism Impact Model, the study sought to answer three questions of most interest to our destination: How many visitors dd the Classic bring to Charlotte? How much spending is associated with these visitors7 What does Classic mean to

ou~

th~

Key Findings •1 0,856 out-of-town spectators, BASS Outdoor Show exhibiting organization employees and BASS I c. employees •$5.02 million spectator direct spending •$1 .64 million exhibitinQ. employee direct spending •$1.40 million event organizer direct spending •$12.34 million Visitor Economic Impact •16,063 total hotel roorr nights

In addressing tf_ese questions, the study revealed the follow_ng: •The Bassmaster Classic brought 10,856

Bassmaster Classic was $5,020,072. The survey also found that 7l percent of out-oftown visitors were overnight visitors and

percent of out-of-town visitors were day-triJ=pers, so total dollars input in:o the model were apportioned accordingly Exhibiting organization employees spent $1,529.96 per stay pe~ person. Multiplying this spending by the 1,072 out-of-town exhib:ting organization

hospitahty partners in

terms of hotel room nights generated7

the 9,784 out-of-towners in attendance, the spectator direct economic impact of the 2004

of-town spectators and exhibitors was meas-

employees in Charlotte to staff the Outdoor

ured via an attendee surve; distributed at the

Show, the direct out-of-towr_exhibiting

Outdoor Show and by an exhibitor mail sur-

organization emp.oyee spending was calcu-

vey It is this out-of-town cr "new" direct

lated to be $1 ,640 117. The event organize :,

out-of-town spectators, BAS.) Outdoor Show

spending associated with an event that is

ESPN Outdoors, reported direct spending

exhibiting organization employees and BASS

used to decipher total ecor.omic impact.

of $1 ,400,000 in Charlotte t::J stage this

Inc. employees to our destination. •Subsequent di:ect spending totaled

$8,060,189. • Total economic impact on Mecklenburg County resulting from the above visitor direct spending is $12,343,136. • Bassmaster Classic visiting spectators, BASS Inc. , and BASS Outdoor Show exhibitors combined to conoume an estimated 16,063 hotel room nights during the course of the event. To run the Tounsm Economic Impact model, direct spending associated with out-

The 2004 Bassmaster Classic attracted a total of 11,800 individual attendees and

january 2005

The combined visiting spectator, exhibit-

spectators to the Outdoor Show and to the

ing employee and event organizer direct

Weigh-ln. Of that total, 92 percent were out-

spending of $8,060,189 was run through th ~

of-town visitors, coming either for the day or

City of Charlotte's Tourism Economic lmpad.

overnight, while 8 percent were Mecklenburg

model to arrive at c. total visitor economic

County residents. An analysis of exhibiting

output of $12,343 ,136.

organizations found 95 percent to be from out-of-town and 5 percent to be headquar-

Through the V:sit Charlotte attendee survey, the Visit Char~otte exhibitor survey and

tered in Charlotte. Survey data shows that the average

Visit Charlotte room night pick up reports, the hotel room consumption resulting from

spending per stay for ouH::f-town spectators was $513.09 per person. \ lultiplied out to

the 2004 Bassmaster Classic is estimated to

Total Visitor Economic Impact $13,000,000 $12,000,000 $11 ,000,000 $10,000,000 $9,000,000 $8,000,000 $7,000,000 $6,000,000 $5,000,000 $4,000,000 $3,000,000 $2,000,000 $1,000,000 $0

year's Classic.

be 16,063 total room nights.

Total Visitor Direct Spending $9,000,000 $8,000,000

$2,111,218

$7,000,000 $6,000,000 O lndueed o lndired • Direct

$5,000,000 $4,000,000 $3,000,000 $2,000,000 $1 ,000,000 $0

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Visitor Direct Spending

Hotel Room Nights

The average spending per stay for visiting spectators was calculated to be $513. 09 ,

The 16,063 total room nights associated

As important as the infusion of visitor

with this year's Classic was 76 percent of the

dollars into our community from the 2004

21,029 that we had originally expected. The

multiplied by the total number of out-of-

Bassmaster Classic is the number of hotel

21,029 room night estimate came from reports

town individual spectators (9,784) , to

rooms generated for our hospitality indus-

filed after the Birmingham event in 2002.

arrive at direct visiting spectator spending

try partners.

of $5,020,072.

According to trend reports purchased from

Of the total number of Out-of-town spec-

The average spending per stay for visiting exhibitor employees was calculated to be

Smith Travel Research , Charlotte area hotel

tators (9,784), 29 percent were day travelers,

performance statistics show a total of 57,137

leaving 6,947 out-of-town, overnight specta-

room nights sold in the market for the main

$1 ,529.96, multiplied by the total number of

tors. Of the Out-of-town, overnight

three clays of the Bassmaster Classic Uuly 30-

out-of-town exhibiting employees (1,072) t:J

spectators, 84.5 percent (5,870) reponed

August 1, 2004), an increase of 6,205 rooms

arrive at direct visiting exhibiting employee

staying in hotels. The average number of

or 12 percent from the previous year. Hotel

spending of $1,640,117.

occupants per room for hotel stays was 2.59,

occupancy over the three-day period was 62.7

bringing the total number of hotel rooms

percent, again a 12 percent increase from the

to organize and present this year's

BASS, Inc. direct spending in Charlotte

used per day to 2,266 (5,870/2.59) The

55.9 percent recorded over the same time-

Bassmaster Classic was reported by the

average length of stay for out-of-town,

frame in 2003. Average daily rate, when

client to be $1.4 million.

overnight spectators using hotels was 2.99

compared to 2003, shows an improvement of

nights. By multiplying the average length of

3 percent ($61.05 versus $59.31) during the

the direct spending for visiting exhibiting

The direct spending for visiting spectators,

stay by the number of hotels rooms used per

Classic.

employees and the direct spending for the

clay (2.99 x 2,266), the estimated hotel room

visitors surveyed reported staying in hotels.

event organizer were run through the City of

night total for Classic spectators totals 6,775.

These spectators, along with the staffs of the

Charlotte's Tourism Impact Model with total

BASS Inc. blocked rooms at the Hilton

early 85 percent of the overnight

sponsoring and exhibiting companies present,

economic impact for each. Prior to hosting

Charlotte & Towers, the Renaissance Suites

contributed at least in pan to up-ticks in these

the Classic, Visit Charlotte had estimated

and Westin Charlotte totaling 4,515.

hotel performance measures.

direct spending to be $7.6 million. ln actual-

Organizations included in this block are

ity, direct spending to be just over $8 million ,

BASS, ESPN, and sponsors Citgo and Busch.

roughly 5 percent higher than anticipated The visitation derived from hosting the 2004 Bassmaster Classic generated a total

Visit Charlotte surveyed the exhibitors at

Survey Methodology Random survey of spectators at BASS

the Bassmaster Outdoor Show, finding that

Outdoor Show from july 30th through

each organization consumed 30.6 hotel room

August lst, 2004. Mail survey of BASS

economic impact of $12,343,136 on

nights on average (individuals x nights I

Outdoor Show exhibiting organizations, sent

Mecklenburg County When booked, Visit

occupants per room). The average was then

August 12th, closed September 30th, 2004.

extrapolated to the 156 out-of-town non

Total of 545 completed spectator responses with a +/- 4 percent margin of error. Total of

Classic. Again, the actual findings surpassed

BA S/Sponsor exhibiting organizations attending to arrive at a total estimated hotel

50 completed exhibitor surveys correspon-

expectations by 5 percent.

room night utilization figure of 4,773.

ding to a 36 percent response rate. biz

harloue had anticipated an economic impact of$11.7 million resulting from the

Spectators Mecklenburg vs. Non Mecklenburg 12,000

~---------------,

10,671

1o,ooo +-----i==js~Sl7~=::}-----~ 8,000

+ - - - ---!

