Greater Charlotte Biz 2005.05 by CLT.biz & Charlotte Biz & Greater Charlotte Biz

"I was with

sort of in

denial

my diabetes. I was 380 pounds:' II

I called a nurse with Blue Cross and Blue Shield. She completely turned me around. She sent me volumes of information about diabetes. She took an interest in what my problems were. I took the diabetes serious after that. I enrolled in a program called 'Healthy Lifestyle Choices: And what it is, it's simply changing your lifestyle, the way you think about food, the way you think about exercise, the way you think about life. I've lost 70 pounds, my diabetes is completely in control, my blood pressure is down, I can even walk down to the mailbox now, without getting tired out. I never felt once that they would say 'Oh this guy is way out of shape, we're just going to get rid of him: They've stuck by me and I love them for it. Keep an eye open for me because I plan on losing a whole lot more weight. "

Robert Amato Norlina Member 25 years

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•t:CSlpal son 3 1 ~bls JS_ conrecto:n tl Aoaj Furer 3JsnefS Cl3iS' L.O Mbp3 rr.<Jx;murr jc,nload speed l.::tual r·ee:ls m•y \?' .. DC "'EY TU~ [; crnraclel"i. r 41ES ald"B 1'3l<t..- n i:Ja !re -=<1EITB;"' •f Jnd .:l W3 ne• ilJC:o. P D<i.Jc13 a.d s«v<:e; no· a-ai;ab~ ia all aeas.(s05)

cover s t ory

Lowe's Motor Speecway

Pontificate all you want, but bi§ ::ars wi:h fe-·jers ral < .rvo f3rcy 1-.eoner's r"!.;troo-ns as the most important reasonsc :or '~A~CAP-'s phen:::rren:1l suces=.. S:) s;rys -1.A "Humpy" Wheeler. who has wc.tch=d f'J.:._scAR's nr~-a Tlo-~ho:is f-::m 1ct-c:x:Js t~ precision-tuned machines, and s a -gJab y tt-,;: n:)st <'l:·w -':cge;ve J=er.:<n al v"! ...,-t-en it comes to Southern-born-an::l-b~d stock::: 1r racire

e x e c u t i v e ../ -~ •--11-fl·z:r

Trammell Crow This real estate management company has something to crow about. New emphasis on selling and delivering corpo-

networking

rate real estate services, such as transac-

Yo.mg Affil _;e__:es of L~ ML-11

tion management, facilities management and project management leveraging its

•

scale and expertise, is opening new doors

events _lili an$

of profitability.

Simpson Performance Products

dep:~rt11ents

When one of the estimated 400,000 racecar drivers in the U.S. pulls on a hel-

•

met fire suit or gloves, it's more than likely

publisher's post:

name synonymous with safety in the rae-

ernpJo· -ers b iz

ing world. Nine of the top I 0 Nextel Cup teams use Simpson products.

on top

workforce biz

Ecoscape Solutions Group

b iz resource guide

Tony Pope and Chip Eleazer have long relied on each other to help meet the needs of customers. Now they have merged their companies, Countryside and Greenlawn, into one, providing comprehensive landscape des1gn solutions and a

on the cove~ HA. 'Httmp_J Wheel Pye der.t ani Gclerct Manag~ L.n..·e:; Motar ':pcedwGj

commitment to customer satisfaction.

36 Erdman and Hockfield These two lawyers exhibit personalities as opposite as two adversaries in a court-

FhOiC[:aphy /:>,! Way- ~

Morn!.

room, yet they strive for similar goals in their practice. They are the driving forces behind this law firm that is dedicated to high principles and moral ethics, emphasizing personal attention and ready accessibility.

"Simpson" gear. Simpson is the brand

may

2005

cllaflotte

(Seared) Andrew Chambers, Mike Monk; (Standing) Lar Wi lliams and Tar Reid of Scott Insurance

Scott Insurance: Over 140 Years of Results "By focusing on safety improvements, loss prevention and claims management, Scott actually lowered our dependence on insurance."- Charlie Tew, Southern Pump & Tank "We've been with a large national broker. After being with Scott Insurance, we now realize we're with the best. Their innovative and proactive services are the best we've ever come across."- Sheila W illiams, B&B Contracting "Scott Insurance has done a great job of further educating us on key issues, especially Workers' Comp. Their comprehensive approach to our risk management is helping MGM Transport take control of the future and be a better company."

Employ e e Owned

- Ross Windsor, MGM Transport

Find out how yo u ca n benefit from the knowledge and service that h ave made Scott an exceptional Insurance firm since 1864. Call Andrew Chambers, Mike Monk, Lat Williams or Tar Reid in Charlotte at (704) 556-1341.

NORTH CAROLINA. VIRGINI A, TENNESSEE

CAPTI VE INSURANCE DOM ICILES IN BERMUDA AND GRAND CAYM AN

INSURANCE scottins.com

[publisher's post] Celebrating Small Businesses in Charlotte

clraflotte

March 2005

Once upon a time, way back when, you knew the inhabitants of a town by driving down Main Street and reading

Vo lume 6 • Issue 5

their names across storefronts windows and door plaques. John Cougar Mellencamp sang about that experience in his "Small Town" America. If you grew up in Charlotte, you knew about lvey's Department Store, the Crowell-Berryhill Store, the Liddell-McNinch House, the Ratcliffe Flower Shop, the Latta Arcade, the Oscar j. Thies Automobile Building, the Mayfair Hotel, the Carolina Theater and "The Square." Mostly, towns were made up of local people with local enterprises employing local people. They still are.

John Paul Galles jgalles@greatercharlottebiz.com

Publisher

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

Contributing Edito r Susanne Deiczel

Creative Di re cto r/ Asst. Edit o r

The Charlotte region has changed dramatically since the early 20th century. The influx of people from other parts of the country has brought greater diversity and new influence from other cultures and ethnicities. While we celebrate and appreciate that growth, it is tougher and tougher to learn about, know and understand this burgeoning new city-region, its businesses, resources and opportunities. That is our mission here at Grea ter Charlotte Biz! We want to help you learn about the abundance of

Sean Farrow sfarrow@greatercharlottebiz.com

Acc ount Exe cu t ives Gary Biernacki gbiernacki@greatercharlottebiz.com

great businesses, their leaders and the substantial resources for business growth in this region.

Bill Lee blee@greatercharlottebiz.com

While Wachovia and Bank of America, Goodrich, Duke Energy, Lance and other large companies are extremely important to our community, there are tens of thousands of small to mid-sized businesses that deserve attention and credit for the jobs they are creating and the wealth they are building.

Amy Jo Robinson arobinson@greatercharlottebiz.com

Contribu t ing Wri te r s Ellison Clary Margaret Fisher Heather Head Casey Jacobus

According to the SBA, there were approximately 650,000 small businesses in North Carolina in 2003. Only about 176,000 of those entities actually employed people. Non-employer businesses made up nearly 475,000 entities. Inside that number were about 254,000 self-employed individuals. About 85,000 or 34% were Womenowned; nearly 39,900 were Black-owned; 7,300 were Hispanic-owned firms; 9,100 were Asian-owned; and 7,100 were American Indian-owned businesses. When the above numbers are updated for 2005, it is likely these figures will change radically. Women and minority-owned enterprises seem to be flourishing in every corner of this region. Those small businesses employed over 1,601,230 workers, which was 46.7 percent of the non-farm private workforce and had a net gain in employment of 67,175. Firms with fewer than 20 employees had a net gain of 39,287 employees. SBA research identifies small business financing sources as typically being commercial bank lenders and local bank services. Small business proprietors' income grew from $16.7 billion in 2002 to $18.1 billion in 2003. Clearly, small business is a vibrant and active element of our community.

Contributing Photographers

We find comfort in visiting the same stores and businesses that treat us well and care for us and make us feel welcome. We have our own gathering places, but we also look for ways to learn more about others that we may want to meet for business purposes or opportunities. We hope that you look to Greater Charlotte Biz as a valuable source of information and background on businesses, their leaders and business resources helping you with your business needs. We want to help you learn about these businesses- from the small to mediumsized homegrown businesses run by their owners and passed through generations, to the large publicly owned entities that use many local companies to create, build, service, distribute or sell their products . These business owners are excellent examples of hard-working, civic-minded responsible citizens within our towns. They are all important contributors to our community that employ people and create wealth. We should celebrate small businesses in our region as much or more than ever before. We hope you enjoy their stories. I

may 2005

Sean Farrow Wayne Morris Galles Communications Group, Inc. 560 I 77 Center Drive • Suite 250 Charlotte, NC 28217-0736 704-676-5850 Phone • 704-676-5853 Fox 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 o ur Web site: www.greatercharlottebiz.com.

All rights reserved. The information contained herein has been obtained from sources believed to be reliable . However, Galles Communications Group. Inc. makes no warranty to the accuracy or reliability of this information. Products named in these pages are trade names or trade· marks of their respective companies. Views expressed herein are not necessarily those of Greater

Charlotte Biz

or Galles Communications Group, Inc. No part of this publ ication may be reproduced or transmitted in any form or by any means without written permission from the publisher. For reprints call 704·676-5850 xI 02. Greater C hartotte Biz (ISSN 1554-6551) is published monthly by Galles Communications Group. Inc., 560 I 77 Center

Dr., Ste . 250, Charlotte , NC

28217·0736.

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www.greate rc harl otte biz. com

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Legislative and Regulatory Highlights for Area Employers

Expanding Age Discrimination Protection

N.C. jobless Rate Falls

The Supreme Court has ruled 5 to 3 that wo rkers 40 and older can file lawsuits claiming an employer's policy- while neu tral on its face- has a disproportionate adverse effect on them , according to Reuters news service. Lower courts had been divided on the issue of whether the federal Age Discrimination in Employment Act (ADEA) allows disparate-impact claims. In disparateimpact claims, plaintiffs argue that the consequences of an employer's policy or practice are discriminatory rather than argue that the motives behind it are discriminatory. While the Supreme Court ruled that such claims are allowed under ADEA, it said the plaintiffs in the specific case before it failed to prove that they had a valid disparateimpact claim. In the case, 30 police officers and dispatchers over age 40 in Jackson, Mississippi , said the city's pay policy was discriminatory because it gave workers with five or fewer yea rs of tenure proportionately larger wage increases than workers with more seniority. The city argued that the policy was implemented to remain competitive with surrounding communities in attracting and retaining officers. "The city's decision to grant a larger raise to lower echelon employees for the purpose of bringing salaries in line with that of surrounding police forces was a decision based on a 'reasonable factor other than age' that responded to the city's legitimate goal of retain ing police offi cers," wrote Justice John Paul Stevens for the maj ority. The Bloomberg news service reports that in the ruling, the court said ADEA has a narrower scope for disparate-impact claims than Title VII of the Civil Rights Act of 1964 has for disparate-impact claims in race- and gender-bias cases. "Except for the substitution of 'age' for 'race, color, religion, sex, or national origin,' the language of ADEA and Title VII is identical. Unlike Title VII , however, ADEA significantly narrows its coverage by permitting any 'otherwise prohibited' action 'where the differentiation is based on reasonable factors other than age ,"' wrote Stevens.

