Greater Charlotte Biz 2007.05

UCS

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CPCC Foundation

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Centur y 21 Hecht Realty

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Griffith Choppers

may 2007

It Belongs Here!

Hall of Fame Preserves NASCAR Legacies Address Service Requested

PRSRT STD U.S. Postage PAID Permit No. 505 Charlotte, NC

Winston Kelley (l) Executive Director NASCAR Hall of Fame James W. Schumacher (r) City Engineer City of Charlotte

GE T TING TO KNOW YOUR BUSINESS STARTS WITH GE T TING TO KNOW YOU.

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W I T H WA C H OV I A

With Wachovia, a Business Specialist will work to understand your company and take personal ownership of your needs until they are met. And to accommodate your hectic schedule, your Specialist will meet wherever you like. Just one of the many benefits of Wachovia Business Checking that helps you manage your company’s day-to-day finances. Stop by your nearest Wachovia Financial Center or call 800-566-3862 to see how we can help.

Wachovia Bank, N.A., and Wachovia Bank of Delaware, N.A., are Members FDIC. © 2007 Wachovia Corporation

in this issue

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NASCAR Hall of Fame Relief mixed with his excitement when Winston Kelley learned Charlotte had beat out five other cities and landed the NASCAR Hall of Fame. Now, more than a year later, construction is underway on the project and the people of Charlotte are gearing up for its arrival, excited about the impact the Hall will have on the city.

departments

UCS

Sports is a growing market with plenty of potential for business. Carrying on their father’s legacy, Larry and Jeff Schwartz are capitalizing on this by manufacturing handcrafted sports and recreational products while helping develop tomorrow’s champions.

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CPCC Foundation Established to secure scholarships, job-training programs, equipment, and faculty support, the Foundation has helped countless students attain their educational aspirations.With the help of persuasive leaders, donors often find it hard to say no to being part of something “meaningful.”

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Century 21 Hecht Realty Though the Lake Norman area has changed since 1971, the way Bob Hecht runs his business hasn’t. He remains dedicated to offering every customer an unrivaled real estate experience while maintaining a positive work environment for his staff.

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cover story

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publisher’s post

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bizXperts Smart Salvos, Select Strategies and Succinct Solutions

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employersbiz Legislative and Regulatory Highlights for Area Employers

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bizview

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biznetwork

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ontop

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executive homes Luxury Homes above $350,000

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on the cover:

Winston Kelley (l) Executive Director NASCAR Hall of Fame James W. Schumacher (r) City Engineer City of Charlotte

Griffith Choppers In 2004, Chuck Griffith began searching for a way to combine his passion for bikes with his marketing experience, which led him to building a custom bike business. He now works hard to deliver superior quality, performance and total originality to his customers.

Photography by Wayne Morris.

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Entrepreneurs & Investors

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[publisher’spost] Staking a Larger Claim in UNC Charlotte

May 2007 Volume 8 • Issue 5

In a recent Charlotte speech, UNC President Erskine Bowles urged Charlotte’s public officials, business executives and civic leaders to stake a larger claim in their local public university. He commented that, “No city can become ‘world class’ without having a world-class public research university.” To that end, he said that Charlotte must “own” UNC Charlotte.

Following that speech, UNC Charlotte Chancellor Philip Dubois added even greater emphasis to that challenge in a guest editorial in The Charlotte Observer. Essentially, he put forth nine ways for the Charlotte region to stake an even greater claim for ownership in UNC Charlotte. They are: • Continue to support UNC Charlotte’s aspiration to develop as a major research institution.

• Continue and increase corporate support and partnerships for research and professorships.

• Help to strengthen doctoral and professional programs by adding and retaining faculty positions enabling research and contemporary applications that become products in support of our economic growth and development.

• Learn, enjoy and appreciate the quality of UNC Charlotte and its value to this community.

• Open opportunities for UNC Charlotte students to compete for internships and employment opportunities to show their talents and competencies.

• Recognize the important role that UNC Charlotte can play in addressing the challenges that accompany our growth and urbanization.

• Encourage a restructuring of state funding formulas so they recognize rapid student growth from 20,150 today to over 35,000 by the year 2020.

• Address the critical need for physical plant expansion outside the traditional approach for capital construction on a rotational basis.

• Support and participate in UNC Charlotte activities, sports and events.

As the fourth largest of the 16 institutional members of the UNC system, UNC Charlotte ranks 13th in per-student funding and 15th in academic space per student among the 16 schools. Funding formulas must change to meet the growth challenges of the next 15 years.

Those changes require massive educational and lobbying efforts to state leaders, legislators and the citizens as well.

To advocate and deliver that message within our regional community and to the North Carolina General Assembly, it is essential that both UNC Charlotte and regional leaders enter into an ongoing dialogue that brings the combined resources of the region and the university to the obstacles and opportunities for growth that we face together.

To successfully change the funding formulas, it is essential to gather substantial bi-partisan political clout that will assert its influence and push through the necessary change. It may even be wise to assemble a regional task force to organize and plan an approach for changing the traditional budget applications.

Local ownership of UNC Charlotte will grow more quickly as community leaders understand and appreciate the value and relevance of having a major public university in this region. When mutual interests are understood and applied, the partnership between UNC Charlotte and this region will be inextricably entwined for years to come. With Erskine Bowles and Phil Dubois in place, we have the right leadership to tackle these challenges.

Now is the time to build the political consensus that will support this growth.

With a collective voice, we can muster greater political clout to change the archaic budgetary traditions that do not serve us well. These changes will not come easily. They will take time and they will take trade-offs with other communities pushing for their own institutions. Nevertheless, we have a substantial challenge to keep pace with the change that is already confronting the Charlotte region. We must keep ahead of the change or we will be strangled by it. biz

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Publisher John Paul Galles jgalles@greatercharlottebiz.com

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

Creative Director Michele E.Warren mwarren@greatercharlottebiz.com

Editorial & Sales Assistant Janet Kropinak jkropinak@greatercharlottebiz.com

Business Development Sandy Rosenfeld srosenfeld@greatercharlottebiz.com

Account Executive Mimi Zelman mzelman@greatercharlottebiz.com

Contributing Writers Ellison Clary Susanne Deitzel Lisa Hoffmann Casey Jacobus Janet Kropinak Contributing Photographer Wayne Morris Galles Communications Group, Inc. 5601 77 Center Drive • Suite 250 Charlotte, NC 28217-0736 704-676-5850 Phone • 704-676-5853 Fax www.greatercharlottebiz.com • Press releases and other news-related information, please fax to the attention of “Editor” or e-mail: editor@greatercharlottebiz.com.

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

• Subscription inquiries or change of address, please call or fax at the numbers above or visit our Web site: www.greatercharlottebiz.com. © Copyright 2007 by Galles Communications Group, Inc. 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 trademarks of their respective companies.Views expressed herein are not necessarily those of Greater Charlotte Biz or Galles Communications Group, Inc. No part of this publication may be reproduced or transmitted in any form or by any means without written permission from the publisher. For reprints call 704-676-5850 x102.

Greater Charlotte Biz (ISSN 1554-6551) is published monthly by Galles Communications Group, Inc., 5601 77 Center Dr., Ste. 250, Charlotte, NC 28217-0736.

Telephone: 704-676-5850. Fax: 704-676-5853. Subscription rate is $24 for one year. POSTMASTER: Send address changes to Greater Charlotte Biz, 5601 77 Center Dr., Ste. 250, Charlotte, NC 28217-0736.

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[bizXperts] Smart Salvos, Select Strategies and Succinct Solutions

close just doesn’t count in sales Consider these “close” calls in history: Alexander Graham Bell and another inventor applied for a patent on the telephone on the same day. Bell was awarded the patent.

The Chicago Cubs won the National League pennant by one game because their second baseman noticed that a member of the other team failed to touch a base.