6,000

+------1

4,000

+ - - - --j

9,784

2,000

+ - - - --j

O L----~-~~----~----~

Total Hotel Room Nights 18,000

-r----------------,

16,000

+-----,.-----'-=-==---,-~----J

14,000 12,000

+-----1

10,000

+-----

8,000

+-----

6,000

+ - - - --1

4,000

+ - - - --j

2,000

+ - - - --1

6,775

.........- - - - - - l

0 +------'---------~

' Includes BASS , ESPN, CHgo , Busch

greater charlotte biz

january 2005

susanne b. deitzel

one Carroll Financial Associates Celebrates 25 Years

greater charlotte b iz

n the heart of SouthPark's marbled Rotunda Building, hammers are pounding and saws are busy carving new offices for Carroll Financial Associates. In December, the esteemed financial planning group made a $2 million purchase of the building, increased its office space by 40 percent, and added four new professionals along with their clients. Larry Carroll, president, senior planner and founder of Carroll Financial Associates (CFA), reflects on the rewards of 25 years of successful service. "There is a big difference between having 25 years' experience, and having one year$ experience 25 times. There is a lot of gray hair around here, and our clients definitely benefit from that. " Carroll leads a team of planners who, combined, offer over a century of experience. With 1,400 clients and over $1 billion in managed assets, CFA is a formidable presence in the marketplace. >

january 2005

Carroll's success is founded on a demonstrated command of financial markets,

firm in 1980, with no clients and no experi-

unless they consistently demonstrate that the

ence, in what was then a relatively nascent

client's well-being is the highest priority"

a keenly analytical disposition, and an

industry. Says Carroll, "I knew that I wanted to

impressive presence tempered wi th a

go into a broader-based advisor role beyond

He also has stringent requirements for hiring his planners: "A senior planner

calm and reassuring demeanor. He served

that of a broker. Well, I starved for three years,

must have earned a C.F.P. (Certified

as the 1987-1988 chairman of the 24,000-

but then added a few clients and began to

Financial Planner) or similar designation,

member International Association for

develop the character of my practice."

and have significant experience in the field. "

Financial Planning (lAFP, now the Financial

While Carroll's typical client today has a

He adds, "Our least experienced planner

Planners Association (FPA)). His exrpenise

net worth between $1 and $5 million and

has lO years of expertise." Carroll also says

has been documented in national publica-

liquid investment assets of $500,000 to $3

that the value of an ethical, experienced

tions including Money,

ewsweek, The New York Times, The Wall Street journal, Business Week, U.S. News & World Report, and has

million , he had to kiss a few frogs to get

and talented planner with a solid client ros-

here. "I quickly learned what makes a suc-

ter is so high that he doesn't hesitate to

cessful relationship between planner and

make room for them in his organization

appeared on the " BC Nightly

client. The client must be able to share any

when he finds one.

ews"

and all information that is relevant to the

with Tom Brokaw. Carroll is also one of only eight advisors

Carrolls three other senior planners are

financial situation, must be a good listener

highly accredited and have also had their

in the country to be named on all five of the

in terms of the advice he/she receives, and

opinions published in various national and

"best financial planners" lists by both Worth

must have reasonable expectations. Most

industry publications. Kelly Graves followed

Magazine and Money Magazine, and he is the only advisor in North Carolina to be named

importantly, however, the client must be

a parallel path to Carroll before he joined

able to trust the planner. lf I run into a per-

CFA in 1984. Graves had an M.B.A. from the

on all of the lists.

son who is naturally distrustful, that is a

University of orth Carolina, expertise in

deal-killer. You can't build any relationship

banking, consulting experience with Arthur

without trust."

Andersen, and a "desire to control his own

Building the Portfolio After getting his M.B.A. from the University ofTennessee and his C.P.A. license, Carroll

For the planners pan, Carroll highlights one quality above all others, "The client's

destiny" as well. John Pauerson and Carl Brooks, the

worked as a public accountant- a position he

interest is the only interest that mauers. A

firm's other executive vice presidents, joined

quickly tired of. He started his own planning

planner will not survive at this organization

CFA in 1987 and 1990, respectively Says

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Carroll, "These partners personify the hea rt of CFA: experience, intelligence, ethics, and commitment to excellence. By virtue of these characteristics as well as a diverse specialty base, we are able to 'cross-pollinate' and provide the most comprehensive and decisive advice available."

"A lot of advisors estimate that an

offer in terms of reviewing the current market.

"I don't mind telling you that the last three years have been hard - like Chinese water torture. People get ti red of hea ring, 'Be patient, the market will tum .' But it

was amazing; when the market finall y did stan moving up, the anxiety just seemed

becomes privatized , the transition process is

on having 70 percent

everything eventually washes through the

For his part, Carroll is satisfied with CFA's 'reading of the tea leaves. ' "We outperformed the market and survived the second

ment. I know a lot of my clients increase their expenses because they now enjoy things that they couldn't while working''

worst U.S. financial market in history Not only that, but I believe that the relationships we sustained through this period will be the

system, investors will have a few conservative index funds, a balance fund , and a bond fund . This way it wi ll help people avoid shooting themselves in the foot. "

If anything, Carroll's analysis appears to demonstrate the need for pending retirees to become educated concerning their

fin ancial future. Carroll is also optimistic about employment, while stipulating that successful employees will be mobile and trainable, and he also maintains that unskilled low-paying jobs will be outsourced on an increasingly rapid basis. "Where jobs can be outsourced

-Larry Carroll, Founder, President and Senior Planner

most satisfying and rewarding yet. " Carroll does anticipate the largest issue

going to be significant. 1 suspect that when

choices fo r their retirement accounts: maybe

income for his retire-

have the time to

to evaporate."

On the future of Social Security Carroll observes, "If and when Social Security

individual should plan of his pre-retirement

Reflections, Expectations As one can imagine, Carroll has a lot to

U.S., most Americans are significantly underinvested internati onall y "

to another country for cheaper wages, they will be lost. 1 think there is a haza rd in trying to save jobs that are inevitably moving off-

wrapped around it yet. 1n our grandparents'

shore. Our task is to focus growth on jobs

in the near future to be retirement planning

days, people retired at 65 to sit on the back

that fit the country's strengths." )o-

for the baby boomer. He says, "I just don't

porch and reflect. These days, people will

thin k the majority of them have their heads

live 30 years after that retirement age, plus they are healthier and want to do things, rather than just sit around and wait. "

Carroll Financial Associates, Inc. 420 I Congress Street, Suite 210 Charlotte, N.C. 28209

CARROLL FINANCIAL

"A lot of advisors estimate that an individual should plan on having 70 percent of his pre-retirement income for his retirement. 1

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Principals: Larry W Carroll, CFP, CMFC,

ing," Carroll explains.

Founder, President, Senior Planner; and Executive Vice Presidents B. Kelly Graves, CFP, John A Patterson, CFP, and Carl A Brooks, CFP.

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What is it? Plantar Fasciitis, also referred to as " h eel spur," is a painful problem affecting about 2.5 million people each year in the U.S.

He also anticipates that due to the inevitable rise of interest rates, bond prices

Who has it? Teach ers, mail car riers,

will decrease reducing the return on money

runners, athletes - anyone with jobs rec1uiring a lot of standing or walking.

market and certificates of deposit. Carroll

Established: 1980, as Carroll Financial

says, "It is also likely that stocks will provide

What can be done? GREAT

Advisors

a slightly lower return , so the bottom line is

Employees: 30

that for the next 20 years or so, investments will have lower returns." After a lightning-round of financial Q&A, the gist of Carroll's comments is

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current value of the American dollar he says, "Currency fluctuates in broad cycles.

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He adds, 'The loss of U.S. jobs is an understandably emotional subject. But a lot of people do not understand the implications of keeping these jobs domestically. If we kept all of the unskilled jobs in the U.S., the discount stores we have come to embrace would instantly have to increase prices by 20 per cent. That too would not bode well for these individuals."

"By the end of our office reconstruction, we will have thirty solid planners ... our focus is to help those clients who would

Characte r and Credibility

rather delegate their

While the degree of Carrolls financial expertise is evident, he also demonstrates a management style that maximizes the firm's talents for the greatest payoff. Explains Carroll, "Most independent financial planners are one or two-man offices. Typically, smaller offices help to transition do-it-yourselfers and/or employ a collaborative relationship where the client is hands-on in most decisions." "By the end of our office reconstruction, we will have thirty solid planners," he continues, "and our focus is to help those clients who would rather delegate their financial decisions to a trusted advisor and enjoy the fruits of our labor."

financial decisions to a trusted advisor and enjoy the fruits of our labor." -Larry Carroll, Founder, President and Senior Planner Carroll also emphasizes the mutual benefits of a fee-based model as opposed to commission-based services. "! think that the switch from commission-based to fee-based is one of the most significant trends in the industry. While there are a lot of good com-

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mission-based advisors out there, l have found that the fee-based model clears the decks up front. This way the client has complete confidence that the decisions the planner is making are objective." "Too," he adds, "the fee-based model also allows the focus of attention to be on current clients rather than prospects. With commissions, the prospect is more valuable than the client, because the transaction has occurred and you need to look for other customers. However, charging a fee makes the client you already have a constant incentive for successful investment." Franning the Future As for his personal and professional

investment in Charlotte, Carroll says he is ecstatic about the citys growth and commitment. "I grew up in Rock Hill and saw this area before SouthPark was even underway. When I graduated I had to decide between moving to Charlotte or Memphis. Needless to say, lam sure glad I chose Charlotte." He says that he is also optimistic for Charlottes growth in the near future. "Charlotte has demonstrated that it understands that job growth equals all around growth. As long as we continue to attract new corporations and small businesses, Charlotte will have a very fertile ground for continued growth." 'The banking community also under girds the regional economy very well. The two big banks have solid foundations and great lending cultures, and while they are around they seed opportunities for smaller banks. Also, there is an enormous amount of business generated by these banks, from lawyers to printers, courier services to technology- the list goes on and on. They are a true financial engine for the city." Carroll counts on the big banks to be around for quite a while, "It would take a big change in culture for one of the big banks to leave Charlotte; it is hard for me to draw a scenario where that would happen." It is also difficult to draw a scenario where Carroll and his team of experts wouldn't be right on the money for the next twenty-five years of the financial horizon. •

Disclaimer: The financial observations herein are not intended as investment or planning advice. Susanne B. Deitze/ is a Charlotte-based freelance writer.

january 2005

www .greate rcharl otteb i z. com

We're proud to be part of the Charlotte Region Community. At Philip Morr"s USA, one of our mission goals is to play an active role in commLnity development to enhance and support the communities where we live, work and do business to help improve quality of life. In 20::J4, t1e company co1tributed more than $1.8 million to charitable organizations throughout the Region and State. In addition our employees awarded more than $875,000 in eight NC counties through the Philip Mo~ris Employee C:>mmunity Fund. '.A/e are ccmmitted to givi ng our time and financial support in response to community needs throughout the Region.