North Carolina's jobless rate fell in January to its lowest level in nearly four years as hiring picked up for workers in government , health care and construction. The seasonally adjusted rate was down to 5 percent from an upwardly revised figure of 5.3 percent a month earli er. Government led the pickup in hiring, with 3,100 new jobs during January. Construction and health care also posted significant gains, though they were offset somewhat by layoffs in business services, manufacturing and tourism. The state's jobless rate is now the lowest it has been since the economy fell into recession in March 2001, when it stood at 4.9 percent. January marked the ninth month that North Carolina's jobless rate was at or below the national ave rage. The U.S. rate was 5.2 percent in january and 5.4 percent last month. An analyst with Economy.com said North Carolina benefited from a strengthening economy in January but could soon begin to suffer if its textile mills and apparel factories see a surge in less-expensive imports from China. On January 1st, the United States did away with quotas on Chinese textile and apparel products, as required by the World Trade Organization. Without adjusting for seasonal factors , the state's textile and apparel sector was down 800 jobs in january, to 100,400. The sector has lost 3,500 jobs from this time last year. Figures produced by Chinese customs officials and reported by the World Trade Atlas showed Chinese imports for eight apparel products rising an average of 546 percent for january compared with the same month last year, according to Manufacturing and Technology News, a trade publication "If the preliminary numbers coming out of China are correct, we'll see more job losses within the next two months, " according to Steve Dobbins, president of Carolina Mills in Maiden. The company

(Business & Legal Reports)

All Work and No Play Makes For Bad Business America's overworked employees could be hurting the bottom line for employers, :;uggests research from the nonprofit Families and Work Institute. One in three employees is chronically overworked, according to a poll of 1,000 wage and salaried workers. The overworked are more likely to make mistakes on the job, resent their coworkers, experience stress and depression, and neglect their health; all of which spell higher business and benefit costs for employers. Like athletes in training, employees need to rest between periods of exertion in order .o do their best work, observes Ellen Galinsky, president of the New York-based insti,ute. "Having time off, even in short spurts or through a vacation or workplace flexibility, is beneficial because people come back refreshed and ready to focus on work in a more : reative way." Employers can help , she says, by creating a culture that values downtime . Some firms have already gotten that idea. Cary, N.C.-based software company SAS Institute has a 35-hour work week. To discourage employees from working overtime, rhe company shuts its campus gates at 6 p.m. The consulting firm Deloitte, headquartered in New York City, lets top performers take up to five years off to pursue personal interests, such as raising a family. (Benefit News Connect)

may 2005

www.greate rch arl otteb iz. com

Message from the President Regarding "Inspect What You Expect"

makes thread for medical bandages , American fl ags and Polartec fleece.

.' recaU a specific conversati on I had with my boss many years ago. I was questionin the mtervJewmg techmques/abilities of several of our managers, and my boss said "If g nhot comfdortab le with their abi lities, go sit in on a couple of their interviews. I~spe~~:~:~ t ey are omg- you always inspect what you expect."

Ca rol ina Mi lls cut 1,500 jobs in the past four years to prepare for th e elimination of quotas, leaving it with 1,100

I have not forgotten that expression over the years, and it is a practice I have developed in

~~ny areas of my job. Companies wou ld be wise to foUow th e same philosophy. Let me g e you some examples of personnel practices that you should "inspect. "

workers. "We tried to size properly to the market, but if the market declines further, we and other textile companies in North Carolina may have to do more downsizing. No question about it ,"

~:ny of yo u probably use temporary agencies to help you fill open positions. 1 am sure Y expect th e agency to check th e prior employment references of the candidates they send to you. Have you ever seen th e reference checks? Do you know the questions they are asktg m a check? How thorough of a job do they do? Are they checking multiple databases or cnmmal records? You should inspect what you expect!

Dobbins says. North Carolina averaged 5.5 percent joblessness last year, according to newly revised figures from the state. The aver-

Are you using an outside vend or (maybe a payroll se rvice) to send ou t your COBRA letters and HIPM certificates to former employees, or to submit your New Hire Reports to the · appropnate state agencies? How do you know they are doing thJ·s or d · · · 1 omg n m a llmey manner 7 You should inspect what you expect!

age was three-tenths of a percentage point higher than previously reported. Hawaii had the nation's lowest jobless rate in january, at 3 percent, followed by

orth Dakota and Virginia,

each at 3.3 percent. Alaska's rate , at 7. 4 percent, was the highest. Michigan and Mississippi had rates of 7.1 per-

Is your third party ve ndor doing a th orough job of conducting background checks? For example, 1f you are checking out someone named Robert johnson, is the vendor. also checkmg for Bob Johnson and Rob johnson and Roberto johnson? You should inspect what you expect! Are the supervisors in your company asking legal questions in their interviews? Are th e domg a thorough JOb of probing into a candidate's background? You sho uld occasionally be m th e room when they interview someone. You should inspect wha t you expect! y

cent, followed by South Carolina, at 7 percent. (Amy Martinez at Th e News &

Observer)

Hazards of Airport Luggage Screeners

A good manager does not take things for granted. He does not assume everything is OK He asks quesuons, mvestigates, and takes prompt action if there is a deficiency. Remember. you should always "inspect wha t yo u expect." '

Kenny l. Colbert, SPHR President, The Employers Association

Luggage screeners not onl y have stressful jobs, they have downri gh t dangerous ones, according to a recent

other federal government wo rkers, and four

report in USA Today. The newspaper's

times as often as construction employees.

review of federal labor an d homeland

The newspaper cites a number of

not enough employees to go around. lle does acknowledge safety problems, however, and says the agency is reviewing

security records revealed that airport

problems that result from the excessive

the design of its checkpoints. Also,

security screeners have one of the highest

absences, including:

employees may in the future be required

job-injury rates in the country

• Failure to screen luggage wi th bomb-

The biggest culprits appear to be

detection equipment, as required by law

strains, sprains, and spasms from wran-

• Failure to detect weapons and explosives

gling with luggage at poorly designed security checkpoints. According to the news report,

due to missed training sessions • Extensive overtime that has resulted in fatigue and turnover

Transportation Security Administration (TSA) workers- most of whom are screen-

• $67 million in taxpayer expenditures to cover medical expenses and wages for

ers- logged a whopping 250,000 days of missed work last year. The resulting staff

injured workers For its part, TSA says the absences have not compromised the agency's work. TSA

shortages have put a strain on security checkpoints and have lengthened lines at

Chief of Staff john Mo ran says security

airports. In 2004, TSA employees reported-

directors either have screeners work over-

ly missed work at five times the rate of

time or close checkpoints when there are

greater charlotte biz

to meet physical strength standards. (Safety

Business & Legal Reports) biz The Employers AssoCiation is a nonpro(it Charlotte organization provtdmg comprehenstve human resources and training services. Founded 1n I 958, the AssoCiatiOn mamtams a broadbased membership of over 700 compantes from all industries in the greater Charlotte region. The above excerpts were taken from The Management Report, the Association's monthly newsletter. For more information, please call Laura Hampton at 704-522-80 II or vtstt the Web site at wwwemployersassoc.com.

may 2005

Whether it's day- t o- day operations or a special proj ect your organization i s undertaking, Nouv EON Technology Partners offers a variety of Contract & Placement Solutions to meet your needs. Applyin g our unique Resou rce Optimization Model, we analyze your resource needs and fill skill gaps with high quality candidates identified t hrough our extensive qualification process. Our 100% referenceable clients agree, "Nouv EON has been responsive and provided high quality candidates...batting 1.000 in filling position s for which they have submitted a candidat e".

Awards & Achievements Stf phanie G. Ansaldo has been awarded the Order of the Long Leaf Pine in recognition o 路her leadership and innovation in the creation of The Echo Foundation.

MaJy Elizabeth Murphy, managing director of management consul ting and education firm S.T.A.R. Resources, has been named Mary Elizabeth Murphy

the Small Business Administration's 2005 North

blue <)diamond

Carol路na Women in Business "Champion of

the Year."

2005 Diamond in the Rough Winner

NA.WBO Charlotte has an nounced its award nomi nees for its Woman Business

Share in the value of the "New Era" by becoming the next partner in NouvEON 's 100% referenceable client base!

te c hn o lo g8 pa r tner s For more information , please contact (704) 944-3155 or sales@nouveon .com

BLAIR, BOHLE AND WHITSITT, PLLC

Owner of the Year Award , including: jane Bosto~t , Motivations, Inc.; Lynne Byrd, Rahe Lynne Clothier. and Sara Seasholtz, Preferred trategies. For the Rising Star Award , nom inees are: Betsey Macholz , Baskets of Yarn; Amy McCauley , Barking Dog Communications; and Deborah Peterson , Money Counts, Inc. Sara Seasholtz has also been nominated for NAWBO's 'Natiooal Unsung Hero' Award .

is pleased to announce that it has joined the BDO SEIDMAN ALLIANCE

Advertising & Media WL C-TV/6 ews has been honored with 6 regional Edward R. Murrow Awards

1~.a<l

i:lcluding 'Best Videography,' 'Best eries,' 'Best Featme,' 'Best Continuing Coverage,' 'Best Newscast,' and the 'Award for Overall Excell.:nce.' Walker Marketing, Advertising & Public Relations, Inc. ,

ALLIANCE

has announced th at the agency has added Karen. Murray as d irecKaren Hurray

Joanne Page

to r of public

dations and j oanne Page as client services

Blair, Bohle & Whitsitt PUC

administrator.

Orrified Public Acrountants

Business and Professional Services 10700 Sikes Place, Suite 100 Charlotte, NC 28277 Direct: 704.841 .8980

Dix on Hughes, PLLC has announced that

Stan icholas has joined the firm as a senior oana~;er.

Poyner & Spruill LLP has announced that

may 2005

WVvw.g-eaterch arl otte biz. com

Eugene "Gene" Steven Gr-iggs has joined the firm.

Your Authentic Style Of Speaking

Grant Thornton, LLP has welcomed David Wedding as a forensic and dispute consuiting services panner.

Gene Grrggs

--led rick Eatman Gardner & Kincheloe, LLP has announced the addition of David B. Hawley as an associate auorney specializing in employment law.

Reggie Hammond of [••<rd B. HaVIIey - 1

Exervio Management

suiting has been chosen to launch and

re•age '::xervios new Atlanta office. Shumaker, Loop & Kendri ck, LLP ha <Lrounced that Patricia (Tricia) L. Wilson

bs joined trte firm as an associate in its C·urlotte .Jffice. Ccnstruction & Design

Clancy t..~ Theys Construction Company .a~

been

av.r:~rded

. .. is also your mos: persuasive. Exceptional business people are those among us who use their deep interests to have genuine conversations, tell stories, ':Juild relationships and provide solutions ... instead of making pitches, networking with acquaintances and providing a product. We're Interact. We specialize in Authentic Speaking and Presenting for individuals and teams . Call Lou Solomon or Sally Mitchener at O (704) 374-0423. Let us know how we can support ~ Your Authentic Style. www.InteractSkills.com

ifE AjCT

first place in The

35:>ociate.d General Contractors of :V~terica's

Best Information Technology

5::>-utions Contest 2005 , featuring the re"e. t tecr.nology-driven business ap plicaltns for contractors across America.

'The Park at Oaklawn ," created by a part:-r-sh.p b ~ tween Crosland, the Charl otte-.lt.ck enburg Housing Parmership and the : rarb ue Housing Authority, has been

-an e:l one of four national finalists for the 1005 Pillars of the lndustry Award in the 3

Is Emplovee Turnover Driving You Crazv;~

egory of :1ffordable housing by the

See If Applicants Are The Right Fit Before You Hire Them

:-:aional Association of Homebuilders. DR Horton, lnc. has added jason r.ruchler as operations manager and Amber FLedge as sales consultant. Collin Broch has joined Colejenest & 5 nne, P.A. as a site designer I; Trish G.~or0 in o

Ius joined the firm as a reception-

i51o"ad ministrative assistant l. Education/Staffing

Determine which applicants will have longterm success within your organization. We have helped companies go from 14% to 85% effectiveness with their hiring process by usi ng our prove n assessment techniques. Contact Scholz & Associates today!