Rutherford Hayes won the American presidency by one electoral vote.

General Robert E. Lee’s written military plan at Antietam was shown to a Union general before the conflict. Despite that, Lee’s army won the battle.

In each case, the contest was won by a very small margin.

None of the victories was an accident, yet each could easily have been won by the other side. Nobody remembers who finished second (they are listed at the end of this article). “Close” only counts in curling, shuffleboard and bocce ball. “Close” never counts in sales.

Coming “close” to a sale is the equivalent of admitting a loss.

A slight edge almost always makes the difference between a sale and a “Thanks, but no thanks.” These are the critical little things that prospects observe, evaluate and act on. The more attention that we pay to these nuances, the better our chances of winning the sale.

The selling system we use, and hopefully your system, contains many subtle distinctions that are extremely important. Here are some questions that highlight the sales skills necessary and the slight edges that make them special: • When you get Pain, do you find the “why” as well as the “what”? Do you explore the impact of the Pain? Do you use only certain questions all the time? Do you always summarize as you struggle to understand the nature and causes of the Pain?

• When you speak to “visual” prospects, do they see what you are saying? Do kinesthetics get a message from you that feels right? In talking to a “big picture” person, are you first dealing with the generalities? Does your prospect use a “going toward” or a “moving away” directional filter for perceiving reality?

• Are your up-front agreements strong and concise, with mutual agreement on clearly specified conditions? Do you use “biggest fear” as an up-front agreement idea?

• In telephone conversation and sales calls, do you know that 83 percent of the communication is about tonality?

You know you can match your prospect’s pitch, volume and pace, as well as favorite words, don’t you?

• In the money step, is it your prospect’s budget that is your focus, and not your costs? Does your post-sell remove the

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agony of “buyer’s remorse”?

• When you write your daily Attitude/Behavioral Journal, do you really understand “who you are” goals and “what you are” goals and why their separation is important to your survival? You do keep a journal…don’t you?

If you answered “no” to any of these questions, you probably need to do some sharpening. How? • Keep your journal every day. Revisit past entries and see how much you have grown.

• Use support. Talk to your coach. Find a mentor.

Be a mentor.

• Seek out information about the competition.

Know the enemy.

• Record your calls and critique them. Debrief and practice.

• Do a two-minute drill both before and after your sales calls. The continuous feedback loop is invaluable to owning the selling system you use.

• Read and listen to materials on Neuro Linguistic Programming (NLP), selling, human behavior, psychology, etc.

• Stay on the right side of the trouble line. Do only what you know you should be doing when you should be doing it. That means everything…every time.

Ultimately the question is whether you want to give more so that you may get more. That is, if you increase your skills, energies and dedication to these subtle distinctions, you will receive better return. It’s called Emerson’s Law of Compensation.

A little more history: In the Civil War, there were two cousins from Virginia who became generals. Both were named Jackson. One, Thomas, was recognized as a military genius and is still revered as “Stonewall.” The other, William, is a footnote in the history of the Confederacy and is only faintly remembered as “Mudwall.” You don’t suppose that slight edges played any part in their stories, do you?

(The second placers in the examples at the beginning of the article were: Elisha Gray, New York Giants, Samuel Tilden, and General George McClellan.)

Bob Henricks is president of Henricks Corporate Training and Development; a company dedicated to helping business owners, sales managers and salespeople succeed. Contact him at 704-544-7383 or visit www.henrickscorp.sandler.com.

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Smart Salvos, Select Strategies and Succinct Solutions

[bizXperts]

thinking about selling your business?

Recently there have been several articles in the business press suggesting that 2007 may be a good time to sell a business based upon (a) expectations of reasonably good earnings for 2007; (b) an increase in the funds available for acquisitions; and (c) an increasing number of buyers interested in purchasing private companies. The result is that sellers of businesses in 2007 are expected to attain reasonably good purchase prices in terms of multiples of the business’ cash flow. Thus, many business owners believe that the timing is right to consider selling their business.

Over the last 30 years our firm has been involved in the process of assisting hundreds of owners in buying and selling businesses of all types and sizes. What we have observed is that owners of “smaller businesses” (which we will define as businesses having annual revenues of between $1 million and $25 million per year) often do not understand the myriad of issues which should be considered in determining whether now is a good time to consider selling their businesses and, if so, how to go about the process of selling their business.

For most companies having annual revenues of $25 million or more, there are numerous investment banking firms which have the expertise and experience to guide the business owner through the process of selling his business, and owners in this category tend to be well served and can afford the services provided.

However, many owners of smaller businesses are not aware of the various resources available to help guide them through similar processes, which enable them to best meet their objectives through the sale. In fact, the smaller businesses face exactly the same issues as owners of larger businesses—the dollars are simply smaller and these business owners do not normally attract the attention of most investment banking firms.

We believe that owners of smaller businesses can and should find the right financial, legal and tax advisors (owner’s advisory team) to guide them in the process of selling their business.

This process should include the following steps: First, the advisors should help the owner determine the needs and objectives which should be met in connection with the sale of the business. In this regard, the following questions (among

greater charlotte biz

others) need to be answered by the owner(s): i. Is now the appropriate time to consider the sale of the company? ii. Does the owner wish to consider alternatives to selling the company to a third party such as the sale of the company to management and/or employees of the company, or the recapitalization of the company to provide liquidity to the owner while allowing the owner to retain a minority interest in the company? iii. What are the owner’s desires with respect to allowing key employees to participate (to whatever extent) in the proceeds from the sale of the company without adverse tax consequences to the owner? iv. Does the owner have any charitable objectives which could be promoted or satisfied through the structuring of the sales transaction? Tax considerations mandate that any objectives in this area be carefully considered so that the structure of the sale can accommodate these desires in the most “tax wise” manner possible. v. What are the owner’s estate planning needs and objectives which need to be considered prior to embarking on the process of selling the company? vi. Is the sale of the company likely to produce the after tax proceeds necessary to meet the owner’s retirement objectives? What are the alternatives for structuring the sales transaction to achieve the most favorable tax results?

In our experience a significant amount of time needs to be spent with the owner prior to discussing the mechanics of the sales process in order to make sure that all of the owner’s objectives are likely to be accomplished through the sale. In many cases, we find that the owner has no real concept of the selling price of his company in the event of a sale.

Since the company is not public, the owner cannot look in the The Wall Street Journal and determine what his company is worth. The best way for the owner to maximize the value received upon sale of his company is to engage the right team of advisors (including an experienced intermediary) to create a market of interested and qualified buyers (at least three to four) willing to competitively engage in the process of negotiation to purchase the company.

Next month’s article will focus on the specific steps in the process of selling a private business to achieve maximum value.

Robert Norris is managing partner of Wishart, Norris, Henninger & Pittman, P.A., a law firm which focuses on helping business owners define and achieve their business and personal objectives. Contact him at 704-364-0010 or w w w.wnhplaw.com

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[bizXperts] Smart Salvos, Select Strategies and Succinct Solutions

never forget what’s really important As business owners, we can get caught up in a host of issues— sales trends; collections; new product development; hiring employees; and staying ahead of the competition—just to name a few. The list is nearly endless. These are all important to running a good business, no doubt. But, there are things that are much more important, as I was recently reminded.

For those of you who don’t know me, I talk for a living. I provide coaching, training, retreat facilitation and I speak at conferences on a regular basis. All of these activities require me to have a voice. A couple of weeks ago, on a business trip to Denver, I lost my voice. It happened suddenly. I was fine on Monday morning, but by Monday afternoon I was barely squeaking, and I had a week’s worth of teaching ahead of me.

I rushed to an Urgent Care Center, and took any drug the doctor would give me, only to find that the drugs had little effect. My voice was still minimal. I taught. They listened—very intently.

Two weeks later, my voice still isn’t back to full steam. It’s coming back, but very slowly. It’s extremely frustrating.