Philip Morris USA For more information, visit http /iWV'm.philipmorrisusa.com

ÂŠ Philip Morris USA 2004

susann e b. deitzel

ESTLED ON A2,100-ACRE CAMPUS REPLETE WlTH CANADA GEESE, SEVERAL PONDS, OLD GROWfH HARDWOOD TREES AND EXPA SIVE GREEN FIELDS, IS AN IMPORTANT OPERATIONS CENTER OF PHIUP MORRIS USA. Far from the image of smoke-coughing factories and industrial coldness, the Philip Morris manufacturing facility in Cabarrus County is the picture of bucolic tranquility. The splendor of the surroundings of the cigarette manufacturing behemoth is but one example of the dissonance between perception of the company and its reality. Of course, we would be remiss not to address the elephant in the room: we all know 'what happened to the Marlboro Man.' However, as the knowledge of smoking-related health hazards has increased, Philip Morris has redirected its efforts. The companys goal is to retain market share of adults who choose to smoke, and to align itself within its communities with good works. Cabarrus County recently heralded the announcement of the plants $200 million investment to upgrade facilities and improve production, securing over 2,600 existing jobs. After the loss of over 3,600 Pillowtex jobs, the Philip Morris investment was welcomed with well over 2,600 sighs of relief.

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The $140 million of the $200 million investment will provide for 12 high-speed cigarette-manufacturing modules, which will replace 18 lower speed models. The new equipment is expected to increase productivity by as much as 16 percent, which will solidify the existingjobs at the plant. The modules will be installed bimonthly over the next two years, with the first unit already activated. ~

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Uptown Independence Center 101 N. Tryon Street Char1otte. NC 28246 p 704 370 2440 f 704 370 2928

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A portion of the remaining $60 million is funding an Automated Storage and Retrieval System, which is used to store and deliver direct materials such as papers, filters and packaging. Implementation of this system frees plant employees from timeconsuming pulling and loading duties, and enhances safety. Also, the system's new climate-controlled environment will extend the shelf life of these materials dramatically, lowering costs. Says Gary Ruth, vice president and general manager of the Philip Morris plant, "We are one of, if not the largest facility of our kind in the world, and by virtue of the fact that we chose to bring these upgrades to Concord, we hope that North Carolina sees our commitment to the state, the community and to our employees." The state lobbied hard for the Philip Morris investment, and overcame a bid by Richmond, Virginia, for the upgrades. As recently as December 2003, a company spokesperson claimed that the Richmondbased company had "no plans to expand in North Carolina." That was, however, before significant incentive proposals. North Carolina provided $1 million in incentives from the One North Carolina Fund to increase jobs, and $100,000 from the Incumbent Workforce Program to train employees. There was also $3.6 million awarded in property tax incentives from the city of Concord and Cabarrus County. While the use of incentives is a source of debate among lawmakers, the supporters appear to have won overwhelmingly in recent months; most contend that the use of incentives benefit not only the companies receiving them, but also function to seed the economy for related businesses and spinoffs. In a press release announcing the investment, Governor Mike Easley commented, "Our investments in education, work force development and infrastructure are essential in competing for jobs in todays global economy. North Carolina understands that to get and keep companies like Philip Morris, we must continue to invest wisely." Says Ruth of the incentives, 'The incentives were an important component of the decision to invest in Concord, however, it was only one of many important factors." The Philip Morris decision was undeniably a big win for the region. The company

"our investments in education, work force development and infrastructure are essential in competing for jobs in today's global economy. North Carolina understands that to get and keep companies like Philip Morris, we must continue to invest wisely." Mike Easley, Governor, North Carolina contributes approximately $268 million annually through employee wages and taxes, and in 2003 purchased more than 160 million pounds of tobacco at a cost of more that $300 million. This figure represents more than 45 percent of all the tobacco grown in North Carolina. Add 250 employees under contract in six privately owned tobacco receiving stations, $51 million dollars paid in goods and services to North Carolina suppliers, $18 million dollars to North Carolina freight companies, and $15 million to North Carolina warehouses, and it becomes easy to see how losing a company like Philip Morris would have a huge domino effect in the community. Not Just Blowing Smoke

This is not to say that Philip Morris doesn't have its detractors. Its archrival, R.]. Reynolds is located due northeast in Winston-Salem, and the two companies are often at odds concerning legislation in the cigarette industry. Currently the competitors are in opposition over FDA regulation of cigarettes. R.J. Reynolds prefers the FDA stay out of the picture, claiming the regulation will grant Philip Morris USA unfair advantage. The most recent version of the proposed FDA regulation maintains limits on product standards and advertising, among other factors; competitors state ~

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the regulation would function LO solidify Philip Morris' dominant market position. Philip Morris, on the other hand, considers smoking a public health issue that should be covered under the FDA. Says spokesman Bill Phelps, 'The country needs a comprehensive, consistent policy toward smoking. Our position is that smoking is a public health issue and that public health officials should have some authority over it. " For those who think Philip Morris USA is just blowing smoke, the company can back up this position with cold, hard facts. The company consistently advertises the hazards of teen smoking, while decreasing its cigarette advertising for the fifth consecutive year. Magazine, newspaper and retail advertising have been supplanted by price and promotions like the 'Marlboro Rewards Card ,' which functions to target the adult smoker, rather than recruit new smokers. Philip Morris also funds and promotes a 'Stop Smoking Initiative' on its Web site, and funds considerable research into healthier versions of its product. The industry's position is precarious; in what other business does a company have to

advertise against its product yet continue to be profitable in a declining market? Says Gary Ruth, 'The smoking industry declines 1 to 2 percent annually in the U.S.; our intention is to grow market share for those adults who choose to smoke. If an adult person smokes, we want to be their choice." He adds, "lL is also important for us to listen to the publics perception of what we should be doing in regard to public health. That is why we were the only company to support FDA regulation. We intend to fully live up to the expectations of our community" By all counts, Philip Morris USA is heavily invested in its community. The company has given over $1 million in annual charitable donations, provided 43 scholarships through its Tobacco Farmer Partnering Program, provided over $17 million dollars LO N.C. State for a tobacco genome initiative, and provides $1 million annually in grants and contracts in the college's School of Agriculture and Life Sciences. Philip Morris employees also gave $875,000 of their own money to charity, and are encouraged to volunteer time LO local charitable organizations.

" We recognize the deep commitment and hard work of our people. We are proud of our work force, and proud to be able to pay one of the highest wages .1n manuf act unng . .... " Gary Ruth, Vice President and General Manager Ruth demonstrates a strong appreciation for his employees: "We recognize the deep commitment and hard work of our people. We are proud of our work force, and proud to be able to pay one of the highest wages in manufacturing. Needless to say, l am very glad that the investment will make us able to keep their jobs secure."

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Bright Present, Cloudy Future? The equipment up-fit streamlines the manufactu ring process, increasing employee skills while simultaneously producing a costcompetitive product. Says Ruth , 'This investment has allowed us to keep this facility whole, and to fully utilize the space we have here. Plus, as employee attrition occurs, we hope to continue rehiring." He adds, "Local and state government and eve1y organization we encountered along the way in this decision were incredibl y helpful. This process keenly demonstrated not only Phil ip Morris' commitment to the region, but also state and local leadership's commitment to businesses and jobs as well. We feel incredibly fortunate."