Philip L. Dubois , president of the of Wyoming since 1997, has been

J"li v~rsity

chancellor of the University of orth

LEADERSHIP DEVELOPMENT

=:arolina at Charlotte by the board of gover-

704-987-0195

d ~cted

"l•)rs of t·1e 16-campus University of onh

w w w .Improve Your Hiring Process. com

=.1rolina. ~-eater

charlotte biz

may 2005

Teresa Dahlberg, associate professor of computer science, has been named UNC Charlotle's Woman of the Year and Katrice Hester, a senior biology major, has received the Student Woman of the Year award. Mirsad Hadzihadic, dean of the College of information Technology at The University of North Carolina at Charlotte, has received the Nee! Award for his lifetime contributions sup]_:ortmg technology in the Charlotte

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Charles Brody, chair of the Department of Sociology and Anthropology at The University of North Carolina a~ Charlotte, has been named a fellow of the American Council on Education. UNC Charlotte's Student Portal has eamec a Corporate Award for the best use of lT in customer service at the Blue Diamond Awards. The UniYersity of North Carolina at Charlotte ha; dedicated the main theater in Robinson Hall for the Performing Arts Anne Belk Theatre after university supporter and community leader Anne Reynolds Belh. Phyllis Gill has been named president-elect for the Southern Association for College Admissions Counseling. Phyl is Gi ll Paulette Ashlin, senior vice president and general manager of the Charlolle office of Lee Hecht Harrison , and her team of career management professionals, have ITceiveG. the companys 2004 President's Awards for exceptional 'Office Performance' and 'Service Quality.' Jim Appleby, senior vice president of business development, was also recogrjze:f for exceptional individual performance during 2004. The U""liversity of North Carolina at Charlctte has named Daniel john Cava and justin Mic hael Stritch recipients of the Robert G. Fowler Jr. Esquire International Scholarship b r academic excellence. Ameri::an Services, Inc. , a security, janitorial and general labor employment services

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tirm, has promoted

icole M. Lowe to presi-

dent of the companys North Carolina ::Jivision. l=inancial & Insurance

Karen Hatley-Ligon has joined SunTrust Bank as vice president in its Commercial Real Estate division. First Citizens Bank, the principal subsidiary of First Citizens BancShares Inc., has

Karen Hatl ey- Ligon

::J.nnounced plans to open its first office in Tennessee. First Trust Bank has announced that it has :ommenced

new public offering of shares of

its common stock. goodmortgage.com has added three new loan specialists to its team including Lacy

Powell, Patt} Sweeney, and Michael Knight. Government/Non-Profit

Tanisha Hopson , founder and CEO of the Writing Authority, has been honored with the 2005 Black History Month leadership Award . The Performance Institute has named

Mecklenburg County as the 2005 City and County Performance Man agement Award winner for its 'Managing for Results' initiative. The award recognizes innovations and strategies to improve the management and performance of government

Charlotte Center City Partners has won three Events in Excellence (EVl E) Awards for the production of Charlotte ShoLtt. Awards

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include: 'BeEt Consumer Event' for Culinary Experience, 'Best Fair or Festival,' and 'Best Non-Profit Event' for Charlotte Shout. The United States Chamber of Commerce has presented Rep . Sue Myrick (R-NC-9) with its Spirit of Enterprise award for her support of a pro-economic growth legislative agenda in the second session of the l08th Congress. jane Weaver has joined The Westem North Carolina Chapter of The l eukemia &

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el ~t.ed tl-.r::e new members to its board of <11-ector.:.:J- 3 ryan Fuller, Thomas Hughes, and Marjorie W Phillips. The board of directors of Mid Carolina Cardiology has elected Mark S. Kremers, MD, FACC , as president and N ;;rk S.K ;,..,,., chairman of the board.

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Real EstaJ:E: Commercial/Residential P ri5o llc. 5enecal , general manager of Lak~ Norman Realty, Inc., has achieved the title of North Carolina Real Estate Educators Association Educator of the Year for 2004. Cindy Sikorski and Scott Sadler, owners •)f PEAA..« Executive Realty of Charlotte, ·laJe recctv;:c the multi-office REJMAX 3rokeri0Vv'll.crs of the Year Award for 2004 for North America. First Colony Capital , LLC, has welcomed Ira Slomka as Prscila Seo;ecaf

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have named Brandon Lucas as director of marketing for the new, 800 ,000-square-foot, multi-use Charlotte Arena opening this November. Tamelw Stephans of Charlotte Boxing Academy has won the female amateur heavyweight boxing championship of the United States. The Melling Pot of Otc rlot e Ulti-Jersity has been recognized by tl-e h te·nat.i)Lal Franchise Association as the JJ\V"Vg ~ eate

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'Franchisee of the Year' for The Melting Pot Restaurants Inc. David Knight , general manager of the Olive Garden in Rock Hill, S.C., has been selected from the restaurant chain's manager for a trip to Italy and training with Romana eri, head chef at the Olive Garden Culinary Institute in Tuscany. The Golf Gourse at The Grove Park Inn Resort &: Spa has been ranked as the 32nd best golf course in the state as rated by the North Carolina Maga zine Golf Panel. Muzah has won the Best Booth award at GlobalShop 2005 , the largest intemational expo featuring innovative design , products and technologies in the world of retail. The National 1arine tvlanufacturers Association and Boats. com have awarded MarineMa.x the North American Marine Industry Web Award for best broker/dealer Web site in the marine industry. Donald Haack Diamonds has hired Ellen McCobb , a Ellen McCobb graduate gemologist. Technology The No rth Carolina Technology Association has announced that President and Chief Executive Officer joan P.H. Myers has completed an Eisenhower Fellowship on cyber security and cyber terrorism. The Revere Group and Mecklenberg County's data warehouse project now called the Integrated Data Store has been recognized with a Blue Diamond Award for Best Use of LT for and Customer Service by Information Technology Charloue and the Charloue Chamber. Tourism & Travel Horizon Lines has been awarded the 2004 Toyota Logistics Partners Excellence Award for mmine services on-time performance. biz

To be considered for inclusion. please send your news releases and announcements 1n the body of an e-mail (only color photos attached) to editor@greatercharlottebiz.com. or fax them to 704-6 76-5853. or post them to our busmess address - at least 30 days pnor to our publication date. greater charlotte biz

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CPCC's High-Tech CSI Training Program Combats Growing Computer Crime

he producers of the CSl TV show franchise would have us believe that the high-tech world of crime scene investigations is centered in Las Vegas, Miami and New York City. If that were so, there'd also be a CSI : Charloue because Charlotte is quickly becoming recognized nationally as a center for CS! training. In 1998 a consortium of regional industry leaders approached Central Piedmont Community College (CPCC) to assist them in addressing the extreme need for skilled workers in the fields of crime scene investigation. CPCC enjoys a national repULation of being an innovator in the area of workforce development: seeking to meet the needs of specialized sectors of the workforce is a strong commitment of the College. Thus, the American Academy of Applied Forensics (AAAF) was born , originally funded in 2001 by a Congressional appropriation. The function of the American Academy of Applied Forensics is to enhance field applications of the forensic sciences by increasmg the knowledge, skill and ability levels of law enforcement and medico-legal investigative practitioners. Elevating the skill levels of those who first encounter evidence, in tum raises the likelihood that the evidence will reveal the truth, and that ultimately justice will be served . This is especially true in the newest and fastest growing area of the fi.eld, digital evidence, or the detection and prosecution of computer and cyber crimes. Charloue's rising prominence in the rapidly evolving, ultra high-tech world of digital evidence can be attributed to what many law enforcement investigators consider one of the most effective weapons available to them in fighting computer crimes: the AAAF "Sixty-five to seventy percent of my cases involve the use of a computer," says U.S. Postal Inspector Luis Castrillon, who bas taken several courses at AAAE "''ve learned what type of evidence can be obtained from a computers hard drive. That knowledge makes it possible for a field agent to draft a more complete search warram for digital evidence. " Located at CPCC's North Campus in Huntersville, AAAF is the latest addition to the College's extensive law enforcement training program where more than 2,000 law enforcement officers and 1,800 fire fighters and medics are trained each year. AAAF has been able to develop one of the most comprehensive applied forensics, or crime scene investigation, training programs in the country, including an impressive digital evidence training program anchored by one of the nations few digital e\~dence and cyber crime teaching labs. Casuillon, who is based in Raleigh , says be was unable to find the kind of training be Look at AAAF anywhere else. Until now, AAAF's training resources have been available primarily to police CS!s or other law enforcement investigators like Castrillon, but with the sharp increase in corporate computer crimes, a growing number of companies have turned to AAAF to help train their lT and security personnel in detecting computer crimes and isolating evidence that will aid prosecution. Those companies have turned to AAAF with good reason. A recent crime

may 2005

survey indicated that, with the preponderance of high-tech electron ic devices available to consumers and the large number of companies that now store corporate and customer information digitally, as many as 70 percent of crimes potentially involve some kind of digital evidence. According to the United States Secret Service, an estimated $10 billion a year is stolen through the use of digital technology. Even more alarming, security consultants The Gartner Group determined that insider hacking accounted for 60 percent to 80 percent of corporate computer crimes. Unfortunately for many companies as well as law enforcement agencies, there are not nearly enough personnel trained in the highly technical field of computer crimes and digital evidence. A recem CNN investigation revealed that police departments around the country are reporting an acute shortage of detectives and lawyers trained in computer and electronic investigations. Many of the experts in the field have been recruited to work for the federal government in the war against terrorism since digital evidence also plays a crucial role in monitoring and tracking terrorist suspects who often harbor plans on Internet sites and communicate via shared e-mail accoums. To allow the business community as well as law enforcement access to its near-exclusive ability to provide expertise in digital evidence and access to the latest computer forensic hardware and software in its state-of-the-an teaching labs, AAAF now provides training courses for corporate personnel. Those courses, many customized for the needs of specific companies or industries, teach IT, security, and other personnel charged with tracking down potential electronic crimes in companies, how to accurately identify and hand le digital evidence. The Academy also provides corporate consulting services, assisting companies in conducting internal investigations of potential computer crimes. Most of AAAF's corporate clients prefer not to publicize their use of AAAFs services for security reasons, but AAAFs program director Lili johnson says most of the Academy's corporate diems are seeking that vital link between prevention and prosecution. "Most of the companies who send their personnel here for training are working hard to prevent computer crimes, but they recognize that pan of prevention is being able to recognize, track and secure digital evidence when breaches occur," johnson says. "Prevemion and prosecution give them maximum protection for their assets." johnson added that while many of AAAF's corporate clients take advantage of the Academy's company-specific training for proprietaiy reasons, a growing number of companies are insisting that their personnel participate in training alongside law enforcement CSls. "Companies are beginning to realize that they can combat digital evidence crimes more effectively with the help of law enforcement than without."

For more information, call 704-330-4133 or visit the Academy's Web site at www.cpcc.edu/aaaf

www.greate rc h arl otte biz. com

Economic Impact of the Community Colleges of North Carolina hat role do the Community Colleges of North Carolina play in the statewide economy? Business sales in the State of North Carolina are $38 billion larger and labor income is $15 billion larger due to the past and present operations of North Carolina's Community Colleges. The benefits of a robust state economy translate into job and investment opportunities, increased business revenues, greater availability of public funds, and an eased tax burden.

North Carolina's Community Colleges: Stimulate the State Economy • North Carolinas Community Colleges had operating expenses of $1 billion in fiscal 2003, and spent 93% of this in the State of North Carolina to purchase supplies and pay salaries, wages, and benefits (i.e , earnings). • North Carolinas Community Colleges employ 12,683 full-time and 20,738 parttime faculty and staff. The colleges paid faculty and staff salaries, wages, and benefits of $769 million in fiscal2003 . • For every $1 the colleges pay in earnings, there is an additional $0.77 in earnings generated ofT campus in orth Carolinas economy- the commonly known multiplier effect. • The activities of North Carolinas Community Colleges encourage new business, assist existing business, and create long-term economic growth. The colleges enhance worker ski lls and provide customized training to local business and industry It is eslimated that the present-day workforce in the State of North Carolina embodies over 119.1 million credit and non-credit hours of past and present training at North Carolinas Community Colleges. • College skills embodied in the present-day workforce increase the output of industries in North Carolinas economy where the former students are employed by $18 billion. Associated multiplier effects (sometimes called indirect effects) in other industries increase sales by $18 billion.