It’s amazing how unimportant some of those business trends

became when my most critical instrument broke down. I was forced to take more time for myself—to take better care of myself. We so often take our health for granted, and it’s the one thing that can really put us out of business.

So, here’s my challenge for you this month…make a list of the things in your world that are really important to your business. Make sure your health is very close to number one. Then make a plan to do what you need to do to stay healthy. Don’t let other things get in the way of it. Even with your full attention, there are no guarantees of good health, but we don’t do ourselves, our families or our businesses any favors when we neglect our own health.

Take it from me, and listen carefully because I’ll have to whisper—never forget what’s really important!

Denise Altman is president of Altman Initiative Group, Inc. She works with companies to improve communication. Contact her at 704-315-9090 or www.altmaninitiative.com.

the devil’s in the details, always If you’ve been in the business world more than 20 years, you may remember working without a computer on your desk. Now it’s hard to imagine functioning without e-mail, contact management systems, spreadsheets, net meetings and online banking—not to mention global information about everything, available 24/7 via the Internet.

Information technology brought the promise of increased productivity. We could do more, much faster. What we didn’t predict was a new problem—being awash in much more information than anyone can effectively absorb. The challenge has switched from digging out information to determining where to put our attention.

What is important?

For example, financial software has evolved from clunky accounting packages to integrated enterprise management systems, where a wide range of transactions are captured in great detail and in real time into a searchable database. It’s an analyst’s dream. Yet some leaders still rely solely on their monthly profit and loss statement to monitor financial performance. As long as the bottom line is okay, they don’t dig deeper.

We have recently seen two cases where clients were surprised by unpleasant financial results that could have been avoided with better use of their own internal information. Those performance blips included: Underbilling. A new timekeeping system tripped up Company

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X. One of their part-time employees missed introductory training and was not properly entering her billable time. Since many people work on each project, her missing hours were not noticed during the billing cycle. By the time performance reports by individual highlighted the omission, final client invoices had been issued and paid.

Underestimating. Company Y offers customized services that are priced in advance from estimates. Unfortunately, they had not implemented their accounting system’s job profitability function to compare reality vs. plan on each project. Eventually, a declining bottom line caused them to dig deeper and discover estimating errors. Unfortunately, they already had several more money-losing projects well underway.

Both businesses produced and reviewed financial statements monthly. As long as their topside numbers were within expected parameters, no one questioned what lay beneath. Had they made better friends with the devil in their details, they could have prevented some painful hits to financial performance.

Mary H. Bruce of Kaleidoscope Business Options, Inc. specializes in advising business owners on improving performance and building the value of their enterprise. Contact her at 704-375-1970 or www.kboptions.com.

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Legislative and Regulatory Highlights for Area Employers [employersbiz]

Costly Impact of Family Obligations More and more women with impressive business experience are taking time out for families, intending to return to work when the kids are a little older. But the transition back into the corporate world isn’t easy. The Center for Work-Life Policy, a New York research organization, found that two-thirds of women who left work to raise children

want to re-enter professional life but feel that companies are reluctant to hire them, or will offer them less stimulating work than they had before. Female professionals who take three or more years off earn 37 percent less on average than women who haven’t taken time off, according to a study by the group. (BW Online)

NC Motorists to Pay 49 Cents Per Mile It is expected to cost North Carolina motorists 49 cents for every mile they drive their sedan in 2007, if the price of gasoline in the state maintains its current average price of $2.52 a gallon for self-serve, unleaded. Gasoline costs would total $1,335 for the year or 8.9 cents a mile driving 15,000 annual miles.

The price of gasoline is the most volatile factor in pre-

dicting vehicle-operating costs and is the most expensive component of operating a vehicle. Depreciation is the single most expensive component of owning a vehicle.

Based on driving 15,000 miles a year, the owner of a car would, on average, spend a total of $7,530 for insurance, maintenance, gasoline, tires, taxes, registration, depreciation and finance charges.

AAA Carolinas NC Driving Costs 2007 Cost of car Average mpg Cost per gallon Gas Maintenance Tires Total operating cost per mile Full-coverage insurance License, registration First-year sales and property taxes Depreciation Finance charges Total ownership cost per year Miles per year Ownership cost per mile Total cost per mile

Small Sedan $14,540 31.9 $2.52 7.9 cents 4.5 cents 0.5 cents 12.9 cents $594 $68 $534 $2,019 $724 $3,929 15,000 26.3 cents 39.2 cents

Medium Sedan $19,797 28.1 $2.52 9.0 cents 4.7 cents 0.8 cents 14.5 cents $618 $68 $728 $2,675 $986 $5,075 15,000 33.8 cents 48.6 cents

Large Sedan $25,473 24.8 $2.52 10.2 cents 5.5 cents 0.7 cents 16.4 cents $765 $68 $967 $3,523 $1,269 $6,592 15,000 43.9 cents 60.7 cents

Car Average $19,927 28.3 $2.52 8.9 cents 4.9 cents 0.7 cents 14.5 cents $652 $68 $743 $2,739 $993 $5,195 15,000 34.6 cents 49 cents

SUV $26,249 19.2 $2.52 13.1 cents 5.5 cents 0.9 cents 19.6 cents $628 $68 $965 $3,733 $1,287 $6,681 15,000 44.5 cents 64.1 cents

Prices based on March 27, 2007 average gas price for a gallon of unleaded self-serve fuel.Vehicle categories take an average of five vehicles in that category. NC property tax estimated at .6808/$100. Finance charges = 6 percent for 60 months after 10 percent cash down payment. AAA Carolinas March 28, 2007

HR Professionals Oppose Raising Minimum Wage When polled about the proposed federal minimum wage increase to $7.25 per hour, many human resources professionals say they are against the idea, according to a new survey by Humetrics Inc. of more than 1,000 HR and operations professionals.

When asked if they were for or against raising the hourly wage, 47 percent said they were against it, while 31 percent approved. Additionally, 16 percent said the minimum wage in their state was already higher than the proposed rate.

The reality of raising hourly pay surfaced when participants indicated how they would absorb an increase in costs.

More than 62 percent said they would raise prices, while 42 percent said they would reduce labor hours, and only 27 percent said they would take the hit on their bottom line. About 18 percent said they would change their mix of part-time and full-time employees to compensate for the increased costs.

Respondents also foresee a “ripple effect” in pay structures resulting from a raise in hourly pay. More than 45 percent

greater charlotte biz

think they will be forced to raise wages across the board, while only 13 percent think they could absorb the increase.

When asked how they determined starting wages for hourly employees, 53 percent of survey respondents marked the field “Whatever it takes to be competitive in the marketplace,” while 43 percent selected “What the job is worth.”

Just 4 percent said they were “Willing to live with lots of turnover.” (talentmgt.com) biz The Employers Association is a nonprofit Charlotte organization providing comprehensive human resources and training ser vices. Founded in 1958, the Association maintains a broad-based membership of over 800 companies 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 704-522-8011 or visit the Web site at www.employersassoc.com.

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Canvassing the UCS uses innovation and evolution to champion sports world

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by casey jacobus

[bizprofile]

Competition

L

Lou Schwartz, an enterprising Czech immigrant, not only portable, but also safe and soft. arrived in New York City in 1953. Schwartz was an Jeff went to work designing a new pole-vault pit. In excellent craftsman, descended from a long line of tai1970 he got permission from Bill Bowerman, the head lors, and he founded a company that was to grow track coach at the University of Oregon (who later and evolve into the official track and field supplier to went on to found Nike), to display his pole-vault pit in the NCAA. the warm-up area at the National AUU Schwartz started the forerunner to UCS in 1967 in Championships. Jeff loaded his demo model into a an 1,800-square-foot building on River Street in truck and drove it across the country from Hackensack, New Jersey. Schwartz had a particular Hackensack, N.J., to Eugene, Ore. As he was unloadexpertise in pattern-making, cutting and sewing and ing his prototype UCS landing pit, then called the Fall he began manufacturing cusSafe Pit, Bowerman happened to walk by. He examtom awnings, boat covers ined the pit and promptly invited Jeff to go to the main and other canvas products, as well as doing contract work for compa“We at UCS are as committed to helping develop the champions nies that sold laundry bags to of tomorrow as we are to creating new technologies propelling the linen supply industry. Joined by his wife Margaret and son today’s gold medallists to record heights.”