Philip Morris USA

Philip Morris USA Inc.Cabarrus Manufacturing Center 2321 Concord Parkway South Concord, N.C. 28027 [Cabarrus County]

Phone: 704-788-5000

While the Concord plant appears to be a s.hining example of how new technology can stead y rapidly declining manufacturing industries, one gets the feeling that there are still clouds on the horizon. Philip Morris, like its primary competitors, continues to abide by the 1998 Master Settlement Agreement (MSA), which restricts lobbying, confines advertising practices, and pays billions of dollars in awards to states for health care costs. To date, orth Carolina has received 650 million from the agreement. ln the meantime, several small newcomers to the industry are not required to abide by the agreement, thereby avoiding the drain on their coffers. ln October, the U. . Justice Department brought a racketeering lawsuit against the tobacco indu try, which could potentially result in a $280 billion penalty A win for the prosecution could reportedly bankrupt the industry. The trial was undertaken in September and is expected to last six months. Add to these concerns a declining U.S. :narket, increased taxes, opposition groups and restricted advertising, the whole endeavor appears to be a huge uphill battle.

Yet, Ruth is happy that Philip Morris is in a dominant market position, and that his charge is to solidify that leadership with the plant's new digs. He is glad his employees were able to have a relaxed holiday season without the threat of layoffs, and that his company was able to support a community that really needed some good news. Heading into the future, Ruth will continue to manage his amiable workforce amid the whi r and fluny of state-of-the-an technology on the Philip Morris campus. He says, "It is just too difficult to speculate exactly where the industry is headed. lt has become the nature of the business to be wellequipped for any possibility." For the time bemg, the heartbeat of the Philip Morris plant is strong, and so IS the resolve of the company oncludes Ruth , "We are committed to bemg the best company we can for our consumers, our employees and our community We feel like a lot of other people m the reg~o n - very blessed to be here." biz Susanne B. Dettzelts a CharlottM!ased freelance wnter.

Principal: Gary Ruth, Vice President and General Manager Parent Company: Altria Group, Inc., a New York-based NYSE company (MO) Sister Company: Philip Morris International, Kraft Foods International Founded: 1902 in New York City as Philip Morris & Co., Ltd. Employees: 2,600 on site; additional I00 across N.C. Site: Located in the greater Charlotte area on 2, I00-acre campus; 2.4 millionsquare-foot facility Business: Nation's largest cigarette company; maker of Marlboro,Virginia Slims, Benson & Hedges, Merit. and Parliament, in addition to Accord,Aipine, Basic, Bristol, Bucks, Cambridge, Chesterfield, Collector's Choice, Commander, Daves, English Ovals, L&M, Lark, Players and Saratoga. Offices and facilities include headquarters, manufacturing, processing and support facilities in the Richmond,Virginia area; a manufacturing facility in Cabarrus County, North Carolina; a materials conversion plant in Louisville, Kentucky; sales offices throughout the United States; and an office in the Commonwealth of Puerto Rico.

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For instance, according to Brennan,

the building's planners visited numerous successful conference centers across the country to see what was working and to create benchmarks. In addition, they paid particular attention to the guidelines proposed by the International Association of Conference Centers. Cheryl Walker, the building's designer and an architect with Grant Huberman, says that they learned from their visits to other conference centers that corporate guests desire a resort-like feel, with natural spaces and attractive vistas. So they made the decision to change the planned location and orientation of the building. Instead of filling in a dry creek bed to place the Center directly on Morris Field Drive, they have preserved the wooded creek bed and opened the building through the liberal use of windows to a view of nature. As a result, one entire windowed wall faces woods. The front of the bui lding faces another CPCC building after which the external appearance of the conference center was modeled, providing a continuity of design. Between the two buildings a peaceful water

Charlotte's nEwest hospitality asset, a purpose-built executive conference center

feature is echoed in the wave pattern of retaining walls hand-crafted out of local stones. Inside, nearly every one of the cleanly designed rooms is bathed in natural light from generous windows. Maple-toned wood-paneled

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walls and brushed steel trim contribute a contemporary corporate feel to the space. In addition, the ample receiving area at the center of the building provides an open, airy feel upon entering, with windows at

ot:lhe-art meeting s~ces designed to fill tcoda}'3 corporate

both ends and a ceiling open to the second floor, which houses admin-

cor.Jerence needs. D:rector S:eve Erennar_ says he expEcts the

istrative offices and classrooms for corporate education.

Ce::tter, Charlotte's fist a""KI only purpose-built facilil:y, to b~come

ln keeping with guidelines from the lmernalional Association of

a draw for companies seeking an affordal: I~ and professional envi-

Conference Centers, the building's planners have combined the clean,

ror.ment in which tosta~ executive meeti::tgs and con:erences.

comfortable look of the place with high-grade furnishings and

Intelligent Design

glare tops, and the padded chairs, equipped with armrests, are

thoughtfully appointed rooms. The tables in meeting rooms sport nonThe Harr.s Confermce =en!er, affiliated 'Nith Centra~ Pledm::mt Co-nmunity College C=PCC), house' 14 thoughtf lly-desisned conference rooms c.nd a decicatei professional stal coobining igh-te:::h fea路ures with high-toLch sErvice at competi -..路e pa::kage prices. T e faclity includes videoconf=rercing capabilities, h gh-end urni;hings and retreat-like senin;s de:;ign~d for ti-e coo~on of as rnaoy as 500 mELing attendees. As a space design ~ d to gen~rate revenue and :;erve corporGJte cus-

comfortable enough for a full day of sitting. One large room (the "Ash" room) contains a vestibule designed for break-time refreshments and a small office for the meeting coordinator's use. Likewise, the Center's technology is designed with today's corporate needs in mind. A video-conference room, one of only a very few purpose-specific rooms of its son available for lease in the Charlotte area, is carefull y designed for optimum video conferencing. A non-glare

toners, the Center re:)resmts an emir-.y new enieavor f.x CPCC. To en~ure the Center's sLcces:;, a great de3~ of trougl.t anc resear:h has

table forms an angled "U" designed to best show all participants through the video camera. A large screen provides a view of the parties on the other end making it easy to forget sometimes that they are

gone into its design.

across the nation or around the globe.

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January 2005

Other meeting rooms (with names like "Maple," "Cypress" and "Birch") contain large plasma screens that can be connected to laptops through pons on the tables. Lighting can be adjusted to meet many different needs and preferences. The large central room, simply called the "full conference room," can accommodate up to 500 attendees, or be subdivided for smaller groups. Enormous screens roll down from the ceiling at the touch of a button, for use with projection technology connected to the ceiling beams. The sound system is designed to optimize the acoustics of each space. Most of the rooms contain retractable acoustic dividers to allow for a variery of configurations. Additionally, a smaller room near the front of the conference space contains desktop computers designed to accommodate computer training or to serve as a cyber cafe for conference participants, depending on the needs of the customer. And, to stave off the danger of "cabin This reflecting pool. nle:l "Relecr/Ref -:ct", was ::lesi~ec ty Stantor Sears and An:lrea Myklebust. The duo fro m Mi n ne ~ ota beg..- wc:r<in g collabcrativ-: ly n 1994 anc h ~ve mar:- pieces through out the United Sut: !;. T ey ~ hare a str:mg interest in the n tegratiol d c: rt and ar:::hitecture, and i1 the co structiv~ -cle out-lie ar: Flays with in cur co mnLnit es anc d·er civic spaces.

fever" from prolonged meetings, panicipants are welcomed to break out into the Center's ample outdoor space , including seating areas around the contemplative water feature , benches amidst the attractive landscaping, and an informal amph itheater designed to accommodate relaxation or casual meetings.

Committed Service The quality and versatiliry of the space itself is augmented by the committed service provided by the Center's stafi of seven. The staff is

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dedicated to making the experience as painless and fun as possible for meeting planners. According to Brennan, potential clients come to the Center through a variety of means. Some are referred by students in the corporate education programs, others find the Center on the lnternet or through advertising, and still others are attracted through the Center's marketing efforts. But one thing they all have in common: from the time they contact the Center, they receive exceptional service. First, the client meets with staff to determine the scope of their needs and discuss their preferences fo r everything from catering to room configurations. The proficient staff helps planners choose appropriate technologies, and ensures that rooms are set up according to specifications for each cuswmer. And because pricing is all-inclusive, the planner is spared hassle and the danger of sticker-shock. As a client's meeting time approaches, Center staff maintain communication to ensure that any changes are attended to promptly and that the client's needs are all met. Then, they prepare all the spaces and technologies ahead of time. By the time participants arrive for their meetings, all rooms are configured according to specifications, technology is in place and tested to avoid glitches and time-consuming confusion, and staff is on hand to assist with whatever whenever. When conference attendees arrive, large signs on the buildings direct them to the appropriate location. A security guard-cumconcierge greets them in the main vestibule and directs them to the appropriate rooms. Alternately, they can find their group through the use of a large electronic board located in a prominent position. The board is connected to the Center's booking and reservation system, which updates the sign automatically to accurately direct participants. And because CPCC maintains a large security staff at all times, participants can feel relaxed knowing that they are safe and secure while they conduct their business. When not in meetings, participants can enjoy the Center's outdoor spaces, or (if their company has arranged for this) relax in the cyber cafe to check their e-mail and chat with other participants. The Center's location plays a role in its convenience and accessibility as well. Near >