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Leverage Taxpayer Dollars • State and local government allocated $807 million in support of North Carolinas Community Colleges in fiscal 2003. For every dollar appropriated by state and local government, college spending alone generated $1.67 in earnmgs in the State of North Carolina. • For every dollar appropriated by the state and local government in fiscal 2003, student earnings will increase by an average of $0.94 per year, every year through the rest of their working lives. Likewise, for every state dollar appropriated, the State of North Carolina will see social savings of $0.23 per year, every year (i.e., reduced incarceration and health care expenditures, reduced expenditures on unemployment and welfare, and reduced absenteeism). Generate a Return on lnvesunent • State and local government support for North Carolinas Community Colleges in fiscal 2003 will be fully recovered in 7. 7 years, in the form of higher tax receipts (from increased student wages) and avoided costs (e.g. , from reduced public expenditures on incarceration). • Accounting for increased tax receipts and avoided costs, state and local government will see a rate of return of 16.8% on their fiscal 2003 support for North Carolina's Community Colleges. Increase Individuals' Earning Potential • A total of 842,145 credit and non-credit students attended the colleges in fiscal 2003, 75% of whom were employed full- or parttime while attending. • As many as 93% of the students stay in the state initially after they leave the colleges and contribute to the statewide economy Their continued contribution is measured after accounting for out-migration, retirement, and death. • Studies demonstrate that education increases lifetime earnings. Average annual earnings of a student with a one-year certificate is $26,961, or 81.5% more than someone without a high school diploma or GED, and 15.5% more than a student with a high

North Carolina Community Colleges Pay Back Students and Tax Payers • The 58 Community Colleges in the State of North Carolina explain $14.6 billion of all annual earnings in the state economy. • The earnings explained by the colleges are equal to that of roughly 474,500 jobs. • The State of North Carolina benefits from improved health and reduced welfare, unemployment, and crime, saving the public some $184.1 million per year.

school diploma. The average earnings of someone with an Associate Degree is $31,544, or 112.3% more than someone without a high school diploma or GED and 35.1% more than a student with a high school diploma or GED. • After leaving college, the average North Carolina college student will spend 32 years in the workforce. The student who leaves with a two-year college degree will earn $265,170 more than someone with a high school diploma or GED. Over the next 32 years in the workforce , the average North Carolina college students discounted lifetime earnings (future values expressed in present value terms) will increase $4.24 for every education dollar invested (in the form of tuition, fees, books, and foregone earnings from employment). • Students enjoy an attractive 18.6% rate of return on their educational investment, and recover all costs (including wages foregone while attending North Carolinas Community Colleges) in 7.3 years. biz Highlight.s from a comprehensive study of the economic impact of North Carolina's community colleges released in january 2005 and produced by CCbenefit.s, a nationally respected economic research firm. The report in it.s entirety can be found at wwwncccs.cc.nc.us!Chancy_Kapp!Economiclmpact.St udyCover.htm. For individual college result.s, contact your local community college president.

This section is intended to highlight workforce training and development programs and initiatives delivered by commun1ty colleges with1n the Charlotte region. Community colleges are invrted to subm1t substantive content ideas to editor@greatercharlottebiz.com. may 2005

SOMETHING

ABOUT NEWEMPHASIS OPENS NEw DooRs FOR TRAMMELL CRow

hen he was ready for a major career change, Chip Olsen was for tunate to find a firm making a major emphasis change, especially in his adopted hometown of Charlotte. In a trial run, he signed on with Trammell Crow Company (TCC) in ~oo3. After three months, both Olsen and TCC were pleased, so they formalized the relationship. Olsen went to work selling corporate services to utilities across the United States. When an opportunity opened up in late ~004 to lead the Charlotte office, Olsen offered his services. TCC accepted and made him area director of the newly formed Mid -Southbusiness unit. >

greater c h a rl o : te b iz

m ay 200 5

In the 1- eart ot : hari o tte '~ c~ n t=t" ::ity. rllE: HearstlOv..er ll::uses rrany c fthe C:trolim s large co rp-:>ratcr.s inci.Jding th = T-arrvr~l Crow Corr pan1.

Olsn v.- ' SJ""'t c:'th: fiL I> g-..;;~. ::h. ate o_he U.S. Mc:rcb:tu t-lc.rine f.cad.e=; witll J :Iegree in ::tieclun c engin~crin~ b ~ ha:: .vorked 18yeatS -l ti-eener§) ir..dLSry,JDd .vas tired o -heb- g t.e~ign rd [ JL::i pc•wet :Jlants fer c m:::.a_-ics -:;uch c;sCoptri.x ::nergy Inc in Chc.do tc. whcte I-~ ;crvec a~

vice president from 1999 to 2003. He gravitated to the real estate development pan of utility work, finally deciding his passion was in real estate services. The economy validated that inclination when the recession of 2001-03 hit and utilities found that they had overbuilt their power-generating capacity. ln 2003, Olsen spent his last six months at Cogentrix networking in Charlottes real estate community. "! kept coming back to Trammell Crow," he remembers. Trammell Crow Company, the Dallasbased global real estate firm, was diversifying its United States focus. The company was placing increased emphasis on selling and delivering corporate real estate services, such as transaction management, facilities management and project management. The recession was affecting ICC, just as it was the utility industry. The demand for new high-rise office space virtually dried up; the company lost $5.2 million in 2001. But with the emphasis on corporate real estate services taking hold ., the company made $16.9 million in 2002; net income rose to $21.1 mil lion for 2002 and $39.1 for 2003. ICC wanted to accomplish the same change of emphasis in Charloue, where it had operated successfully on a local level since the late 1970s, but mainly as a broker and developer. lsen readily accepted the challenge of rebuilding the Charloue office to be based primarily on corporate services. early six

months into his tour as area director, Olsen smiles as he clicks off a handful of major "wins," contracts with new corporate services clients. "Since November, we've won business with Wachovia, Duke Energy, Sonic Automotive and Royal & unAiliance, plus the relocation of a manufacturer 1 can't name yet," Olsen says. "Five wins in a few months is significant. " Admittedly, the business segments Olsen and his team have snapped up are relatively small. But he explains why thats OK: "We want to get a foot in the door with good corporate clients and perform" Olsen's team is managing the sign changeover for 150 offices of Southiru t, the Alabama-based bank bought by Wachovia. "Its risky and it's challenging," he ays. "You've got to go into these retail centers on Friday night and be out by Monday morning, with zero customer interface. We're doing a heck of a job. They know it." Because of that, Olsen hopes to grab more Wachovia business down the road. "With Duke Energy, the same thing," Olsen says. The utility is consolidating its center city Charlotte offices from four buildings into two. "We're dealing with senior management. If you make a mistake, someones job is on the line. Duke told us, Thank you for making us look so good."' Leveraging Size to Deliver Service

Why does it make sense for companies such as Wachovia and Duke Energy to hire

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Because of our size , we have the resources to design and deploy software applications beyond the means of most other companies which help us drive down costs and saves money for our clients. -CHIP OLSEN

ICC for corporate services as disparate as landscaping and accounting7 "Its an outsourcing function," Olsen responds. "We can leverage our scale and expertise. We operate in almost every city across the Uruted States that has any size." Worldwide, ICC employs more than 6,400 people, 3,100 of which manage more than 170 million square feet through corporate services. 'Think about how many jarutorial contracts we have, not just in Charlotte, not just in the Carolinas, but throughout the entire country," Olsen says. "We can take national janitorial firms and leverage the amount of work they do for us by driving their prices down, enhancing quality and passing that on to the client." Another advantage is the investment ICC has made in technology, Olsen says. "Because of our size, we have the resources to design and deploy software applications that are beyond the means of most other companies. These technology applications help us drive down costs, which again saves money for our clients." Much of what Olsen is accomplishing is based on teamwork, he says, but that wasn't a concept the Charlotte office was accustomed to as recently as last year. Because it had concentrated on development projects, it had collected people more comfortable operating on an individual basis. Certainly, they had been successful. The ICC harlotte office had developed such iconic center city structures as the l]L Financial Center and The Hearst Tower, which houses ICC on its 40th Ooor. But Charlotte development, rrilrroring that in the country at large, has slowed in the past three to four years, Olsen says, and shifted more to residential and retail. ln pursuing his charge to foster teamwork, Olsen had a model. Headquartered in Charlotte under the direction of Curt

greater charlotte biz

Grantham, a senior managing director and member of the company Operating Committee, is one of TCCs premier corporate accounts, Bank of America. The ICC account team of more than 900 professionals, 169 of which are located in Charlotte, provides a full complement of transaction, project management and buildings management services to Bank of Americas owned and occupied facilities east of the Mississippi. The only way to serve such an account is through team effort, Olsen says, and he has modeled his operation after the regional business Grantham oversees. Olsen watched as ICC consolidated its offices in the Carolinas and Tennessee into

its Mid-South Region under Charlotte management in 2004. When he took over the 35 employees in the Charlotte, Raleigh, Memphis and Nashville offices, his mantra was teamwork. The Charlotte office also houses about 50 ICC associates who work on other accounts, such as EDS and Cisco, but answer to leaders in other locations. They also participate on various team efforts. One teamwork example Olsen cites involved Bonsal Americans Charlotte corporate office which needed to sell some properties that weren't attracting interest because they were in remote areas. The Industrial Team of TCCs harlotte office soon started turning up qualified offers. "I view the Charlotte office of Trammell Crow as our national real estate resource," says David Maske, Bonsai American president. "They have always been successful while delivering what they promi e." Culture Shift

Olsen vows the culture shift for harlotte and the Mid-South Region is set. "We have a core team today that we'd all go into the )>-

may 2005

fox hole with together," he says. "What it LOok to accomplish our recent wins show::d we can do more as a team than as an individual." That:S more in line \vith Trammell CrCM' nationwide, Olsen says. The eponymous finn was founded in Dallas in 1948 by Trammell Crow, who insisted on no separate offices for anyone, including himself. On the 40th floor of the Hearst Tower, Olsen:S desk is in the middle of 14,000 square feet, surrounded by co-workers. For 18 years before joining TCC, Olsn

says he'd enjoyed having his own o!fice Gradually, he adapted . ow he often firds himself standing with three or four assccates discussing details of a pending deal. "Unlike any other real estate office tha = know, there is a spirit that you have to b:lr everyone achieve their goals," says j ohn Culbertson, senior vice president of ind-J3trial and office real estate. "We have an open cffice plan, so it is a common event for someone n our office to overhear you dwing a call and later respond, 'You know, I heard what yc路u said and I thi nk that I can help.' There is 1

belief here that you have to help the other brokers in the office in order to succeed; its a simple concept, which makes work interesting and translates to benefits for the client." Culbenson:S view is shared by Thomas O'Brien, senior vice president, global services. "ln the constantly changing environment of corporate real estate, the breadth and depth of Trammell Crow Company:S people resources in Charlotte provide a competitive advantage for our clients. While I am a relative newcomer to the Trammell Crow organization, l have

Trammell Crow Company

TrammcliCIUI\Glmll'")

- Mid-South Region Charlotte office: 214 North Tryon St., Ste. 4000 Charlotte, N.C. 28202 Phone: 704-264-3600 Offices: Headquartered in Dallas,Tex.; Trammell C row Company ope rates nearly 50 offices in the U.S.The MidSouth Regio n consolidates the offices in the Carolinas and Ten nessee into a new business unit un der Charlotte management as of 2004. Principals: Curt Grantham, Sr. Managing Di rector; Chip Olsen, Sr.Vice President, Area Director - Mid-South; Thomas O 'Brien, Global Services Sr. Vice President;John Culbertson, Industrial Brokerage Vice President