Jeff, Schwartz worked long hours to satisfy customers who ordered custom-made canvas products. ~ Larry Schwartz, Vice President The demand for UCS’ high-quality laundry bags, in particular, grew quickly. stadium, remove the existing competition pit, and One day in 1969, Dick Hitt, the replace it with his UCS one.

Rutherford track and field coach This initial entry in the realm of manufacturing appeared at the shop with a badly sports equipment turned UCS in a new direction. After torn canvas bag, containing scrap graduating from the University of Maryland in 1978, foam. Coach Hitt told Margaret younger son Larry Schwartz joined the family business Schwartz that he used this bag to cushas well. Together, dad, mom and two brothers worked ion the landing for his high school high as a team to continue to expand the UCS sports line. jumpers, and asked if UCS could repair it. They Jeff and Larry felt that in order to meet the high qualcould, of course, she replied, and they did. However, ity standards they had set for themselves, UCS had to when Jeff Schwartz saw the sad state of the landing become more “vertically integrated.” So they cushion, he quickly realized that there could be a expanded UCS’ capabilities from exclusively sewing to market for pole vault and high jump mats that were metal manufacturing. ®

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A major milestone came when the company was awarded the exclusive contract to supply the track and field equipment for the 1984 Olympic Summer Games in Los Angeles. Since then UCS has served as the exclusive supplier to the Olympics in Seoul (1988), Barcelona (1992), and Sydney (2000), as well as every major competition in between.

UCS was also the supplier to the 1994 World Cup Soccer venues across the United States. Not only did UCS manufacture and supply all the goals, but it also designed and produced team benches and revolutionary new weather-and-crowd protective shelters for the players and coaches.

In 1986 UCS engineered the first Spirit

Larry Schwartz, Vice President UCS Inc.

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“Jeff’s the bright one; he’s the idea man. He comes up with the product and sells it and then my job is to figure out how to make it.” ~ Larry Schwartz, Vice President

Vaulting Poles. Since then, the UCS Spirit Pole has been used by athletes who have broken over 80 world records.

Today UCS products are featured in thousands of American high schools and universities and are exported annually to more than 80 countries around the world.

Positioning themselves well After an exhaustive search of areas including Memphis, Tenn., Jacksonville, Fla., Atlanta, Ga., and the Triad area of North Carolina, UCS relocated from New Jersey to Lincolnton, N.C., in July 2004.

“Ultimately it came down to real estate value and the availability of a good labor force,” says Larry Schwartz.

UCS renovated an abandoned

paper tube plant on 85 acres and turned it into a 130,000-square-foot modern manufacturing facility. The new plant is located just 30 minutes from downtown Charlotte and the Charlotte airport.

“UCS offered an excellent opportunity for Gaston County,” says Mark Bollick, project administrator for Gaston County Economic Development Commission (EDC). “They took over a 100,000-squarefoot industrial plant with no water or sewer, that was basically sitting on a flood plain, and made a significant investment in machinery and equipment, in addition to creating new jobs.”

Schwartz says the company was very pleased with the reception they received in Lincolnton.

“Gaston County officials bent over backward to help us out,” he says. “Not just the EDC, but also county inspectors.

Gaston County Community College has a great training program for employees which we’ve been able to take advantage of. We’re glad to be able to help prove that manufacturing is alive and well here in North Carolina.”

About one-half of UCS’ current employees relocated from New Jersey; the other half were hired locally.

Schwartz says the hardest part of the relocation was blending the two labor forces together because of the diversity involved.

UCS sells its products to high schools, colleges and universities, parks and recreation programs, fitness centers, Y’s, sporting goods dealers, speed and strength schools,

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athletes, and professional sports teams. UCS also sells its products worldwide in Asia, Europe, and Canada, as well as in Nigeria and some Middle Eastern countries.

Gene Mullin, head men’s and women’s cross country and track and field coach at Furman University, has had a 10-year relationship with UCS, buying everything from steeplechase hurdles to pole vaulting pits. Most recently UCS installed a rail around Furman’s inside track. “I wouldn’t go anywhere else,” says Mullin. “They make a product you can depend on.

Everyone at UCS, from Jeff down to their sales people, is knowledgeable. And they really back up the product. If you have any kind of problem, they will go out of their way to correct it.”

A winning performance Today, Jeff and Larry Schwartz lead a dedicated team of more than 70 professionals in both Lincolnton and Carson City, Nev., which is the high-tech home of Spirit Vaulting Poles. Together they carry on their father’s legacy of innovation, evolution and excellence. They also compliment each other’s strengths and work well together.

“Jeff’s the bright one; he’s the idea man,” says Larry. “He comes up with the product and sells it and then my job is to figure out how to make it.”

In the last three years, the family business

UCS Inc. 511 Hoffman Road Lincolnton, N.C. 28092 Phone: 704-732-9922 Principals: Jeff Schwartz, President; Larry Schwartz,Vice President Founded: 1967 Employees: 70 Business: Manufacturer of more than 200 handcrafted track and field, sports and recreational products. Exclusive supplier to the summer Olympic Games in Los Angeles (1984), Barcelona (1992), Seoul (1988), Sydney (2000).

Official track and field supplier to the NCAA. www.ucsspirit.com

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may 2007

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has expanded to include a third generation. Larry’s son Jason joined the company three years ago and a second son, Zach, will come to work for UCS after completing his MBA at Syracuse University. In addition, Michael and Chris Chappell, sons of Steve Chappell who heads the operation in Nevada, are on board. These young men, all in their twenties, have added strength and vitality to the business.

“We provide a lot of value, a lot of customer service and a great product,” says Larry. “It’s also a real family business; a

customer can reach my brother, me or my son Jason on the phone anytime.”

UCS recently purchased the SPS line, considered by many to be the highest quality strength line in the industry. The SPS line, combined with input and innovations from the UCS team, became the UCS Strength and Speed Division. It offers a complete line of racks, glute-hams, platforms, leg-presses, benches, plyo-boxes and other products for the weight room.

UCS Strength and Speed equipment is manufactured at the Lincolnton facility, which features water jet cutting, large

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diameter pipe bending, CNC brake forming, CNC machining, welding, sewing, as well as pre-finish and powder coating.

Recent UCS Strength and Speed installations include: the Los Angeles Lakers, the New York Giants, the Cleveland Browns, the Green Bay Packers, the Arizona Cardinals, North Carolina State University, the University of Arkansas, Baylor University, Boston College, and Rutgers University.

Schwartz says quality craftsmanship and superior design set UCS products apart from its competition.

“Our equipment is built to last,” says Schwartz. “We build a great product. It’s a little more expensive up front, but it’s worth it.”

UCS works hard to protect the environment as it evaluates new technologies.

The company uses only colors with a biodegradable vegetable-oil base. It in place of utilizing liquid paints on its steel products uses a powder-coating process, which is free of toxic fumes. The company has also instituted an extensive recycling program to dispose of scrap aluminum and steel in the most environmentally friendly manner possible.

UCS has witnessed significant growth of 10 to 15 percent per year without adding to its labor force. Schwartz believes that good acquisition of equipment is a key to

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Casey Jacobus is a Lake Norman-based freelance writer.

greater charlotte biz

UNLEASHING YOUR MONEY’S HIDDEN POTENTIAL

future success.