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T -e Harris Co rtere1::e Center is Ol:artcx::!'s ·::nly p.r p:se-i:>(jl: execlXive corfe-e1ce ttcili:y. combi-in;: oomfcrt o.nd e: h- ology in a etre:~.:- like sett 1E. =exitle :cn"ere- ce o cm! arrple preftr cto are2S a1d Wliqu e outdoor ~ pace p-oodes .., iceal e1\ iro:1men for any cc mpa1y mee: i g.

th:: a-q:o:t, ;c:t alsc rot 'ar frco :IC'nlt:•'\11. ti-E: CerJer io: n the riddle of a gr•:Mir.g ::Usint..>; .:o::-nml.Till on Lie .ve3t si:le cf :ov..u D-cc:l:. of d hl.orr:s Fi ~ld Dr.7e, the: H :~.--is Ca:.fo:n.:e C~ter :::= ~o vmie:Jt for pa:::: cipc::i:s -~.ho rr EY fly _, Jot the ciay, as well -B t.l-L!.e •hho am·P- lo:E ly :Jr s:ay overnig::- t :~t or~ ci r:-_e nu.l) n~tJy 1otels. Tile CPCC Ccnn ~dion C:::PCC ha~ :;a-ve.:. the 1-..arl:tte canra. >-

nir_: s:n=e 19·">3, and';:; tl-e largoost coo.mJ.rity co c:~ in Ncr:h Ca--::xin;;:. Ito: CLore curri:w. nm of :1~~i;\ r:ra..-; an·:. ':<:iro::e classes J-avt:' ong be.:n :ou?;DeiX::: wi_l a orr.m.tmer:t to ;od.Jlt co-tiru:ng anJ cort=•:nat~ educaion. T~

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the Tt.~i~uo No:-vcomeL 'bcifl:O: ln 200 l, CJ>:: C ,~a; choser as o e d -Ju- outs~ar_:lbg C•Jlegeo in Vol•J:-k f.::rce de.,.eJ :-Jrr ~m b? t.l-.e 1....:. G:rJffln~rL The sarre :'e"-, the Fc-C. FJ•-d3.tic·L f~atur::' d the cd ~ge a~ on~ o.. tl:e l::~s::iJ. "-'Crk -orce::levcloJIT3!t:r America. The 'dege s~=--e~ ever ~ =. occ ;:es~deT.s ·Jus.n~.:!es in Med:le turg

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So it is easy to see how a conference center for the corporate community fits within the CPCC mission. What is new, however, is a space designed specifically to generate revenue for the college. With shrinking state budgets and expanding community programs, leaders at CPCC have been seeking new ways to fund their programs. The Harris Conference Center was envisioned to serve this purpose. Many community colleges across the nation have funded similar initiatives with great success. With that in mind, the CPCC Services Corporation chose the Harris Conference Center project to receive funds from education bonds more than a year ago. Additional funds were received from the james]. and Angelia M. Harris Foundation, a private charitable trust based in Charlotte, for which the Center was named. Brennan says the Center is well on its way to generating revenue. The Centers first conference is scheduled for this month, and Brennan says interest in the Center has been phenomenal, starting even before full-fledged marketing efforts got underway

While generating direct revenue for the college, the Center will also be generating recognition regionally and even nationally as a destination location for meetings and conferences. Says Brennan, their goal is to become "the preferred off-site meeting destination in this community and regionally" Meanwhile, the upstairs of the Center contributes to the colleges mission by providing classroom space for corporate education and administrative offices for department heads. Brennan hopes that housing both the conference center and the additional classroom and office space in one building will create opportunities for cross-marketing: 'There might be a group that sends their employees here for our course oiTerings, and they report back that theres a fabulous meeting area on the first floor." Ukewise, conference participants may notice and report back on the superb facilities provided upstairs for corporate students and administration. Brennan came to CPCC with more than twenty years of experience in the hospitality industry He began his career in ew York hotels and restaurants. In 1994, Hyatt Hotel brought him to Charlotte to head up operations at their SouthPark facility

Brennan says he was immediately struck by the fact that a community of this size didn't have a purpose-built conference center. Brennan had worked for Hyatt and several other hotels in the Charlotte area before joining the Charlotte Convention and Visitors Bureau, where he was responsible for booking hospitality assets in Charlotte - the convention center and hotels- with national association meetings from Washington, D.C. and other locations." Brennan was attracted to CPCC looking for a pan-time teaching position in the hospitality department. He visited the Web site where he saw a posting for a conference center director. Thanks to Brennans background and his enthusiasm for adding this hospitality asset to the Charlotte region, the opportunity was a good fit. Brennan sees a bright future for the Center, which he expects to be an integral pan of Charlottes growth. He is manifest in its destiny: As long as companies keep meeting, the Harris Conference Center will keep meeting their needs. biz Heather Head is a Charlotte-based freelance wnter.

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BizHub Plu s into Region Small Business Resources New Exec Brings a Wealth of Energy and Experience

[biz profile]

"As a lender, I used to see some of the problems minorities had getting loans and it frustrated me," he says. "I always saw myself as a creative lender, able to help some businesses by giving them consulting and counseling work. " While he was a commercial lender with Community Capital Bank in Brooklyn as well as when he was with Freedom

ational Bank in Harlem,

Gilmore saw entrepreneurs sit down at Walter Mitty, Frank Gilmore desired an existence outside his confined world. Unlike jam~s Thurbers fictional dreamer, Gilmore is living his fan-

tasy, albeit through the aspirations of others. As executive director of the startup Charlotte Business

his desk, often with an accountant. "Tell me about your business," Gilmore would ask, and the loan aspirant would give the name of the company and discuss its mission, then

Hub, Inc., doing business as BizHub, Gilmore peruses the

gesture to the accountant and stop

plans of aspiring and struggling small business people and

with "the rest is in the business plan. "

l-"elps them find necessary resources. A former banker and

"l would realize that the accountant

economic development director in New York City, Gilmore

wrote the business plan and that the

feels he's found his true calling in Charlotte vritl-_BizHub,

company owner didn't become a part

organized in 2004 by the City of Charlotte and Central

of that," he remembers with a rueful

Piedmont Community College. Opening for business this month, BizHubs mission is to

grin. "How does that give me confidence that they know their business?"

be a first -stop resource center for small busines5 owners

With the fledgling BizHub, which

and those who want to stan a small business in the 16-

Gilmore currently operates as a virtual

county Greater Charlotte region. Finding help for these

agency on the Internet, he can devote

entrepreneurial types excites Gilmore.

major time and effort to helping people

"I was a frustrated business owner myself," Gilmore smiles. "But I was a generalist," he says of his lime spent with

make grand plans materialize. Gilmore occupies an office in a

a tenants association, small banks and an urban develop-

Central Piedmont classroom building

::nent corporation, all in greater New York.

until another CPCC structure across

"When I made loans to different companies, l never knew what in particular I wanted to do," he remembers from his

the street, at the corner of Independence Avenue and Elizabeth

commercial loan officer career. "But I was always interested

Avenue, is completed, probably in the

m people and how I wanted to help them str.1ct'..1re a loan

second quarter. Then the BizHub will

and use that money to help them grow their ::.usiness."

move into 10,000 square feet, includ-

He was particularly interested in minority-o'Aned busin esses and minorities who wanted to start a company greater charlotte biz

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january 2005

With funding of $75,000 a year from the City of Charlotte and a like amount from a combination of cash and in--<ind services from sponsors, BizHub's goal is to hook up small business owners and wannabes v.-ith companies that provide helpful services. Called clients in BizHub lingo, small business entrepreneurs don't pay to be paired with companies that offer accounting, legal, banking and other services. -:-hese are called affi liates and they pay $350 ~yea r for a BizHub listing. After Gilmor checks an affiliate's references, an affiliate can advertise to BizHub clients who, in turn , can contra::t directly with them for help . Growth Plans Include Chambers

Gilmore soon will start searching for sponsors, bigger companies t:,at can pay up to $150,000 a year to be associated wit!-. BizHub. Smaller entities can join as an underwriter for $2 ,500 annually BizHub brings in non-profits for $100 a year. Gilmore hopes to have 1,000 affiliates by .his time next year. It's too early to say how many sponsors and underwri:ers he'll attract, he adds.