Established: 1948 by Trammell Crow; Charlotte presence as of 1979 Employees: more than 6,000 (nationwide); 260 in Charlotte NYSE:TCC Business: Trammell Crow Company is one of the top diversified real estate management companies in the United States. It oversees more than 390 million square feet of warehouse, service center and retail space in the United States and Canada. Services include property investment advice, tenant relations, and planning.The firm 's Global Services Group provides building management, brokerage, and project management services wh ile its Development and Investment Group focuses on development. www.tramme llcrow.com

may 2005

wvvw.g r e at e r c h a r I ott e b i z . c o m

been pleased and energized to find the team ethic in favor of the best interest of the client to be unique for real estate service providers." That mindset helped the Charlotte office convince the Royal &: SunAlliance executives based here that TCC could handle a vast array of services for the dramatically downsizing insurance company. "There were eight guys working on the Royal contract because it's everything; its property management, project management, transactions, lease administration," Olsen says. "We can deliver huge savings for a corporation that is feeling tremendous pressure LO cut costs." Again, teamwork won the business. "We leveraged resources from other accounts who were ex-Royal employees. They undersLOod the system and the way Royal operated," Olsen says. TCC pins growth hopes on its sea change, emphasizing corporate services. Currently, Olsen says, corporate services has surpassed development as the companys top business line. "We wi ll continue LO participate in the

development business in the future as opportunities present themselves, but in the interim, theres corporate business here in Charlotte that we're very good at - and I'm driving that shift to focus on that business," Olsen says. Asked to look five years into the future , the native of Long Island , ew York, who married his high school sweetheart Linda, replies he can see seven years ahead. Thats when his youngest daughter finishes high school. "In seven years," he vows, "this office will be the leading real estate company in Charlotte in all areas: transactions, projects, facilities management and property management. We ought LO be doing four to five times the business we're doing today from a revenue standpoint." The fast growth brings about the most frustrating part of the job for Olsen. "Right now," he says, "we've landed a lot of contracts and we're growing quickly. Theres just not enough time in the day for me personally." biz

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Wheelers not big on celebrations, he sas But, when pressed, he allow~ he might marl: his anniversary rding his bicycle 30 ti:nes around the LMS 1.5-mile banked oval "1 rode around 20 times t1.e ot:ter day," - t says off-handedly as he lounges on a sofa ir his spacious office. It's perch£d on the seveu_j floor of the LMS tower that also houses a fr lf' dining restaurant. souvenir s:1.op, :icket offi:c and leased office space. The off:ce is cluttered wiLl. model race ~ JS and photos of famous people. Many are rae: drivers, but not all. There's one of North Carolina Governc-r Mike Eas~y posing in a racing uniform, a:J.d an autoEfaphed blackand-white of Yogi Berra sqt:.a-ting behL.1.d home plate in his New York ':'ankee pinstripes. The conglomeratio)n of

knickknacks contrasts with the clear view frcm his wide windows of the track below: vherc cars wit D. c. race driving schocl are roarin6 through thetpaces. Coming up to speed

So how did NASCAR, bon on grimy, country tracks in ~949, becone such a big sport that movie star Morgan Freeman wouf:::: slip into Charlotte unannounced o:J.e recen: Saturday to try his hand at driving 180 mile; per hour7 Wheeler, a Belmont , t .C., nc.tive, whos been in racing or related occupations since being a filling station au ~ ndant at 16, thinks the answero are simple First, ASCAR race cars me rcc:Jgnizabl::., based on factory-built models They're Jrightly colored ard easy to St.e, unlike the small, rear-engine \'chicles dri· ·e:J. on the Formula One and Indy car cir::uits. 24

may 2005

"Every time we get a big heed about whats been dc·ne in NASCAR," Wheeler grins, "it mighl simply go back :o a matter of size c.nd h.wing fcnder5 on the •:ars. Fen::lers enc.b·e cars to bounce against e01ch other without flying up in the air." Wheeler quickly follows with an altermte thought. Years ago, he and other track operators recognizeJ the nee::! to attr:~.ct women Back in 1975. only l5 percent of the fdks wh;:~ attended races at Lowes Nbtor Speed·way wee women. 'That's fatal when you ve got a re::::ession ," Wheele- says. Vvnc:n money~ tight, he explains, the nan of the house might v. ant to go to a sto:k car race but his ·.vife sa,rs they should spend the money on the kids. "Sc i::

does:1't goJ," Wheeler oays. "BtL if sh:::~ .ntercste:::l in the race, its ;1. whole diffeEr.t ballgaTe.' 'N!-eeler c::nied the oil compmies. As a teer at:endant, he observed h o~ gas staticc.s cleaned up bot1 their employee: and facilities to :nake women feel more comfortable about stopping in. Atterdants gut uniformo: and they made the women's rest-ooms ·'splendid ," Wl-ee:er says. He cal s the effor ·'one of the grec.test marketing p'oys in the history cf c:ommece in the Unit.:d States" At LMS. Wheeler Lock the sa-ne tack. "\.le uil: a ::ouple cfl::eautiful womms rcstroomo,' ;,e say~ proudly Today$ typical :emale race atte:nclance at LMS is 39 pcrcen , :md its most!> because cf makin~ women ·eel J l case, Vvl-ce er says. Mir:cring :-JASCARs rise to major leagu,. status, :...owes Motor Speedway EJ'CW from a bankrup.cy in 961 that cost bo h mith arc! Wheeler their jobs. That proved 1.1ercly a

temporary setback when Smith, today a billionaire, regained control of the track and rehired Wheeler. Now LMS is a 167 ,000-seat facility that hosts racing events year-round. These include the Coca-Cola 600, the UAW-GM Quality 500, the NASCAR All-Star Challenge, and a NASCAR Craftsman Truck Series competition. Coupled with vatiouo ot:ter races. three gigantic car shows and driving school activities, the track is in use nearly continuously. Even good ideas can backfire

Wheeler is known as a master promoter, having dreamed up attendance enticer5 such c.s reenactments of

helicopter assaults and troop deployments in L1.e sprawling LMS infield . But one of his best-known promolions almost backfired , and the reason is related to those fancy womens facilities. It was 1976 and Wheeler had fou nd a way to get aspiring female racer Janet Guthrie in a competitive car for the Coca-Cola 600. "When she made the field," he remembers, "we sold more tickets the next day than we'd ever sold.'' Many were bought by worr.en who converged on LMS from across the country to watch Guthrie do something no female had done: compete in a major car race. The women put the restrooms to such stead y use that the entire speedway fad lity, which depended on what Wheeler calls "a Rul::e Goldberg system of wells," ran dry Wheeler recalls the moment: "The race is half over. Guthrie$ in the top 25. My brother comes up, jabs me in the ribs and says, 'You're pumping air."' vvww.grea te rch arl otte biz. ·:om

Luckily, an LMS staffer had a plan. He called volunteer fi re departments within a 30-mile radius and promised each a $500 cash donation if they would drive their water trucks to the speedway immediately "Thirty minute later, there were sirens coming from evetywhere," Wheeler laughs. "They got us through ." Anti.cipating the une;..:pected is important for Wheeler. Case in point: The collapse of a pedestrian bridge on a Saturday night after a race in 2000. It injured 95 people, some seriously "We set up triage, and in 59 minutes every one of those people was on their way to the hospital," Wheeler says. "We had plans in place and they all worked. " Seeing the light

Wheelers fondest racing memory is his creation of todays ASCAR all-star race format in 1992 when he turned it into the first night competition on a super speedway When he promised an executive at Rj Reynolds, then NASCARs title sponsor, that he could make the concept work, Wheeler didn't have a clue how he'd do it. After a failure of two, he found an Iowabased lighting expert who devised a system using reOectors and mirrors to shine lights at angles that wouldn't blind drivers. The all-star race attracted 140,000 Ia t year and is so popular that several other cities are trying to pry it away from Charlotte. Still, Charlotte has the backing of banking titans Wachovia and Bank of America, whose top marketing executive, Cathy Bessant, also leads the hamber. " athy Bessant is the best breath of fresh air we've had in years," Wheeler says. "Shes a race fan," he adds, citing her work at Michigan peedway in younger days. " hes in a great spot to help us now. " Also kicking around is the concept of a NASCAR Hall of Fame and the question of where it should be. Wheeler is convinced it ought to be in center city Charlotte. With cores of racing team shops set up in northem Mecklenburg, southern Iredell and southern Caban-us counties, Wheeler maintains the Charlotte region is the natural environment of stock car racing. "Thousands and thousands of people visit these race shops," he says, and with the )-

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elabo-ate layouts of sene, he ca:1 see wh> The Mooresville shop c Fenske Racin5 i; 424,::::00 ~ quare feet w:-b ~talian :narble b ·m. wl1eeb s sure visi.:.:: rs would t:-oor: ir :: Charbtte to see exhibi:= f~a:u rir_g thei:favori_e drivers. Wh_cr drivers doe: Vv"heeler rememl:E:r fond _~7 H~ names Bud::._y 3c.ker and Rich3r:l Petty whcm hes known since he was 15 "Dale Earnhardt and I ·,:;ere very good friends," J-e adds, "and l.is father I<.alph \~ = c: friend_" fu thinks thencem movie ESPt pi togetl-er oo the late Da~ Earnhardt portE?X

the

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ic01 pretty accurately, but might lli.v~ missed lhe mark on Ralph. ~:uming to the influence of women, v,n ~~:er opire; that they have much to do -.·.it!- the im..Te:-~se popularity ASCAR drivas '" n:oy He _hinks :e:nales could be the ::o::a':::n most crivers have avoided adverse f-Ibi:ity that b s dogged athletes in other

spoiG tzoOst ; uccssful drivers have enjoyed a p•:s_:"-e relati.Jnship with a strong woman, \'-' hc:cler expbins. Few have gone through :=.:va::e. ' Tha lends 3. lot of stability," he says.

Charlotte Motor Speedway, LLC d/b/a

Lowe's Motor Speedway 5555 Concord Pkwy,South Concord, N.C. 28027 Phone: 704-455-3200 or 800-455-FANS Wholly Owned by: Speedway Motorsports,lnc. (NYSE:TRK), a leading promoter, marketer and sponsor of motorsports activities; owns and operates six other speedways; and various other business activities through its subsidiaries.

Principals: 0. Bruton Smith, Chairman and Chief Executive Officer of SMI; CEO and a director of Charlotte Motor Speedway (CMS) since 1975, which he originally founded in 1959. H.A. " Humpy" Wheeler, President, Chief Operating Officer and a director of SMI; director and General Manager of CMS since 1976; named President of CMS in 1980; also serves as an officer and director of several other SMI subsidiaries. Opened: Designed and built in 1959, christened Charlotte Motor Speedway; fell into Chapter I I reorganization from which it eventually emerged; became Lowe's Motor Speedway in February 1999 when it sold its naming rights to the Lowe's home improvement chain for $35 million for I0 years.

First Race: World 600 on June 19, 1960 Circuit Length: Permanent oval: 1.5 miles, 6 turns. Road course: 2.250 miles, II turns.

Track Facts: Built more than four decades ago, the largest sports facility in the Southeast has 167,000 permanent seats, including 121 executive suites, and capacity for nearly 50,000 more spectators in the infield area. Lowe;s Motor Speedway was the first sports facility in America to offer year-round living accommodations when it released 40 condominiums for sale high above Turn One in 1984 ( 12 added in 1991 ). Lowe's was also the first super speedway to host night racing in 1992 by installing a $1.7 million, 1,200-fixture permanent lighting system using mirrors to simulate daylight without glare, shadows or obtrusive light poles.

Motion Pictures Filmed: "Days of Thunder," "Speedway" and "Stroker Ace" www.lowesmotorspeedway.com

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Racing safely into the future

What's in ASCAR's fuLUre? Wheeler thinks there will be a continuing emphasis on safety measures. A significa nt portion of the $250 million owner Smith has pumped into LMS has paid for safety feaLU res, he says. As an example, he cites the impact absorbing walls installed last May Among other safety innovations Wheeler sees as important through the years is the use of fuel cells that have virtually eliminated race car fires; an inner liner tire design that prevents blown tires from going completely fiat; and an improved driver head-and-neck restraint. NASCAR is also designing a race car that Wheeler predicts will make competi tion much safer, when it debuts. lL will be a prototype for manufacturers to follow in developing the models they offer for competition. Then there's the "Humpy bumper," so named because it's Wheeler's design for carbon fiber device that dissipates energy when a race car coll ides with another object. NASCAR hasn't adopted the bumper, but Wheeler vows it will. "It's kind of like the Hudson Hornet," he says of the de\~Ce. "It's way ahead of its time." NASCAR is becoming more imernational, Wheeler believes. "Racing is too big to stay in the United States," he says, citing the success of a recent Busch series competition in Mexico. "Everything is going global now," he says. And the circuit which cun路emly accepts only domestic makes, should welcome vehicles from foreign-based manufacturers as well, he adds. "What's an Amencan car, anyway? The Chrysler 300 that has been such a sales success has a Mercedes transmis ion and drive line and the rest of the car is a Chtysler. So what is it really?" Innovations such as races in other countries and more car makes in competition can help the spon continue to grow, according to Wheeler. "We\路e got new people who've mo,路ed m this area from other places and the) kno~ about stock car racmg but have never been to a race," he says. "\Ve have to bnng them into the fold." biz Ellison Clary is a Charlotte-based freelance wnler

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\ \

Sports Safety Drives Simpson Performance Products

\ '-----"\.