“I believe we can go up 50 percent in revenues while hiring only two to three people,” he says “We have to maximize labor costs through automation.”

In 2000 UCS had four full time cutters.

The addition of one machine brought that number down to one.

“A lot of manufactures aren’t willing to invest in state of the art equipment,” he says. “You need to invest in equipment and in educating your work force to use the new machines.”

Schwartz also sees UCS growing by adding new products, expanding its high school and middle school business, and becoming even more global. UCS exports about 20 percent of its products today and Schwartz expects that figure to rise. Within two years, he hopes to have established a manufacturing plant in China to serve the Asian markets. But above all, Schwartz expects UCS to continue to prosper because it delivers quality to its customers.

“There is great potential for our industry,” says Schwartz. “Sports is a growing market. In addition to the professional teams, sports drive a lot of revenue for colleges and universities, even for high schools.” biz

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A Capital Education. It’s good, necessary, and benefits everyone, but still manages to create more dissent in living rooms and public forums than almost any other topic.

And it all comes down to money. Folks say, “There’s just not enough of it; things are a mess.” We demand more from the state, from the county, from the government, and from taxpayers. But when CPCC President Dr. Tony Zeiss enters a conversation concerning education, it assumes a different tone.

“The money is out there. It’s just a matter of finding it…Once people get a taste of what it is like to give something back, they keep coming back for more.” ~ Dr. Tony Zeiss

Dr.Tony Zeiss, President Central Piedmont Community College (CPCC)

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Zeiss agrees, lo—preaches, that education is the key to happiness, enlightenment and self-sustainability. But what he refuses to embrace is an attitude of scarcity, entitlement or negativity.

He also doesn’t allow money to get in the way of providing a service for the everyday people who really need it.

Zeiss says simply, “The money is out

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by susanne deitzel

[bizprofile]

CPCC Foundation Provides the Building Blocks for Higher Education

Opportunity there. It’s just a matter of finding it.”

And he should know. The most recent CPCC Foundation fundraising campaign led by Dr. Zeiss, and co-chaired by Mr. and Mrs. Tommy Norman as well as honorary chairs Mr. and Mrs. John Belk, blew expectations sky-high. The formal CPCC Foundation Creating Opportunities campaign goal was $15 million over five years; the Foundation had over 8,000 donors and raised over $28 million.

“In the past six or seven years, government financial support for community colleges has dropped 22 percent.

At the same time, our enrollment has gone up 33 percent.

That is a gap that gets wider and wider.” ~ Tommy Norman The Campaign The CPCC Foundation is a 501(c) 3, a not-for-profit entity established in 1965 to secure financial support for the college outside of public funding. With over 70,000 students and climbing, and a strategic plan designed to make CPCC ‘The Career College,’ there are significant and recurring budget shortfalls that challenge the institution’s ability to respond to existing and emerging community needs. ®

greater charlotte biz

Thomas Norman, President CPCC Foundation Board

may 2007

19

The Creating Opportunities campaign began its silent phase in 2001, as the initiative was being planned and researched, and the groundwork was being laid. Zeiss, his cabinet and Foundation board members designed a charette of the campaign, and distributed case statements and interviews to 35 community leaders to gauge feedback on the initiative.

Based upon the positive results and research data on the philanthropic activity of the community, the outlook was bright.

Historically, the highest figure that had been raised in any single CPCC campaign was $6.6 million in 1994. Based on this figure, the consulting company suggested a target of $7.5 million, which they considered to be “doable, but optimistic.”

Recalls Zeiss, “We were sitting around the table, having paid all this money to an agency to get a reliable figure, and then

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when we heard it, Tommy Norman and I both looked at each other and simultaneously said, ‘Double it!’”

But that was publicly. Between themselves, Norman and Zeiss were aiming for $25 million. This was because they knew CPCC had positive forces working in its favor, not the least of which was the school’s growth in the six years between the 1994 campaign and the beginning of this new campaign.

Zeiss explains, “We had time to put the school on the map. We worked hard at giving people a chance to hear and appreciate the value of the college, as well as our needs. That hadn’t been done before. Plus, in that period of time, we have gotten to know a lot more people.”

With five new campuses, national recognition, and a well-regarded and dedicated faculty, CPCC has emerged a vital lifeline to the economic development of Charlotte-Mecklenburg as a region. Its success is also due in no small part to the charismatic leadership of Zeiss, considered a national champion of education.

Zeiss is the author of nine books, a popular speaker, and the recipient of several distinguished awards. However he contends that what is most important to him is his role as a servant leader carrying the banner of accessibility in education.

Comments Zeiss, “University systems are required to be exclusive, in terms of cost, SAT scores, grades, and other performance criteria. The community college is about inclusion; getting quality education to as many people as we can reach.”

Tommy Norman echoes Zeiss, “All you have to do to understand the value of CPCC is to attend a baccalaureate commencement and see the diversity of people walking across the stage.

Then, when you have a chance to hear the stories of how their CPCC education improved their lives, the effect is immediate and astonishing.”

This is why of the $15 million, the largest piece of the pie was earmarked to pay for the education of the working poor.

A $10 million endowment would be created for scholarships; $2 million would be designated for faculty support—salary enhancements and new class start-ups; another $2 million would fund technology and equipment needs; and the remainder would be set aside for incidental expenses.

But even with the current level of campaign support at $28.2 million, there is still a lot of ground to cover.

Explains Tommy Norman, “In the past six or seven years, government financial support for community colleges has dropped 22 percent. At the same time, our enrollment has gone up 33 percent. That is a gap that gets wider and wider.”

Community colleges also provide more services than most people realize. Explains Zeiss, “Twenty-three percent of American adults in 2006 were functionally illiterate.

Over 70 percent of the high school graduates that enter our doors have to be remediated before they can begin a course of study. Last year we had 7,000 people being taught English as a second language (ESL) prior to beginning their studies.”

These programs are hardly free.

As K-12 student enrollment grows in the region, so do the college’s enrollment figures. Zeiss says 30 percent of local high school graduates come to CPCC. In addition to these ‘emerging’ workers, there are also credit-seeking continuing education students, corporate education students, and

Contributions to the CPCC Foundation are the building blocks to higher education as evidenced by these dedications: • Levine Campus • Cato Campus • Harper Campus • Overcash Academic and Performing Arts Center • Harris Conference Center • Hendrick Automotive Technology Center • Belk Plaza • Aspire Statue • Tate Hall (Plus over $14 million in scholarships)

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the GED/ESL students.

While CPCC has the same SACS accreditation as state universities, it has far less funding. Zeiss says North Carolina pays state universities an estimated $7,000 to $12,000 per full-time equivalent (FTE) student for a required 12 credits; it pays CPCC $4,000 per FTE and requires the student to take16 credits to fulfill the FTE. Despite the fact that career schools require current equipment to provide skilled labor, funds for equipment allocations are also minimal. Zeiss estimates that last year they had $24 million in legitimate equipment costs and fought to receive the mere $1.5 million that came in.

But Zeiss, Norman and Associate Vice President of Institutional Advancement Kevin McCarthy are staunchly undaunted.

They remain positive and steadfastly focused on the mission CPCC adheres to for its students.

Art of the Sale Dr. Zeiss spends the majority of his time and energy generating funds for the school.

And it’s safe to say that there isn’t a person who has encountered Tony Zeiss that wouldn’t say he’s a great salesman.

“People say that and I take it as a compliment. But personally, I don’t see anything that needs to be sold. When we approach potential donors, we are simply offering people the opportunity to be part of something meaningful,” comments Zeiss.

He offers by example the story of CPCC alum James White. “James bussed in to CPCC from a men’s homeless shelter and earned his GED. A while later, he got his two-year degree, and our counselors helped to find the financial aid for him to transfer over to UNC Charlotte. From there, he received his B.A. and came back to CPCC to teach the class he first took from us.