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31)

january 20 05

Already Gilmore is signing up affiliates in Mecklenburg County and has met with Union County Chamber President jim Carpenter. Ultimately, Gilmore wants BizHub to operate satellite offices in Chamber facilities throughout Mecklenburg's 16 neighboring counties in both North Carolina and Somh Carolina. That points to a major difference between BizHub and the Charlotte Chamber, as well as chambers of commerce in general, says Thorn McKinney, who chairs BizHub's board. "The idea is to provide information to all small businesses, whether or not they're a member of the Chamber," says McKinney, a former cable company corporate executive and industry trade association director who's operated his own organizational and management development firm for a decade. Who should use BizHub? ''I'm looking at a person who may have worked as a painter or plumber or whatever and decides they want to get into business," says McKinney "They're wondering where to go to make that happen ." BizHub fills this void, regardless of whether an entrepreneur is a Chamber member, adds McKinney, who belongs to the Charlotte Chamber. 'The idea behind BizHub is to be a onestop shop so that, regardless of what you're looking for, you can either do it virtually or go into an office," he says. The Charlotte Chamber initially was part of the fmmation process for BizHub, but withdrew financial support in the fourth quarter of 2004. Talks continue toward reestablishing a relationship. "We're going to need help from a lot of people," McKinney says, "and we're hoping people will step up to the plate and support the backbone of our industry, which is small business. Those are the people who are creatingjobs." Indeed, the idea of a BizHub started with the Charlotte Chamber's Advantage Carolina study several years back, McKinney says. A need was identified to nurture small business growth from within the area to augment recruitment of new employers from outside. After research that started about two years ago, organizational plans began in earnest a little more than a year ago. Mary Bruce was on board from the beginning, after contracting with the city to

help craft the BizHub concept. The president of Charloue's Kaleidoscope Business Options, Inc., Bruce helped put together a think tank of area entrepreneurs Lo fashion what has become BizHub. She remains a board member. "As a business consultant," says Bruce, "''m particularly pleased with the number of organizations that have stepped up to provide in-kind services. We had a law firm donate its services to help us get incorporated and we had an accounting finn that donated services for our Internal Revenue Service filing. " She likes the way BizHub helps small businesses become aware of available resources, Bruce adds, and believes tremendous synergies are possible through linking resources. 'The BizHub idea is intriguing," says Robert Norris of Wishart Norris Henninger & Pittman's Charlotte office. "Our goal has always been to introduce our business clients to people they need to know to succeed . BizHub should be a fabulous resource for small businesses."

The Charlotte Business Hub, Inc., d/b/a

Bizi .Hub

BizHub P.O. Box 35147 Charlotte, N.C. 28235-5 147

Operating on the Central Piedmont Community College Campus Corner of Independence Avenue and Elizabeth Avenue Phone: 704-330-6830 Opening:January 2005 Principal: Frank Gilmore, Executive Director

Funding: City of Charlotte, CPCC, various sponsors and affiliates Business: BizHub operates as a first-stop regional resource center for everything key to business success. Its primary focu s is to facil itate, improve and enhance access by small business owners and those who want to start small businesses to information, assistance, opportunities and capital; its vision is to be a catalyst for economic growth in the region by foste ring success for businesses to realize their fullest potential, making it easier for locally based companies to obtain the knowledge, resources, and skills needed to grow and fuel the economy from the inside.

www.bizhub.o rg

www.greate rch arl otteb iz. com

"We ourselves are a closely-held business," adds Norris, a partner in the law ~irm that serves more than 1,000 business clients in North Carolina and South Carolina. 'We have faced the same challenges as our d iems and can identi:'y with their needs." Gilmore Was Seeking New Opportunity

A Philadelphia native, Gilmore was looking for a change when he found Charlo:te. He'd made a splash in entrepreneurship while director of economic development for the Oceanhill-Brownsville Tenants Association in Brooklyn. Specifically, he reorganized the association's affiliated construction company Results were impressive. It maintained the asso::iaLion's buildings so well that it attracted - and accepted - outside clients. From losses in 1995 and 1996, Gilmore nursed the company to profitability and eventually to a 26 percent sales Ltcrease. But he was restless and was considering a move Lo Atlanta, where he'd enjoyed visiting while earning a business administration degree at Florida A&M University in Tallahassee, Fla. On the invitation of a fTiend,

he visited Charlotte in 1999 anc was impressed. Subsequent short st<rys reinforced his positive impression. Gilmore sold his New York house and moved to Charlotte in August20J3. The fatl-.er of a grown son and a teenage dacghter from :~ previous marriage, he was seekins a new career when Bill McCullough of UcH ~nry Associates told him about BizHub and encouraged him to apply for executive cirector. As McCullough and ot~1er BizHub board members such as Maggie Braun of the CPCC Small Business Center told him more about the BizHub concept, Gilmore thoug~1l it sounded much like an organiza·ion he knew of in New York. Called Business Outrec.ch, it is fLnded by the State of ew York and some of New York Citys lc.rger financial instirutiol13. It serves the Big Apples five boroughs, p:uviding seminars and workshops for entrep:eneurs. Gilmore had used the organization to find lending leads while he was a banker and learned what made it tick. That knowledge helped him convince the BizHuJ bwrd members he was their man. They hir~d him in july 2004 to lead the 501(c)3 organization.

There isn 't anything like BizHub in the Charloue region, says Sherre DeMao , owner and chief marketer for SLD Unlimited Marketing and PR, located near Lake Norman. "Companies at all levels need outside help ," DeMao says. "They need a place to go without wasting time or resources." Gilmore likes the inclusive nature of BizHub. "You don't have to be a member of anything to be a diem," he says. These days, hes recruiting diems, who don't have to meet any qualifications, and affiliates, whose references must be positive. "I hope we can outreach and get as many minority- and women-owned businesses as possible," Gilmore says. He plans initiatives to business associations and chambers of commerce which serve Latinos and Asians as well as African Americans. Gilmore says he sees many opportunities for Biz Hub Lo be a major factor for area entrepreneurs and he means to make it so. "''m enjoyin this city," he says. "I plan on retiring here." biz Ellison Gory is a Charlotte-based freelance wnter.

400 Tyvola Road • 1.. 866 .. 200 .. 3C31 • www.scottjag.com greater charlotte biz

january 2005

B ueprint

Success in He~ FreemanWhite is Desianin a Name for Itself

n 1992, a tall handsome Texan, Frank

firm" intent on meeting its clients' needs and

Brooks, and Alan Baldwin, a Virginian

helping its clients to be more successful.

who had spent the past 20 years as presi-

"Our designs are all operational-driven,"

Vanlandingham, and William Henry Belk, founder of Belk department stores, but also a great number and variety of public build-

dent of his own firm in Maine, joined the

says Baldwin. "It's not just how beautiful or

ings. Among these were city halls, post

leadership team at Charlotte's oldest architec-

great it looks; it's all about how efficient it is. "

offices, office buildings, banks, fire stations,

tural finn, Freeman White, Inc. In the years

Today, Freeman White is "an inch wide

theaters, railroad terminals, and facilitates

since then, the finn's national ranking has

and a mile deep. " It doesn't build shopping

for colleges and universities. At least 40 of

risen from 78 to 16 (according to Modem

centers or schools or houses; it focuses

Hook's projects are registered histotical

Healthcare Magazine's Design and

entirely on healthcare facilities. Eighty-five

landmarks in Charlotte today.

Constructi.on Survey published in March

percent of its business is designing new hos-

Although Hook originally practiced on

2004). Revenues have increased from $3.5

pitals or expansions, like the new Outpatient

his own, he joined with Frank McMurray

million in 1992 to over $28.8 million in

Treatment Pavilion at Union Regional

Sawyer in 1899 to form Hook & Sawyer.

2003, and the number of employees has

Medical Center in Monroe. The other 15 per-

That partnership lasted untill906 when

grown from 38 to over 200.

cent is in the growing market of senior living

Hook went back into practice by himself

facilities, such as Aldersgate, the United

until he joined up with Willard G. Rogers in

"We met in Raleigh before either of us were hired," says Brooks. "We talked about

Methodist Retirement Center in Charlotte.

vision for what this company could become." "Frank and I were soul mates; we read the same books, had the same interests," adds Baldwin. "After two days we knew we had a chemistry." Together Brooks and Baldwin created a