A Continuing Competition for Driver Safety "\

impson Performance Products, headquar-

tered in New Braunfels, Texas, is the leading safety manufacturer in the motor sports industry Nine of the top 10 Nextel Cup teams use Simpson

products, but the company's reach extends much further than NASCAR, deep into the country where Saturday night racers compete on dirt tracks. When one of the estimated 400,000 racecar drivers in the U.S. pulls on a helmet, fire suit or gloves, it's more than likely "Simpson" gear. Simpson is the brand name synonymous with safety in the racing world. "We really care about what we do ," says Chuck Davies, CEO of Simpson Performance Products, "and thats keeping racers safe. " Davies, 56, has always appreciated the spectators view of racing. Growing up in Roanoke, Va., he moved between a number of southern cities pursuing a career in textiles before taking over the reins of Simpson Perfom1ance Products.

ow Davies divides his time between the

corporate headquarters in Texas, the west coast office and manufacturing plant in California, and the team sales oiTice and Simpson World store in Mooresville. Terry Smith , vice president of Team Sales, took a different route to his current position at Simpson. Growing up outside of Hickory, he was always interested in racing. He helped Dale Jarrett build his first racecar in 1976 and worked with Kyle Peny before becoming Michael Waltrip's business manager and agent. He left Walt rip Racing in 2003 to join

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Simpson. He works out of the Mooresville office where he stays in daily contact with the drivers, sponsors and NASCAR officials. "We try to stay up on everything connected with driver safety and comfort, as well as the needs of sponsors and the latest in ASCAR rules," says Smith. "The feedback we get from all these sources is critical to our success." The Simpson trailer is a familiar sight, not only in the garage area at NASCAR events, but also at National Hot Rod Association (NHRA) events. NHRA is the primary sanctioning body for the sport of drag racing in the US. Inside the trailer, Simpson not only offers a full line of safety equipment, including helmets, suits and restraint systems, but technicians who are available for adjustments to equipment and helmet fittings. Being on the scene provides a two-way relationship that benefits Simpson as well as the racer. "If a driver says 'my foot got too hot,' it tells us where we need to put an extra heat shield," notes Smith. Through Simpsons extensive sales and service support at racing events, its Web site,

800 number sales team, and strong national distributor network, including Butch Stevens' Racing, with locations in Concord and Mooresville, the company is able to reach and service many different kinds of racers on many different levels of the sport. "For the first calendar quarter of 2005 , sales are up 8 percent over this period last year, and overall our profits have increased dramatically," says Davie=._"! attribute this to our great product, our great people and our loyal Simpson customers." Getting a Good Start Simpson Performance Products got its start back in 1958 when the companys namesake, Bill Simpson, then a young drag car racer almost died when his car's engine exploded with enough force to shear the crankshaft in two. Its compression lost, the dragster freewheeled into the shutdown area at full speed. The brake handle broke off in Simpsons hand. He smashed into a dump at the end of the strip and a huge timber tore through the car and broke both his arms. jim Donnelly in "Hot Rod Hero: Bill Simpson" recounts what happened next.

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While recuperating, Simpson remembered that the Air Force used parachutes to stop jets on short runways. An uncle who owned a military supply store suggested he make his own parachute. With a rented sewing machine, Simpson stitched together a prototype chute and tested it by dumping it from the back of his Chevy wagon, attached to the tow hitch, while a friend drove the car down the street at 100 mph. The chute was too big for the cars weight, jerked it airborne and sent it crashing into a tree nursery. Both Simpson and his friend went to jail, but at 18, Bill Simpson was in the safety equipment business. At a time when racecar drivers wore blue jeans and leather jackets, Simpson saw a need for making safety a greater concem in the sport. He borrowed technology from NASA, using a new material called Nomex"', which was used to protect spacecraft from atmospheric friction on re-entry, to make a one-piece fire retardant suit for racecar drivers. In order to convince others of its effectiveness, Simpson reportedly donned a Nome.xÂŽ fire suit and set himself ablaze. For almost forty years, Simpson used his experience and insight to develop safer helmets, fire suits, restraints and other accessories. As the sport of racing continued to grow and evolve, so did the safety products. The phenomenal growth in the popularity of NASCAR helped put the

Aero Wings, Inc. d/b/a

Simpson Performance Products

{SIMPSON.}

185 Rolling Hills Road Mooresville, N.C. 281 17 Phone: 704-662-3366 Principal: Chuck Davies, CEO;Terry Smith,Vice President ofTeam Sales Corporate Headquarters: New Braunfels,Texas Holding Majority Ownership: Carousel Capital Partners, L.P. Employees: About 200; 8 in Moo resville In Business: Since 1959 Business: Simpson Performance Products is the leading safety manufactu rer in the motorsports industry. www.simpsonraceproducts.com

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Simpson brand in from of the world. And Simpson Perfonnance Products grew with it; in 1998, the venture capital firm Carousel Capital acquired the controlling interest in company Safety issues really came to the forefront in 2001, when racing legend Dale Earnhardt died in a last-lap crash at the Daytona 500. It shook the racing world. ASCAR's subsequent investigation reponed several pos ible contributing factors in the death of the seven-time Winston Cup champion including the seatbelt. Various expert investigations offered various conclusions. Although no one factor could be pinpointed as the single contributing factor in the tragedy, it emphasized the importance of using safety devices and investing in their development. Throughout the investigation into Dale Earnhardt's crash, Simpson Performance Products continued to work closely with A CAR and to provide product at ASCAR sanctioned events. Leading at the Turn

In the aftermath of the Dale Earnhardt tragedy, safety consciousness became paramount in the racing industry NASCAR began working even harder to find ways to protect drivers. In july 2001, Bill Simpson resigned from the company and Chuck Davies, who had joined Simpson Performance Products as COO initially, was named CEO to continue the company's mission to protect racecar driver safety "The ultimate outcome of the Dale Earnhardt tragedy was that everyone in the industry learned a lot," says Davies. "When a tragedy occurs, you try to find out as much about an accident as possible in order to prevent it from happening again. We applaud the investment and focus ASCAR ha put on safety" Simpson Performance Products continues to lead in the safety initiative, true to its heritage. The constant thread in the company's history is its commitment to making the racecar driver safe. ew strides in materials and changes in style have translated into a wide variety of driving suits, shoes, gloves, and helmets. Because of its close relationship to drivers and teams, the company is also able to customize its products. lt can take the common template and adjust it to fit the driver's specifications.

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"We make the helmets Tony Stewart and Dale Earnhardt Jr. wear and work with them to make them feel confident and safe ," says Smith. "We're working to make drivers safe, but comfortable, too." Simpson will even design uniform around a sponsor's special project. Last fall it developed a special Halloween suit for Dale Jarrett's 'The Mon ters" promotion. Today Simpson Performance Products holds the dominant share of the racing safety gear market in the United States. It is also prominent in the Karting market. However, Davies says that Simpson has new products to develop and markets to explore, particularly in Asia and Europe. "There is plenty of room for Simpson to grow worldwide," says Davies. "We can also build off the power of the brand name by extending our market reach to other products." Simpson has a major new initiative to sell helmets and gear in the street and off-road motorcycle market. lt is exploring the possibility of providing safety equipment for emergency workers, such as SWAT teams, medics, fire and police, all of whom need fire resistant clothing and gear. The public' increasing awareness of head and neck injuries to participants in certain sports where head injuries are common- such as cycling, skiing and pole vaulting- is spurring an increasing demand for safe head protection. Simpson is very involved in promoting helmet safety and will be on hand at the Food Lion Speed Street Festival this month for this very purpose. Davies believes that all of these are great opportunitie for expansion that builds naturally on the Simpson brand and experience. What's more, Carousel Capital, the company's primary owners, are able to provide access to capital when needed to meet growth opportunities, as well as strategic guidance and support. "The Simpson name is backed by the technology, the processes and the careful attention to detail that have made us who we are, the most respected company in racing safety," says Davies. "Overall, we are well positioned now and intend to continue to contribute significantly to motorspons safety" biz

"We consider Da iel, Ratliff & Company to be true business partners. They have assisted in refini 'lg Oll financial systems, planning our croh flow, negotiating witn our banker~. and reviewing our tax strategies. We could not be more satisfied wt the services they provide."

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it all Adds up. Casey jacobus is a Charlotte-based treefance writer.

rr ay 2005

pi:J:L"'€C ' , tJ

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Chip Eleazer Chief C Jerating Off~ee Ec:>~C.l~ Sc·Lltions G-ou r;

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heather head

LA~~DSCAP I NG

THE Emerging Charlot::e Company Seeks to Move the Earth

my F':xJ3 :countryside Lanjscapifl':;l, Inc.) first net Chip Elea;::e- when Fore'= retgh::>ors snubbed Fope by riri'lg

::1~?.8r (~eella.vn

Landscape & lrrigaticn,

ln.: ) -o i1.;-all :t?r rr gcrion system. To add injLry tx: i1s'.Jtt 1WW3 IIJ-;rking on the nstallatioo, Elea:ze-'~ c:-~s cipJ:ec

a utility lire :>r PopE's

~rcperty.

Elffiee! iT p-es3ed Pope wi-h his quid<-es; to .:.~=.do;; Z-3 and repair fle camafe, cEmor£73t ng a commitrrent to cLE-

i ·: rre- sc:tis-action that :he tNo sha!€. Arc from the rather iMus:>icious be~llin;J

arose a frie1dship that

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Ecoscape

::o;utions Group, great':!r :hc:rlc:t:: ti:<:

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Growing Together Eleazer and Pope have long relied one Kh ot:-ter to hch meet the reeds of customers, and trust each Jlher bas~d cu r:__cir shared cmTmitment to customer satisfKtion. Thct coTmitment has teen evidenced by the comp-chensive, tai crd solutions both companies offer their custcomers. lr fact, Pope pioneered a trend m the inc.lustry 1r r=:st=m..>e to a reed he perceived to offer both landsupe and g-adit g_ He h.1d, on more than one occaswn, bet n forced to wod< with tracts of land that had been tmpropcrly graded. And more significantly, when customers had troul::le >;;.ri.th drainage or erosion, they were frequently faced wiLl. a run-aound in which their landscape compny blamt:d the grading and the grading company tlamcd tle landscape. By providing both grading and lands·:cpe, Pop~ ensu-ed that the quality of his landscapLn~ would not be compromised by poor grading, ard, that if a cJstomer did have a problem , he couiJ take care of it for them. Since Countryside tegan offering both in 1998, many other compc;nies have followed the trend, but Counuyside 1.as remained a leader in this area. ~ M3:f