Now he is getting ready to receive his doctorate diploma.”

“Now I ask you,” Zeiss declares intently, “where would James be today without CPCC?” The CPCC Foundation fundraising team has used its success stories to demonstrate that a donation of any size can change the life of another. They offer stories about the mother who worked two jobs to feed her kids and is now a nurse, about the mini-

greater charlotte biz

mum wage worker who opened his own business, and about the displaced factory worker who learned a new skill set so that he could continue to feed his family.

“Once people get a taste of what it is like to give something back, they keep coming back for more,” smiles Zeiss.

The Big Picture As Tommy Norman explains, CPCC plays an even larger role in the community: “Not only does CPCC change the lives of individuals, it also transforms what was thought to be a latent community landscape into an economic engine. By offering solutions for the underprivileged, education can stem the drain on social services and the inflow of people into jails, emergency rooms, and a lot of undesirable situations.”

To this end, Zeiss, a self-proclaimed ‘anticipatory thinker,’ scrutinizes labor statistics and education data, and makes it a point to stay incredibly plugged in to the trends emerging on the labor front.

“If there is an emerging industry and it looks like a good fit for Charlotte, we go out and find the money to get a program started.” This is not insignificant: new programs are funded in arrears by the state, so resources for any new course, instructor and equipment must be paid for up front

by CPCC. Pursuing this strategy, CPCC has been able to introduce such programs as Integrative Systems Technology, Geospatial Technology, Gaming and Simulation, and Biotechnology. By staying current on emerging trends, CPCC can provide a strong pool of skilled workers for existing industries, as well as those looking to relocate or open a new facility.

CPCC seems to have the formula for success. Take people off the street; reduce crime. Give them an education to improve their life, and that ripples into their family life, their children’s lives and future generations. Lessen the huge drain on social services, while simultaneously churning out much needed skilled workers to strengthen the economy.

Yet, laments Zeiss, “We estimate that, of the people that filled out applications last year, 4,400 had to be turned away because they had no means to pay the $1,300 tuition. And that isn’t even accounting for

people who thought that education wasn’t an option.” Norman echoes those woes: “It isn’t going to be long before CPCC hits 100,000 students, and we would like to be able to provide a solution for everyone who walks through the door.”

Zeiss is more than complimentary of the efforts of all concerned: “Our staff, faculty and Foundation team have worked tirelessly toward the success of this campaign. We have a fantastic group of committed people dedicated to the greater good, and it is paying off. The generosity and spirit of the people of Charlotte also cannot be overstated.

We are so grateful for the goodwill that our donors demonstrated with the success of this campaign, and for our generous employees who gave our mission a huge vote of confidence with their donations.”

However Zeiss says he plans on keeping the gears oiled: “There are always more people coming into the community, new careers being created, new programs and equipment needed, and more learners to teach. We hope that the success of our message continues to reach the public, and that as the story continues to be told, people will believe that they too can become part of the purpose of CPCC.” biz Susanne Deitzel is a Charlotte-based freelance writer.

Central Piedmont Community College Foundation, Inc. 1322 E. 4th Street Sommers Building, Ste. 201 Charlotte, N.C. 28204 Phone: 704-330-6869 Principals: Thomas E. Norman, CPCC Foundation Board President; P. Anthony Zeiss, President, Central Piedmont Community College Established: 1965 Business: A 501(c) 3 non-profit organization with the mission to secure financial support for the College from corporations and businesses, charitable foundations, organizations, alumni, and other individuals. Dollars raised by the Foundation are utilized for scholarships, instructional and job-training programs, equipment, and faculty support. www.cpcc.edu/foundation

may 2007

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[bizprofile]

by ellison clary

It

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Belongs Here!

Hall of Fame Preserves NASCAR Legacies

R

Relief was mixed with excitement as Winston Kelley learned that Charlotte had

finally landed the NASCAR Hall of Fame on March 6, 2006.

The most exhilarating moment for the man who ultimately became the Hall’s

executive director had happened earlier, in August 2005, when he and others were wooing NASCAR officials on their site visit.

As they escorted the racing executives out of the Charlotte Convention Center for a tour of uptown Charlotte on a red carpet, both sides were lined with cheering people. ÂŽ

Rendering courtesy of Charlotte Regional Visitors Authority (CRVA)

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“The hair still stands up on the back of my neck when I think about walking between this combination of race fans and people that are just fans of Charlotte,” Kelley grins.

Bank of America and Wachovia, as well as many other uptown businesses and civic organizations, had joined Duke Energy in letting hundreds of employees take time off to demonstrate their desire for the NASCAR Hall of Fame.

“It was an amazing experience,” Kelley reminisces. “That was when we were still recruiting and the media was rife with rumors of it going elsewhere.”

photo: Wayne Morris

Charlotte’s Passion for Racing Kelley had believed all along that Charlotte would be chosen; that it was a place where the Hall of Fame could thrive. But Charlotte was locked in heated competition

with Atlanta, Kansas City, Daytona Beach and Richmond, and, to its credit, NASCAR kept its decision-making process stifled.

So it was understandable for Kelley to feel relief last year when NASCAR publicly announced its decision. “You look at what’s going to be best in the long run,” NASCAR chairman Brian France said that day, validating Kelley’s assessment.

“From the point of view of somebody who’s grown up in the sport,” Kelley points out, “I felt the Hall would be successful anywhere for the first several years. But I felt Charlotte’s ability to connect with the race teams and this community’s enthusiasm to embrace it would make us more successful in the long haul.”

It boiled down to Charlotte’s passion and team effort, Kelley feels. Wachovia and Bank of America offered to lend millions of dollars for land, construction and other

Winston Kelley (l) Executive Director NASCAR Hall of Fame James W. Schumacher (r) City Engineer City of Charlotte

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may 2007

expenses at well below prime interest rates.

The recruiting team was a coalition of bankers, public officials and people from the hospitality industry, which supported an increase in the Charlotte room occupancy tax to help pay for the Hall.

Kelley represented Duke Energy on the team, largely on the strength of his racing roots and his continued involvement in the sport. His dad, Earl Kelley, was the original public relations director at what today is Lowe’s Motor Speedway in Concord, Kelley’s hometown. His weekend hobby for nearly two decades has been working as a race reporter for MRN Radio. His resume includes race statistician and public address announcer at Bristol Motor Speedway and North Wilkesboro Speedway.

Considering all that, some would think it only natural for Kelley to be the Hall’s executive director. Kelley didn’t, initially.

He was happy at Duke, where he’d fashioned a 27-year career and had recently been named vice president of economic and business development for Duke Energy Carolinas. Furthermore, he thought that Tim Newman, chief executive of the Charlotte Regional Visitors Authority which will operate the Hall, would want someone with a background in entertainment.

But Kelley knew so much about racing, and felt so passionate about it, that he couldn’t resist completing an application when the position was opened. He interviewed on a Thursday and was offered the job on Friday. Still, Kelley admits he felt “pulled.” He liked Duke Energy and enjoyed his job. He took a month to decide.

Eventually, the unique nature of the position won him over.

At the Wheel “It’s a once-in-a-lifetime opportunity,” Kelley drawls in a mild Southern accent.

“It’s being part of a team building a project

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that will have a lot of staying power.”

“The City of Charlotte needs to get credit for the job they are doing,” says Kelley, pointing out that the $154.5 million Hall is being built on six acres of city land and the city is providing financing, largely through lodging taxes.

Jim Schumacher, city engineer, and his municipal team is coordinating design and construction. Schumacher is working with internationally acclaimed award-winning architects Pei, Cobb, Freed & Partners on the exterior, and on exhibit design with Kelley and with Ralph Appelbaum Associates, the largest museum design firm in the world whose projects include the Country Music Museum in Nashville and the Rock ’n’ Roll Hall of Fame in Cleveland.