1910. After dissolving the partnership with Rogers in 1916, he again practiced by him-

what we could do together and mapped out a Concrete beginnings Charles Hook was the first registered architect in North Carolina. He established his Charlotte practice in 1892 with an ad in the paper reading "Chas. Hook/Architect/

vision in which Freeman White would move

Office No. 1 Harty Building/Charlotte. NO The Best in Town." At the same time, he laid

beyond the position it occupied in the early '90s as an architectural firm focused on

the groundwork for what was to become FreemanWhite, the lOth oldest architectural

healthcare. They intended to create a narrower and deeper company; one which

finn in the United States. Hook not only designed many of the

would focus on healthcare architecture in a

prominent residences of his day, including

self untill924 when he established a partnership with his son Walter. According to Lisa Bush Hankin's biographical sketch of C. C. Hook for the Charlotte-Mecklenburg Historic Landmarks Commission, Hook died a mysterious death in 1938 at the age of 68. He either fell , was pushed, or jumped from a window on the 12th floor of the Commercial National Bank Building on the corner of Fourth and South Tyron Streets. Walter Hook assumed presidency of the

new way. They began shaping FreemanWhite

homes for tobacco magnate james

firm after his fathers death. It was during this

into a "value-driven consulting and design

Buchanan Duke, cotton broker Ralph

period that the finn became well-known )>-

greater charlotte biz

january 2005

in orth Carolina fo r its designs for hospitals and healthcare facilities, including Mercy Hospital, Carolinas Medical Center, Presbyterian Hospital and the VA Hospital in Salisbury When Walter died in 1963, Bev Freeman and Ed White formed the leadership team of the firm, which was now known as Freeman and White Associates, Inc. In 1986, Bill Hartsell, who had worked for the firm since 1960, assumed the presidency In the early '90s, the firms name was changed to Freeman White Architects, lnc. and in 1997 with Brooks and Baldwin at the helm, the word Architects was dropped and the firm became simply Freeman White, Inc. This reflected the success the firm was having in offering innovative planning and consulting services to its healthcare and senior living clients. It also demonstrated the direction in which Brooks and Baldwin were taking the company "We're here to play on a national level," says Baldwin. "We want to be a Top Ten healthcare firm and grow our revenue to get to the Top Ten. We want to team with clients that share our values and pursue challenging and interesting projects."

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Brooks and Baldwin are focused on becoming national leaders. And, while they want Freeman White to grow, they also want it LO grow in areas that make sense.

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look at the clients' needs without assuming facilities are the answer to every need." In 2001 Freeman White completed a $9.5 million project at the Health Park at WakeMed in Raleigh in which the design team was able to build on WakeMeds patient-centered approach to healthcare. The HealthPark provides critical rehabilitation care for patients suffering from strokes or accidents. However, the facility faced issues such as inefficient internal circulation, lack of space fo r rehabilitation activities, and limited resources for helping patients "relearn" integral life skills. By remodeling existing space and adding some new construction, the FreemanWhite design team created a dynamic new facility that integrated rehabilitation activities with an exciting and visually stimulating atmosphere. Since the project was completed, the waiting list to enter the facility has grown from two days to three weeks.

At Freeman White, Brooks and Baldwin have created a model that is different from an ordinary design firm. ln fact, 20 percent of the firms employees are not architects. The firm operates with a series of multidisciplinary teams, which includes engineers, marketing experts, industrial designers, and even emergency nurses. "We believe that creative and great ideas come from talented people with diverse backgrounds," says Brooks. "We deal with very large, complicated building types and we work as a team." Freeman White has two markets: senior living facilities and hospitals. lts services to those markets include traditional design services, but also a consulting service designed to help clients become more efficient. The firm helps clients with market analysis, operational efficiency, and long-term strategy The consulting services represent about 22 percent of the fitms work effort while traditional architectural design represents about 78 percent. "We help the client look deeper than the need for facilities," says Brooks. "We look at what is driving that need for facilities. We

FreemanWhite, Inc.

._., "'

800 I Arrowridge Blvd. FreemanWh1te Charlotte, N.C . 28273-5665 Phone: 704-523-2230 Principals: Alan T. Baldwin, FAIA, President; Franklin H. Brooks,AIA,ACHA, Managing Principal, Director of Healthcare Founded: 1892; oldest practicing firm in North Carolina and IOth oldest in the U.S. Employees and Offices: 21 5 person fi rm with offices in Charlotte, Raleigh and San Diego Awards: AINCES Award for Excellence, 2002 (Large Firm); 2003 CSI Educational Commendation Award (Large Firm);AIN IDP Award for Excellence, 2003 (Large Firm) Business: Provides master facility planning, programming, operational analysis, strategic planning, CON services, financial analysis and market assessment, in addition to full plan ning, architectural, engineering and interior design services; focused on healthcare and senior living. www.freem anwhite.co m

www.greate rc harl otte biz. com

certificate of need preparation, and equipment planning. Freeman White has recently taken on a project of adding two major additions, totaling 350,000 square feet, to the main campus of Lehigh Valley Hospital in Allentown, Pa. It is teaming up with one of the best known national architectural firms, Venturi, Scott Brown and Associates, on the work. Venturi, a recipient of the Pritzker Architecture Prize in 199 1, is well known as the author of "Learning from Las Vegas'' Published in 1972 the book created a controversy in architectural In .order to integrate patients' everyday activi:ies into circles by calling for architects to th;!ir therap:-. Freeman White designed a srral to~m be more receptive to the tastes and stree:scape, which allows patients to build cooficenc~ as th~y .:leal wi:h normal life activities in f-c.ITiiliar setting;. values of the "common" people and the commercial vernacular and less immodest in their erection of ""::-here ~e only :hree ways to g:-ovc," says Bcldw.n "v/e can increase our marke share; "heroic" self-aggrandizing monuments. W?. em devdcp new products; or we ·:an gtD'A throu ?,h mergers or acquisition.' A firm understanding Both Brooks, 53, and Baldwin, 60, believe Current y •:he firm is focused on al three in an inclusive management style. At of these arelS. It opened a Raleigh offi-:e FreemanWhite they have surrounded themtl-r:mgh acquisition of another firm. Iris e;:p:mding ts market :JY taking on wcrk in oelves with talented people and work to A.b;uy, . -. Anchcrage, Ala .. and c:aifor:lia. create a horizontal organization that rewards A.1.d. it is ceveloping new products. It now creativity, is driven by opportunities, and o te~S consult:ng services to health.:are diems mixes individuality with diversity "We're looking for high performing, ir :J-e field!:; of oncology, laboratory, ioaging, :notivated professionals," says Brooks. "Then \.\Omens SOVlces, critical carelinpatie t, surgiul g:rvice~ cardia~art, emergency serrice~ ·Ne offer them the opportunity to make a difn:i depan:nents, centers for ambula1r0ry care, :Crence. We want people who are interested

in helping clients and creating something of enduring value. " jon Huddy joined the firm in 1993 and has been instrumental in creating Freeman Whites consulting and national practice. Huddy became a managing principal in 1999. Mark Furgeson was hired in 1997 to help recruit new talent and eJo.--pand the national practice. He became a managing principal in 1999. In 2000 David Thompson joined the firm as COO after a 20-year career as a county manager for major North Carolina counties. As a management team Baldwin and Brooks compliment each other in their skills and abilities. Both are good strategic thinkers and they play off one another very well. Both are generally optimistic and often rely on others to play "devils advocate." Both are passionate about what they do. And , while Baldwin is any fisherman with a summer home on an island in Maine and Brooks relaxes by practicing martial arts, they are both creative architects. Both designed their own new homes. Bald wins house on Colony Road is designed to show off his extensive art collection, while Brooks' 4500 square foot prairie style home in The Cloisters is more contemporary "To be great, you have to have something at the core that is passionate," says Brooks. "Alan and I share a compelling common vision of what is meaningful for the organization and for the people in the organization." biz Cosey jacobus is a Charlotte-based free/once writer.

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january 2005

North Carolina Economic Growth to Slow in 2005 Excerpts provi ded by John E. Connaughton, Ph.D., Forecast Director, Carolina Economic Forecast

BEL K CO LLE GE Of BUSIN ESS

t=.

lNC(}IARI.DTIE

The North Carolina economy is expected to grow by 1.9 percent during 2005, UNC Charlotte economist j ohn Connaughton reported today in his TIAACREF/UNC Charlotte Economic Forecast for North Carolina. This figure represents a slower rate of growth compared to the 3.3 percent increase

Forecast Highlights • For 2004, ten of orth Carolina's eleven major economic sectors

Annual Growth Rates In Real GSP 6

experienced output increases. The

sectors expected to experience the

strongest rates of growth are serv-

ices at 5.4 percent; durable goods

manufacturing at 4.5 percent; and

finance , insurance, and real estate

(FIRE) at 3.6 percent.

-1

-0.4

0.0

2002

.2.:Q_

_u_

2003

2004

n 2005t

in North Carolina Gross State Product (GSP) • For 2004, North Carolina establishments are expected to gain 94,500 net jobs, an

experienced during 2004.

increase of 2. 5 percent over 2003.

For 2005 , the first quarter GSP is expected to increase by an annualized real growth rate of l. 7 percent. For the second quarter, GSP growth should continue at

•Seven of North Carolina!; ten nonagricultural sectors are expected to experi ence increased employment levels during 2004.

about the same pace, with an annualized rate of 1.8 percent. By the third quarter, growth should slide to a slower pace of 1 percent,

• The North Carolina unemployment rate was 6.2 percent in December of 2003 and has fallen to 4.8 percent in October of 2004.

while in the fourth quarter of 2005 growth is expected to pick up slightly, to an annualized

•For 2005, North Carolina real GSP is forecast to increase by 1.9 percent over the 2004level.

real rate of l. 9 percent.