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Similarly, Eleazer has met needs on the other end of the spectrum, provi ling customers with irrigation hardscaping such as stonework, borders, and retaining walls, to complement and support their custom landscaping. Using these features in well-planned designs, Greenlawn has perfected the an of turning difficult, erosion-prone embankments into attractive, useable areas of natural beauty The merger of the two companies combines their strengths. Whereas Countryside had focused primarily on new home construction, and Greenlawn had focused primarily on custom and commercial landscaping, the merged entity offers customers a new level of customer service- one number to call for all exterior design needs for residential, commercial, new, and existing development. Eleazer's team will be able to focus even more closely on their core competencies, providing better commercial service, whi le transferring some of their non-core business to Popes team. Popes team, on the other hand, will focus on their core strength wi th residential and grading, while transferring responsibility for custom and commercial development to Eleazer$ team. The combined result: a stronger focus on customer satisfaction with seamless comprehensive service. Planting Business Ecoscapes commitment to customer satisfaction is evidenced by the way the company is run. While both Eleazer and Pope love landscaping and have plenty of hands-on experience, they also know that in order to provide superior customer service and create a stable growth company, they must know and implement best business practices. On the advice of a business strategy consultant, Pope had created an executive team to lead Countryside. The team , which now consists of members of both former companies, monitors business progress and customer satisfaction and meets frequentty to discuss goals and strategies. In addition to regular interaction, they convene annually at a retreat in the mountains for extended strategy sessions. On the recommendation of this team , Countryside implemented a quality assurance unitlastjune to monitor and ensure a

may 2005

consistently high level of quality across the company's broad spectrum of services. The unit, which has been carried over into the new company, sets benchmarks for quality and monitors success. "Customers love it,'' says Pope. "They see the quality assurance van driving through their neighborhood, and they know it's there to check on them and make sure they're getting the best service possible." A Grade Above As a result of the focused customer satisfaction commitment and smart leadership, Ecoscape is in the 75th percentile of nationally ranked landscape firms, based on a 2004 State of the lndusuy Report published by Lawn and Landscape Magazine. And in addition to their steady growth and strong customer loyalty over the years, both companies have seen their share of awards and recognitions. Countryside was recognized in 2000 and 2001 as one of the top fifteen of the Charlotte Business journal 's Fast 50 and in 2002 was a finalist for the Metrolina Entrepreneur Council Trailblazer award. Greenlawn was awarded Contractor of the Year in 2001 and has been a member of the President's Club every year since its inception. And customers notice the difference too. Says Alan Wittmer, "Their work was careful and high quality- customer service was far above the nom1." Grafting a New Company Pope and Eleazer began discussing the possibility of merging their companies nearly two years ago. After their fateful first meeting, they had developed a friendship based on simi lar interests and untainted by commercial competitiveness. Because each company focused on a different sector, they never felt that either undercut the others business. And because they shared a commitment to customer satisfaction, they began recommending each other and helping each other on jobs from time to time. When they began discussing merging the two companies, it quickly became clear that they could both benefit. Pope says he had never anticipated taking on a partner in his business because of the horror stories he had heard about ruined

friendships and businesses. And although he and Chi p were convinced that the merger was a positive move for them both , they didn't want to rush into it. So to ensure a smooth transition and prevent negative implications for their customers, they hired a change management company to help with the transition, and pent 18 months planning and preparing for the merger that occurred on january 1, 2005. Both men say eve1y thing has gone surprisingly smoothly, and that they are now poised to offer better, more comprehensive, seamless service to their combined customer base of over 5,000. And not one customer has complained of any inconvenience due to the merger- on the contrary, they feel customers are reaping benefits already The biggest challenge to the merger has been in combining corporate cultures. Because they are now a much larger company, most existing employees have seen an increase in responsibility But because each of the old companies has transferred non-core responsibilities to the other company's team, many members of the leadership have had their focus narrowed and refined . A Rose by Any Other Name Having made the decision to merge, Pope and Eleazer left nothing to chance during the

Ecoscape Solutions Group, Inc. I I 0 I0 Metromont Parkway Charlotte, N.C. 28269

Phone: 704-509-0020 Principals: Tony Pope, President; Chip Eleazer, COO Merger Completed: Merger of Countryside Landscaping, Inc. and Greenlawn Landscape & Irrigation, Inc. completed as of January I, 2005. Employees: 130 to over 200 in peak season Headquarters: Charlotte; additional locations in Winston-Salem and Greensboro Business: Complete landscape design, installation, and maintenance, including grading, lawns, plantings, irrigation hardscapes, and lighting. www.ecoscape.com

www.greaterc h arl otte biz. com

Chip Eleazer

chief operating officer Jason Farland

VP produwon landscapmg and grading Tony Pope

president Sam Putnam

VP facH1nes and lawn maintenance Todd Witherspoon

\ P sales and marketing Arden Drose

VP busmess development Alan Hales

VP custom enhancement landscapmg

18 months of planning. They spent a portion of that time, with the help of a marketing consultant, running through an enonnous number of options to choose a new name. They settled on Ecoscape Solutions Group for several reasons, not the least of which is their commitment to preserving the environment. "We try to find more conservation-oriented approaches," says Eleazer. For instance, they choose organic fertilizers when possible, and they design irrigation systems to conserve water. The first part of their new name, "Eco" echoes this commitment. They chose "Solutions Group," to show their commitment to finding attractive solutions for their customers and to indicate the fact that they draw on the expertise of a group of principals, not just one person at the helm. The Roots of a Relationship

Though they have much in common now, Pope's and Eleazer$ backgrounds could hardly be more different. Pope grew up on a fann, riding tractors and exploring corn fields. One of his fondest memories is riding a big 1963 john Deere tractor with his grandpa. The tractor is in the process of being restored. And grandpa- he's still around too, and doubtless quite proud. After high school, Pope went to work hanging wallpaper. After a short stint working for someone else, he struck out on his own. But he saw little future for himself in wallpapering, mostly because he found his

greater charlotte biz

employees were quickly learning the business and then stcking out on their own, creating a highly ::ompetitive and high turnover market. o, in his words, "I returned to what I had always loved- tractors and plants." He purchased equipment, obtained a license, and ot=ened for b路Jsiness as Countryside Landscaping. Where Pope's pre-landscaping backgrounc. involved skilled manual labor, Eleazer says the extent of his tractor experience prior to opening Greenlawn consisted of a small riding nower his grandfather gave him t::> cut yards in his parents' neighborhood. After obtaining a B.A. from the University of Somh Carolina, Eleazer spent the early pan of his career selling pharmaceutica..s and medical supplies to doctors and pharmacists. The money was good and the travel was fun, but when the market took a sour turn, Eleazer s comfy cushion was yanked from under him On the day his job was eliminated, he s~ood fo: an hour in the driveway of his brand new home, where he had been deposited by the company car they had taken away In the months ~hat followed , friends and neighbors helped him out by offering him odd jobs, including hiring him to install irrigation systems for their lawns. He found he liked the work, and even after the market picked back up and he found a new white-collar job, he continued the installations on the side.

"People thought I was crazy," says Eleazer about his decision in 1998 to quit the cushy job and begin landscaping full time. But he had found his passion, and it has served him well. Paving the Way

Currently, the company employs approximately 130 permanent staff and over 200 during peak seawn. They expect this number to grow considerably over the next five years, at roughly ten percent each year in the Charlotte area. Likewise, they posted combined revenues of $13.2 million for 2004, and project more than $15 million for 2005. The expect revenue to grow by ten percent each year in the Charlotte area. Additionally, they are planning to add 8,800 square feet to their nearly 15,000square-foot facility, which sits on 12+ acres. Other company operations are located in Winston-Salem and Green.:;boro. Ecoscape Solutions growth plan includes continuing to expand into other markets. Specifically, they are in the process of opening a location in Atanta , and have their sights set on other ciLes in the Southeast including Raleigh, Myrtle Beach, Charleston, Columbia, among others. Soon, Ecoscape Solutio::1s will be moving earth for customers around the region, providing even more peop~e with their own patches of heaven on earth biz Heather Head is a Charlotte-based freelance writer.

may 2005

T"T1

COUNSEL

Two lawyers exhibit personalities as opposite as two adversaries in a courtroom , yet they strive for similar goals in their practice. David W. Erdman and Steven A. Hockfield are the driving forces behind Erdman and Hockfield, LLP, a firm that is dedicated to high principles and moral ethics. Erdman and Hockfield provides legal advice in Charlotte in the areas of business and corporate law, marital and domestic disputes and commercial real estate. It also provides such basic services as living wills, contracts, personal injury and premarital agreements.

DELIVERY

"A law firm is a business," Erdman points out. "While people don't usually view it as such, a law firm functions productively like any other busi-

CHARLOTTE F I RM

ness; however, it's a business involving ethics and

PRACTICE ON

advice - the results of which m a y permanently

BUILDS

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affect people's lives." Building a practice

Hock field is the managing partner of the fim1. Born in Durham, he

cases that have come down from the _ orth Carolina Supreme Court and onh Carolina Court of Appeals

holds a bachelor's degree in accounting from the University of North

the

Carolina at Chapel Hill. He financed his way through law school by teaching undergraduate accounting at the Kenan-Flagler Business School

Hockfield was recently dubbed one of tl:e "Legal Elite" in a s tatewide publication, a recognition that only 2.6 percent of the state's lawyers ever earn. His peers voted him as one of the best lawyers in orth Carolina in

and was admitted to the bar in 1970. He began pra tieing law in 1972, then set up his own solo practice in 1986 and joined with Erdman in 1993. In 1979, Hockfield was appointed by former Gov. jim Hunt to the

the category of Business Law. For a small-firm lawyer to achieve that recognition is unusual, as most of tln attorneys who were recognized work at large law fimlS.

dent of Mecklenburg Ministries, a clergy-lay organization with the goal

'That tells us that other lawyers recogniz~ Steve as one of the top business lawyers in the state of North Caro lina," Erdman comments.

of breaking down racial, religious and other barriers. He is also a mem-

Erdman considers himself the spirit of the firm. Born at Camp Lejeune,

ber, past president and honorary li fe presidem ofTemple Israel. He's been practicing law for 33 years. In his spare time, Hockfield reads the latest

he grew up in rural Bridgeton near ew Bern. He auenc.ed Duke University as an Angier B. Duke S:h路Jlar an ::I earned a bachelor's )>-

North Carolina State Banking Commission until1987. He is past presi-

greater charlotte biz

may 2.005

in biomedical engineering. He then studied law at Georgetown University where he was elected national president of the Law Student Division of the American Bar Association. He was admitted to the bar in 1975. At age 24, he had the opportunity to work on the staff of the Senate Watergate Commiuee researching witness data. In 1976, he moved to Charlotte in 1976 and began practicing law, starting his own fi 1 m 1981. In 1999, he was selected to fill a vacancy on the Charlotte City Council. Erdman says he located to Charlotte because he could see that theres a sense of energy here related to entrepreneurship: "This is a city of commerce, not a city of government." And he himself has exhibited his entrepreneurial bent. In 1980, he bought a house on the corner of East 7th Street and Laurel Avenue. Several years later, he had it torn down and built the present office building occupied by the law firm. Erdman had Tealized his dream of developing the site, despite the throes of recession in 1992, opening the new offices of Erdman and Hockfield in 1993. The lawyers' entrepreneurial bent didn't

stop there, however. They are always looking for better and more efficient ways to serve their clients' needs. One thing they are particularly proud of is their use of a particular computer interface with a dual computer screen that they use during client meetings. In fact, Erdman came up with the idea near ten years ago. The dual screen allows lawyer and client, each viewing a computer screen , to work together more efficiently and at less cost. Both attorneys consider themselves techsavvy. Ne:ther has used old-style dictation for years. Hockfield says that he is considered the f_rms self-taught computer guru. A couple of decades ago he WTote accounting programs in Lotus. Hes devised a timekeeping system using Corels WordPerfect. Now, they use spreadsheets. Personal counsel

In adclition to the two partners, Erdman and Hockfield employs two associates and four staff members. Two legal assistants have worked with Erdman since the 1980s. Each auomey at the firm brings his or her own set of talents to the practice. However, they

all adhere t::J the stancard C(- tr£at.ng the firms clients as th;: firrst a-rl-nost important people on earth, :::rdrr.a says. Erdman anC. Eockfield ~e readily accessible to thm dents. They :irP- rr.ade it the firms policy tha no teleph~ :alls are to be screened by the attorreys c:t tl-eir office. Erdlll3ns business card i93 on the back the services that the filTl o:k~:;. making it easy for potential clierts to ~ef', at a glance, how the firm can ~"lelr:: then. However, how they practice law is m•xe ir[-(•rtant than the types of service5 they o)ffer, ~a:.or ing to Erdman. The fo-Jr attaney; ~the firm make client senice thci:- pri:n: fo.:us. "Its how we ar:; pro:ach legd issues that matters," Erdrr.an sa1d "l v.orlto establish 2 client relt:.tions ip whue :h: c ient knows he or she come5 first." Erdman say5 h1s aj:proa:::h Nith clients is different from the typi·:d lafl)·crs, and he produces li5ts of refernls prO\ing its effectiveness. ln fact, hes tr:ed to r.:1del himself after one ' f Americas 1110st his orical and well-known law·yers: "_ a:n 3 b g fan of Abraham Lincob. l strixe to povide Lincoln's kind o: persmaliz=rl.;mall-town