“The building itself will have an iconic design that will become a symbol of Charlotte, at least in the race community,” Schumacher says. “When you see a picture of that building, you’ll know it’s Charlotte.”

Its oval shape comes directly from race tracks and will be encircled with a ribbon, possibly stainless steel, to convey motion.

That ribbon will wrap a structure featuring lots of glass and will twist to create a shelter over the main entrance facing Martin Luther King Jr. Boulevard.

When the Hall is completed in time for the Coca-Cola 600 at Lowe’s Motor Speedway in May 2010, Schumacher vows it will offer a memorable visitor experience.

“Absolutely, people are going to be impressed and surprised,” says Schumacher.

“It’s going to be a fabulous building.”

Even Schumacher is quick to add, “I have not previously been a race fan, but I’m coming to appreciate the sport. Even more than a race fan, I’m a fan of Charlotte.

Creating this kind of attraction that’s going to be an icon for Charlotte is absolutely an exciting project.”

More Than Just Racing The Hall development is actually a three-tier project, Kelley explains. There’s a

greater charlotte biz

convention center expansion that adds a ballroom to accommodate 2,500 people, 50 percent larger than what the center can handle now. Underneath will be a fivelevel, 1,000-space parking garage to serve the Hall. And above will rise a 19-floor

NASCAR office tower, scheduled for occupancy in mid-2009.

The Hall itself will encompass 130,000 square feet on three levels. There will be a 250-seat theater with several purposes. It will offer a video on NASCAR’s history,

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shown on a giant high-definition screen with surround sound.

“There will be a lot of energy in there so folks will feel like they’re at a race track,” Kelley says. The theater screen will also show NASCAR races in real time. “We realize we’ve got to add some technology to make them want to leave their couch or favorite watering hole to be with us,” Kelley smiles.

The theater also will be available for private parties and groups that might want to rent it for various functions.

Exiting the theater, visitors will pass

through simulated garage doors. Nearby, a separate viewing area will show races from previous seasons. Main exhibits will be on the second and third levels. They likely will include cars, trophies and maybe even a scoring tower.

On display nearby will be well-known race cars from NASCAR’s earliest years through 2007. Included will be the “car of tomorrow,” that soon will dictate design for the racing versions of Chevrolets, Fords, Dodges and Toyotas that compete each weekend.

Another exhibit will guide visitors through a full race-week experience. It will show how drivers prepare and will allow fans to race each other on a simulated track.

The inside of a transporter tractor-trailer rig will show how teams haul race cars from track to track. A simulated inspection station will illustrate the ways NASCAR makes sure cars adhere to racing specifications.

A tribute area will honor well-known figures from past racing near a timeline that details stock car racing’s growth from the days before the France family created NASCAR in 1947. It will chronicle the growth of the sport through 1971 and highlight the modern era marked by corporate sponsorship and increasing technological sophistication.

Given stock car racing’s early underpinnings in the transportation of illegal alcohol, some have speculated that the Hall might include a working moonshine still.

“I would say probably not,” Kelley smiles. “We will show the connection between moonshine and NASCAR,” he adds. “One idea is to have moonshine available for folks to taste and purchase, but we don’t want to overstate moonshine’s role.”

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A S S O C I A T I O N

A True Race Fan Kelley, 49, likes to ride either of his two Harley Davidson motorcycles on weekends when he’s not working NASCAR radio broadcasts. He says he doesn’t have a favorite driver currently, preferring to pull for those who haven’t won in a while.

But he remembers well his first real exposure to racing. His mother took him and his brother to the Daytona 500 when he was just six. He recalls meeting Richard Petty shortly after he’d won. Kelley came to know others in the Petty dynasty, including Richard’s father Lee and son Kyle who still races. Kelley sometimes rides in Kyle Petty’s motorcycle charity event.

Kelley even has a photo of himself as a 9-year-old getting an autograph from “King Richard,” and freely admits that Petty is his all-time favorite driver, mostly because he consistently takes time to interact with fans.

That flair for helping people appreciate auto racing obviously runs strong in Kelley’s psyche. While the Charlotte region put together a well-rounded package of reasons why it should host the Hall, Kelley

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believes a passion for such a facility was paramount in winning the day.

Newman sees that passion in Kelley. “Every once in a while you find somebody who’s the perfect fit for a job,” Newman says. “Winston is a perfect fit on many levels. He’s been around the sport his entire life, so he thinks like a fan. He knows the sport because of his broadcasting work, and he knows economic development because of his work for Duke.

“He has a great commitment and passion for the project.” biz Ellison Clary is a Charlotte-based freelance writer. Renderings courtesy of Charlotte Regional Visitors Authority (CRVA).

NASCAR Hall of Fame 501 South College Street Charlotte, NC 28202 Phone: 704-339-6000 Principals:Winston Kelley,Executive Director;James W.Schumacher,City Engineer Administration: Owned by the City of Charlotte; operated by Charlotte Regional Visitors Authority Economic impact: Estimated at $62 million annually Financing: Cost of $154.5 million; $102.5 million supported by a dedicated 2 percent hotel/motel occupancy tax; $20 million in land contributed by the State of North Carolina; $16.5 million private financing loan from Bank of America and Wachovia; $13 million supported by the existing hotel/motel room occupancy tax; $2.5 million in certificate of occupancy tax financing; and $5 million from the State of North Carolina and $6 million from the City of Charlotte to reconfigure the roadways, reimbursed to both through the sale of excess land.

Construction: Groundbreaking January 25, 2007; completion no later than March 31, 2010 Building: State-of-the-art facility honoring the NASCAR icons and an enduring tribute to the drivers, crew members, team owners and impacting the sport in the past, present and future.The Hall will include exhibit space, a Great Hall, a Hall of Honor, interactive entertainment restaurants, retail outlets, and a state-ofthe-art media center for the industry. www.belongshere.com

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Michael Martin, Commercial Real Estate Sales Manager (l); Debbie Little, General Manager; Bob Hecht, Owner and President (r), Century 21 Hecht Realty, Inc.

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by lisa hoffmann

[bizprofile]

The Properties of Success Hecht Realty Provides an Unrivaled Real Estate Experience

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Century 21 Hecht Realty has been a fixture in the Lake Norman region since 1971. Although the landscape and population in the area have certainly changed since then, the way Bob Hecht runs his business hasn’t. A former Fuller Brush man, Hecht has remained so committed to offering superior customer service and maintaining a fun and relaxed atmosphere at his offices that he bases every decision he makes on how it will affect those basic principles.

The company runs four offices as well as commercial real estate, property management and land development divisions. But it maintains the feel of a small, family-run business—and that’s just the way Hecht likes it.

“I have this nightmare that I run into someone who works for Hecht Realty while I’m out at a store or restaurant and I don’t know who they are,” Hecht says with a shudder. “That would be the absolute worst thing for me. Then I’d know I’d made a wrong decision somewhere along the line.” Hecht Realty is a consistent Century 21 quality service award winner and continues to grow at a slow, steady pace. But maybe the best proof that Hecht is hitting his mark is found in the smiles on employees’ faces and the laughter that fills their offices.

A Slow and Steady Climb Bob Hecht began his real estate career with his father John at his side. John Hecht had retired as a regional manager for the Fuller Brush Company and Bob Hecht had done his share of selling door-to-door himself. So when they opened their real estate office, the first full-time real estate firm in the Lake Norman region, going door-to-door for new customers came natu-

greater charlotte biz

rally. They opened a second office in Cornelius just a few years later and then a third in Charlotte. They shut down the Charlotte office within a few years. “The need to specialize in just one area, rather than spreading ourselves too thin, was important,” Hecht explains.

Working alongside his father presented certain challenges for Hecht. Hecht was in his early twenties when he first started in real estate and his father was in his fifties. Customers often deferred to the “older and wiser” patriarch. But Bob Hecht didn’t let that discourage him; he just worked harder to attain the knowledge he needed to earn customers’ confidence.