• For 2005, eight of orth Carolina's eleven major economic sectors are expected

2004 GSP

Gross State Product is expected to reach a level of $3 10,380.0 million in 2004. Real (inflation adjusted) GSP is expected to

to experience output increases. The sectors that are expected to experience the strongest rates of growth are services at 4.2 percent, and du rable goods manufacturing at 3.6 percent.

Year-End Seasonally Adjusted North Carolina Unemployment Rates

increase by 3.3 percent over the 2003 level. The growth expected for 2004 continues the recovery of the North Carolina economy that began in 2003. During this recovery economic growth in

•The

onh Carolina economy is

forecast to add 56,000 net jobs during 2005 , an increase of 1. 4 percent over the 2004 level.

Quarterly Growth Rates In Real GSP

7 6 5 4

North Carolina started later and h as grown slower than United States GDP. The state's

•For 2005, seven of North Carolina's ten nonagricultural sectors are forecast to increase employment levels.

2 1

Q L-~2~00~1~~27 00~2~7 20~0~3~7 20~0~ 4~~ 20~07 5,~

5 4

economy was hit harder than the United

3.4

2.2

2004 1

2004 U

2004 II)!

january 2005

20041Vt

States economy during the recession and was still struggling in 2002 as the United

were in a long term decline before the recession began, were hit hard during the recession and have continued to struggle.

States economy began to expend . The state:S

While the cyclical downturn has abated the

traditional manufacturing industries (textile,

long term secular trend affecting these industries is still present.

apparel, furniture, and tobacco), which

W'N'N.gre a t e rc h a r I o tt e biz. com

During the first quarter of 2004, the annualized GSP growth increased at a rate of2.l percent. During the second quarter of 2004 GSP growth increased by 3.4 percent, while growth in the third quarter, is expected to slow to l. 7 percent. For the fourth quarter of 2004 North Carolina GSP growth is expected to pickup slightly to a 2.2 percent annualized rate. North Carolina economic growth during 2004 is expected to again trail the U.S. GOP growth. Through the first three quarters of 2004 U.S. GOP has increased by 4.5 percent, 3.3 percent, and 3.9 percent respectively 2004 Sector Analysis

The real (inOation adjusted) growth rate for 2004 is expected to be 3.3 percent. Real growth rates for each sector (displayed in black type) are ploued on the horizontal axis. Percentages of GSP contributed by each sector (displayed in green type) are ploned on the vertical axis. The resulting rectangles show the weighted importance of each sectors' expected growth during 2004. All of the sector information presented in the table to the left is based on the Standard Industrial Code (SIC) definitions of 1987.

greater charlotte biz

For 2004 Len of North Carolinas eleven economic sectors are expected to experience growth. The sectors with the strongest expected growth are services at 5.4 percent; durable goods manufacturing at 4.5 percent; and finance , insurance, and real estate (FIRE) at 3.6 percent. Seven other sectors are expected to experience growth during 2004 but at rates equal to or less that the overall state growth rate of 3.3 percent. These sectors are retail trade at 3.3 percent; government at 3.2 percent; construction at 2.3 percent; wholesale trade also at 2.3 percent; transportation, communications, and public utilities (TCPU) at 1.3 percent; and nondurable goods manufacturing at l.l percent. Only one sector is expected to continue to decline during 2004. This sector is mining, with an expected decline of 8.0 percent. 2005 GSP

Gross State Product is expected to reach a level of $324,268.8 million in 2005. Real (inflation adjusted) GSP is expected to increase by 1.9 percent over the 2004level. The growth forecast for 2005 is less than the growth rate expected during 2004.

Quarterly Growth Rates In Forecasted Real GSP 6

5 4 3 1.9

2005 1

200511

2005W

2005fV

For 2005 the first quarter GSP is expected to increase by an annualized real growth rate

of l. 7 percent. During the second quarter GSP growth should continue at an annualized rate of 1.8 percent, while in the third quarter, growth should continue but at a slower pace of l.O percent. In the fourth quarter of 2005 growth is expected to continue with annualized real GSP forecast to increase by 1.9 percent. The overall expansion of the state's economy since 2002 has been slow. While the United States economy grew by inflation adjusted rates of 1.9 percent in 2002 and 3.0 percent in 2003 , the North Carolina economy could only manage no growth in 2002 and 3.0 percent in 2003. For 2004, ~

january 2005

North Carolina economic growth should trail United States growth by just a liLLie. However, in 2005 it looks like both the United States and North Carolina economies wi ll begin to slide. Over the past six months, a number of important economic indicators have begun to raise concerns about the strength of this expansion. The rise in the United States budget deficit over the past three years will soon begin to crowd-out private investment, rising energy prices have already curbed consumer spending, and the slide in the value of the U.S. dollar has set the stage for decreased foreign investment. Together these troubling changes will have a negative effect on both the United States and orth Carolina economies in 2005. 2005 Sector Analysis

Eight of the state's eleven econom ic sectors are forecast to experience growth during 2005. The sectors with the strongest expected growth forecasts are services with a projected real growth rate of 4.2 percent, durable goods manufacturing with a projected real growth rate of 3.6 percent, agriculture with a projected real growth rate of 2.9 percent, and retail trade with a projected real growth rate of 2. 7 percent. Four other sectors are expected to experience growth during 2005 but at rates equal to or less that the overall state growth rate of l. 9 percent. These sectors are finance , insurance, :md real estate (FIRE) at l. 4 percent; con-

Gross State Product (GSP) is expected to reach a level of $324,268.8 million in 2005. Real (inflation adjusted) GSP is expected to increase by 1.9 percent over the 2004 level. The growth forecast for 2005 is less than the growth rate expected during 2004. struction at 1.0 percent; transportation, communications, and public utilities (TCPU) at 0.9 percent; and wholesale trade also at 0.9 percent. The government sector is expected to remain llat during 2005. Two sectors, mining and nondurable goods manufacturing are expected to lose jobs during 2005. 2004 and 2005 Sector Analysis

Seven sectors are expected to experience job growth during 2004. The strongest job growth sector is services at 4.5 percent, followed by construction at 3.8 percent, and FIRE at 3. 7 percent. Seasonally adjusted nonagricultural employment in orth Carolina is forecast to reach 3,94 7,100 persons by December 2005 , an increase of 1.4 percent over the employ-

2004 North Carolina Unemployment Rate Fore~:~at 7

6.5 6 5 .5

r:>'=

............ :::::::..____: ---=~:........_.. : __ : -...--·

5 4.5 4

3.5 3 2.5 2 JAN

FEB MAR APR MAY JUN

january 20 05

JUL AUG

SEP

OCT NOV DEC

ment level in December 2004. The employment growth forecast should add 56,000 net jobs to the state's economy during the year. Six of the state's ten nonagricultural sectors of the economy should experience positive employment growth during 2005. The sectors expected to display the strongest employment growth rates in 2005 are FIRE at 3.1 percent, services at 2.6 percent, and government at 2. 1 percent. biz john E. Connaughton is professor of economics in the Belk College of Business at UNC Charlotte. He IS d1rector of the Carolina Economic Forecast, funded by TIM-CREF and published quarterly by the University of North Carolina at Charlotte. The Forecast provides both a rev1ew of North Carolma's recent economic performance and an estimation of the state's future growth. Dr. Connaughton earned h1s PhD. and master's degrees (rom Northeastern University and his bachelor's degree from Boston State College.

bizresource guide Take advanwge of these products and serv1ces from Charlotte's lead.ng bus•ness-ro-bus1ness suppl1ers. ATCOM Blair, Bohle & Wh itsitt Breakfast Club America Business Success Institute Carolina VW Charlotte Copy Data Charlotte HelpDesk Charlotte Steeplechase ClickCom Compass Career CPCC Corporate Training CPCC Harris Center Daniel Ratliff Dilworth Hair Center Employers Association Exervio LandAmerica Mac Thrift Office Furniture Mecklenburg County Recycling Nouveon Pfeiffer University Philip Morris PR Sto re Regency Business Brokers Regent Park Ryan Foot & Ankle Clinic Scholz & Associates Scott Jaguar Tathwell Printing TimeWarner Business UNCC Continuing Education Wake Forest University- Babcock School WXNC- 1060 AM

pg. 11 pg. 11 pg. 33 pg. 8 BC pg. 13 pg. 8 IBC pg. 36 pg. 10 pg. 26 pg. 1 pg. 40 pg. 9 pg. 12, 27 pg. 12 pg. 18 pg. 41 pg. 9 pg.20 pg.25 pg. 21 pg.24 pg. 10 pg. 31 pg. 19 pg. 30 pg. 37 pg. 43 IFC pg. 32 pg. 3 pg. 5

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