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lawyering in the big city" In addition, Erdman has authored "Your Lawyers Promise" that, in effect, lists his ethical obligations and expectations. They are common sense ideas. Yet, they go beyond the standard attorney-client agreement. Among the selections: "I will do the majority of your legal work with you present or on the telephone with me. Your case is about you; it is not about me or the opposing lawyer." And, "I will provide you my best guidance, even if it means I advise you to pay the opposing party to settle, rather than paying me additional amounts as attorneys fees ." A lawyer is required to be zealous in representing the clients' interests, Erdman points out. His goal is to get problems resolved. Humiliating the opposing side is not a goal. Hockfield advises clients not to "bum bridges" because one never knows where one will be in the future in relation to the people one has dealt with unfairly People tend to adopt the personality of the lawyer they work with, Erdman says. Whether the lawyer is a fighte r or a peacemaker, the client usually follows suit. But

Erdman and Hockfield,

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2300 East Seventh St., Ste. I00 Charlotte, N.C. 28204 Phone: 704-333-7800 Principals: David W Erdman, Esq., Partner; Steven A Hockfield, Esq., Partner

Staff: In addition to the partners, two associates, four staff members In Business: Since 1993 Awards: Hockfield recognized as one of

the best lawyers ("Legal Elite") in North Carolina in the Business Law category, Business North Carolina, january 2005 Busine ss: Law firm providing business, domestic and litigation clients with civil legal services including business and corporate law, marital and domestic law, real estate and personal injury. Offers small-firm personal attention with large-firm technology. www.charlotte-nc-lawyers.com

greater charlotte biz

Erdman says that the latter approach is often more successful, especially in the long run . "I've had enough success in handling clients' cases to believe in the principles that I follow," he nods knowingly. Erdman analogizes resolving legal issues to what a doctor does. When people have medical problems, they seek out a competent doctor. In a marital breakup, the parties need legal help. There are also emotional issues. If the clients are satisfied, they come back when they experience another problem. Lawyers often deal with problems that defy an easy explanation . Erdman says that makes for a challenging career in the legal field . Taking their own advice

Erdman and Hockfield offer some of their best legal advice to new lawyers: Listen to your clients, don't jump to conclusions, and never hurry people. Even if the lawyer is being paid a fixed fee (rather than being paid for his time) , an attorney should make sure that the client has said all that he or she needs to say "It is our obligation, as attorneys, to assist our clients in resolving their business and personal issues in an efficient and effective manner," Hockfield maintains. However, listening and discerning the facts can be difficult. Often, people who are in troubling situations are dealing with emotions. But getting to the core of the issue is what a conscientious lawyer must do in order to represent his or her client fully Sometimes the issues concern children. In those cases, Erdman said he makes a point of looking out for their interests as well. Lawyers also have to weigh all the factors. No matter how right the client is, the attorney must help the client decide how much an issue is worth in terms of time , energy and money, or whether its worth it at all. If litigation can be avoided, then both attorneys prefer going that route. Litigation is ex.rpensive and time-consuming. Its usually beuer to seek resolution and get on with your life, Hockfield says. "l don't want to take the clients money unless they can get value for it," he points up. Hockfield helps his diems to understand what a reasonable settlement may be. In one instance, Hockfield was able to negotiate a >

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multi-million dollar settlement for some partners involved in a lawsuit with the managing partner. Though much work went into resolving the issues of the case, good negotiation kept the case out of court and allowed a settlement that far exceeded what the partners would have received had it gone to trial. Hockfield takes the word "counsel" at more than face value. Often, people are not involved in disputes but are just looking for sound advice. Sometimes there are personal issues rather than or in addition to legal matters. Hockfield said he helps define the problem and provides a course of action. Erdman and Hockfield embrace a passion to help people solve their problems in the best possible way Both attorneys work toward achieving a win-win situation. They know that if the client is happy or at least satisfied with the outcome of their efforts, that in turn will generate more business, whether through repeat business or referrals. They take their craft seriously and work assiduously in their clients' best interests. biz Margaret Fisher is a Charlotte-based freelance writer.

bizresource guide Take advantage a( these products and serv1ces (ram Charloae 's leadmg busmess-to-busmess suppl1ers. Allen Tate Realtors Altman Initiative Group ATCOM Ballantyne Center for Dentistry Blair, Bohle & Whitsitt Blue Cross Blue Shield Breakfast Club America Charlotte Copy Data Choice Translating CPCC Corp Training Daniel Ratliff Diamond Springs Dilworth Hair Center Dunn Marketing Employers Association Employers/Benefits Interact LandAmerica MacThrift Office Furniture Mecklenburg County Recycling Nouveon Port City Electric Presbyterian Healthcare PR Store REO-Clean Scholz & Associates Scott Insurance Scott Jaguar Shield Engineering Signature Healthcare Tathwell Printing nmeWarner Business UNC Belk College Verizon Amphitheater Wachovia Bank- Wealth WFU - Family Business Council

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The Young Affiliates program initially sought to take advantage of the cultural offerings of the museums, and

Young Affiliates of the Mint is a non-profit organization created in 1990 to benefit the Mint Museum of Art and the Mint Museum of Craft+ Design, as well as provide young professionals an opportuni ty to network and socialize. What:S the matter with today:S young people? Well, some of them aren't happy just sitting at home every evening, remote in hand . Take, for example, Young Affiliates of the Mint, a group of 2lto 45-yearolds who initially came together to 'get involved' with the Mint Museum. Since 1990, the group has grown to over 500 members, including 200 volunteers, and has expanded its mission to include fund raising to benefit the museum , and its sister, the Mint Museum of Craft+ De ign . For the unfamiliar, the Mint Museum of Art resides in the first branch of the United States Mint, which operated from 1836 until the outbreak of the Civil War. The museum formally opened to the public on October 22, 1936, and is as appreciated for its historical and architectural value as its pemlanent and visiting collections. The Mint Museum of Craft+ Design opened in 1999 and offers a permanent collection of contemporary studio craft dating from the 19th cemwy, tracing its relationship to traditional decorative arts and industrial design, showcasing the techniques and inspiration of artists in collections of ceram-

in so doing, found a community of like-minded professionals: outgoing, goal-oriented and committed to the area they live in. Explains Dana Crothers, publicity chair, "Most of us work or live in the downtown radius, are young professionals, and most are actively involved in other organizations besides Young Afflliates. We have a great time together socially, and also do a lot to benefit the community." While the group has done a lot to raise awareness and money for the museums and other organizations, its members also know how to have fun . There are happy hours at some of the city's most highb row ven ues and its wine tasting events are extremely popular. There are also special events throughout the year. Membership in the Young Affiliates of the Mint includes admission to events and both museums, special invitations, and OLher perks including reciprocal memberships to over 30 museums in the southeast. Add to that the opportunity to benefit one of the city's most respected institutions, to share ideas and initiatives with your peers, develop leadership skills, cultivate professional relationships, all while having a good time. That makes for quite an evening!

jiLLIAN'S www.jillians.com jillian~ in Conco rd Mills Mall offers one-stop shoppingfor corporate events of all types. The venue provides meeting rooms and party facilities, as well as two patios, which can be reserved for special occasions. Filled with videogames, mammoth TVs, pool tables and bowling, Jill ian~ is also home to three ba rs, two restaurants, a dance floor and a room featwing electronic simu lation games. Jillian's Entertai nment Corporation bills itself as a food and entertainment universe with the motto: eat. drin k. play. The company, recently purchased by Dave and Buster's Emenainment Group, has put 'it" all conveniently under one roof. With over 55,000 square fee t of space to roam,Jil lian's has covered its landscape \vi th a variety of activities to keep the atmosphe re light, and the event entertaining. Seperate entertainment areas include The Video Cafe, The 9-Ball Lounge, The Amazing

44 ' '

may 2005

Games Room, the Hi Life Lanes, the Groove Shack, dans, ping-pong and shumeboard, as well as two patios. Dining experiences range from The Video Cafe to The Hibachi Grill. Offering a wide variety of alcoholic beverages and bottomless non-alcoholic drinks,Jillian's has even added a coffee bar for the caffeine set. Perhaps the most surprising specialty of jillians however, it its capacity to mix work and play. With several , strategically-placed private rooms \vith sound-proofed doors, ptivate parties, banquets, meetings, conferences and buffets are popular. One room offers pool tables, a lounge area and a big screen TV, while another is more formal and subdued. The rooms are commonly used for awards banquets, training sessions, sales presentations,

and launch parties. Special buffets and catering for groups is ava ilable, and weather permitting, both patios can be reserved for group functions. In addition to providing a multi-interactive em~ro nment, jillian's profe sional staff will work with event planners to specificall y meet their goals. ln fact, accommodating business functions is so common, jillian:S created the j-Games,' teambuilding programs designed to cater to group objectives. For everything from business meetings, company retreats and outings, to corporate mixers, team building, and fund raisers, jillian's has recognized the need for an adult-driven destination that offers food, beverage, and socially interactive icebreaking entertainment in an exciting yet non-threatening environment. 1!11

Executive Uv1ng is designed to improve the quality of life of reg1onal bus1ness executives. If you have recommendations for this section please e-mail sfarrov.@greatercharlottebiz.com to submit your ideas.

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:r.K<:.E NORMAN WATERFRONT I..ake Norman, North Carolina Er~ath taking waterfront views! Luxury home has beach, seawal l, t<Jat slip aiJd shared pier. Spectacular Hardishake home with teufful sl one accents. Gorgeous detailing in every room with r c·dwood "lcors, heavy moldings, custom kitchen, beautiful cabinets, Wolf appliances, cast stone fireplace, formal dining room with built-ins, wet bar and med ia room. 4BR/ 3.1 BA MLS# 507580 • $1,342,000 Property Address: 16407 Jetton Road

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SCENIC PIPER GLEN Charlotte, North Carolina ErlOY grea: views from every room of this private retreat. Located il ~ i d e bea•: i=ul Piper Glen, this home boasts views of the #2 hole ofthe golf cc urse, MBR on main level, four fireplaces, surround ~=-m d, twc ....a lk-in attics and a wonderful landscaped pool. A spa ciou s home with wonderful amenities in a private, scen ic location! 5BR/ 4.SBA MLS# 476164 • $949,000 Property Address: 6719 Seton House Lane

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FRENCH PROVINCIAL ESTATE Charlotte, North Carolina Located in hi;Jhly desirable South Park neighborhood of Pellyn Grove. Ele£a ntly situated on acre of professional ly landscaped gr:Jund s. G a ~s ic French Provincial estate boasts a soaring two~ tory <!ntra- ce with stunning circular stairca se. Main level MBR provides a terrace. Home includes game room, exerci se room , 3-ca r garage, pl ayroom and office. 6BR/ 5.2BA MLS# 499816 • $1 ,599,900 Property Address: 2121 Delpond Lane

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CUSTOM ARTISTRY & DESIGN Union County, North Carolina El egance l:ey:)nd description by Excellence Custom Homes. Featu res ind uce 2 s-ory great room with fireplace, opulent master suite, media rc-::>m with .,..et bar and adjoining recreation room, cascading staircase, furniu ·e-quality ca binets, 3-car garage and works hop. The essence of luxury Union County living in gated Providence Downs South. 4BR/4.2BA MLS# 504764 • $1 ,520,000 Property Address: 148 Strike t he Gold Lane

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