A Century 21 franchise representative approached the fatherson pair in 1976. The Hechts had never heard of the then-new real estate company. During a fact-finding trip to an established franchise, Hecht talked to the owner who said, “You’ll have more business than you can handle.” “I knew it was the right choice,” says Hecht.

Today, Hecht cites the decision to become part of Century 21 as one of the best he’s made: “Everyone doesn’t like the color, but everyone recognizes that gold signpost,” he says with a laugh.

In 1979 Bob Hecht traded his stock in the newly developed Hecht Development Company for full ownership of the real estate side. Throughout the following decades he kept a close eye on company growth. “Growth just for the sake of growth isn’t what I was looking for,” he explains. “My focus is and always has been on maintaining quality and that’s hard to do when you grow too fast.”

Over time, Hecht hired a training director and an in-house advertising director for the company and its agents, who are independent contractors. He established the commercial real estate division in 1989, recognizing that commercial and residential real estate are distinctly different and needed to be handled that way.

In 1989 the land development division started working with Crescent Resources, a real estate joint venture with Duke Energy, to market Crescent Communities’ lakefront properties. Since then, Hecht has gotten more involved in land development and has overseen the development of several residential communities.

The land development side of Hecht Realty has been overwhelmingly successful, due in large part to Hecht’s dedication to ®

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“We’ve kept this a family business, and by that I don’t just mean family-owned, I mean we all treat one another like family. Of course you run a business like a business but everyone works together and helps one another. And we always have fun. If you’re not having fun with your work then it’s time to look for something else to do.” ~Bob Hecht, Owner and President quality. Rather than sending surveyors out to decide where roads will cut through a neighborhood, he walks the land himself.

“I pace out the lots and then try to envision how we can create a neighborhood with character,” he explains. “I don’t want arrow-straight roads leading to a neighborhood without any trees. I try to imagine a neighborhood people would really like to come home to.”

“Bob has real vision,” says Debbie Little, the company’s general manager.

“And his attention to detail makes a real difference in the end result. He creates places that can become comfortable communities.”

Delegating Delegation Hecht readily admits delegating tasks is one of his weak points. He just doesn’t like to ask other people to do things, plain and simple. When you’re running a growing business, though, trying to do everything yourself is not only impossible; it’s just not smart. “We’d come up with great ideas but we’d never do anything with them,” he says. “I just didn’t have the time and the delegation skills to get those new ideas off the ground. I knew I had to find someone who could counterbalance that.”

That someone turned out to be Debbie Little. Hecht already knew Little, who had a successful career in mortgage lending.

Twelve years ago he brought Little on board for recruiting and training. Over time, her role naturally evolved into that of an office manager. “The agents just kind of adopted her as their manager,” Hecht says. “She’s a natural at it.”

About two years ago, Hecht’s announcement at the company’s yearly

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banquet that he was naming Little as general manager was met with “hoots and hollers” of approval. “The company has been so much more successful since she’s been a part of it,” he says as Little modestly protests. “If an agent needed her at 3 a.m., she’d be there. She cares about people and it shows in everything she does.

And delegating is one of her greatest strengths. We have some great people working with us and she brings out the best in them.”

As far as Hecht is concerned, real estate is about people first and lots, houses and buildings second. He takes great pride in the way he has built Century 21 Hecht around the people it serves and the people it employs. He regularly runs into customers out in the community and finds it very rewarding when they rave about the service they received through his agency.

The emphasis on customer service extends to his internal customers, too.

“We’ve kept this a family business, and by that I don’t just mean family-owned; I mean we all treat one another like family,” Hecht says. “Of course you run a business like a business, but everyone here works together and helps one another. And we always have fun. If you’re not having fun with your work, then it’s time to look for something else to do.”

The atmosphere at Century 21 Hecht is casual, and Hecht himself wears a tie only once or twice a year. “It’s just not me,” he says with a grin. As an incentive to the agents and employees, he grills lunch for them once a month. The menu depends on their performance the previous month. “I looked at the listing boards one day and calculated how full they

need to be to remain profitable,” he explains. “I set that as the minimum goal.

Most months the overflow boards are full and sometimes we have to tack on a couple sheets of paper. It’s also encouraged a little healthy competition between the sales offices.”

Full boards mean cheeseburgers for the monthly barbecue lunch. Overflowing boards earn steak and lobster. “The price of lobster is nothing compared to what we can do with all those sales,” Little adds. Within a year of implementing the lunch incentives, sales rose 65 percent.

Top performers are also treated to lunch with their managers each month.

But the fun doesn’t stop there—the team greeted a recent recruit at her first meeting with a shower of silly string. “It may sound strange, but her tension and discomfort melted away and she was immediately welcomed into the fold,” Hecht says. Practical jokes and fun, unexpected pranks are a part of daily life at Century 21 Hecht Realty. “When you work as hard as we do, you need to laugh as much as you can,” Hecht says.

Looking Back and Moving Forward Hecht has few regrets. But he does wish he’d kept better records of contacts made over the years. He has every file ever created by Hecht Realty neatly arranged in banker’s boxes, but getting them all organized in a usable database now would take months. He imagines having all that information at his fingertips and what that might have added to the business over the last three and a half decades. And he still frets over his discomfort with delegating. “It’s frustrating because I work with so many highly competent people that I trust and know I can count on. I asked someone in the office to fax something the other day and she about fell over. She thanked me for giving her something to do. I’m still learning.”

If he could name just one thing he wishes he’d done differently as his business grew, it would be to always trust his gut. Talking himself into things he sensed were not good ideas has lead to some challenging learning experiences. It can take years to develop the confidence to trust your gut. Not too long ago, Hecht

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overrode his gut instinct and got involved with a developer with a sketchy reputation. Before long, he regretted it. “Always trust your gut. If you make a bad decision anyway, you can overcome it. But you’ll almost never go wrong listening to that little voice inside.”

Century 21 Hecht gives a lot back to the community that supports it. It provides scholarships and other support to local public schools, conducts fundraisers and sponsors the entertainment for the annual Denver Days Fall Festival. For a long time, modesty lead Hecht to kept the community support under wraps. But then he realized he needed to share it with the employees and agents so they could enjoy the sense of pride giving back to the community engenders. “Our company is a part of this community and, as such, should give back wherever it can.”

Hecht doesn’t have any long-term plans for Century 21 Hecht, other than to keep quality in check and prevent premature growth. “If it never got any bigger than it already is, I’d still be happy,” he insists.

“The most important thing is that the quality we offer stays strong and consistent.”

Hecht chuckles when questioned about his exit strategy. “I don’t plan to stop working. I’m having too much fun.” biz Lisa Hoffmann is a Charlotte-based freelance writer.

Hecht Realty, Inc. dba

Century 21 Hecht Realty 885 North Highway 16 Denver, N.C. 28037 Phone: 704-483-3651 Principals: Robert V. Hecht, Owner and President; Debbie Little, General Manager; Michael Martin, Commercial Real Estate Sales Manager Employees: 35 employees, 125 agents Established: 1971 Additional offices: Cornelius, Mooresville and Troutman Business: A full-service real estate company offering residential and commercial real estate services as well as property management, relocation services and land development. www.c21hecht.com

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Chuck Griffith has been around motorcycles his entire life. He grew up in upstate New York watching his father, his uncle Butch and his father’s friends work on bikes, learning at an early age to appreciate the speed and power that came with riding a motorcycle. While Griffith admits to being the only kid in his neighborhood with a “hopped up” bicycle, it was at the age of 14 that it hit him this could be his future career; and it hit him hard.

Griffith had spent the year before watching his dad work feverishly on his first Harley Davidson, a bike he had dreamed of having for most of his life. Then on a cold winter night, just two weeks after the bike was completed, the unthinkable happened.

After returning home on his snowmobile as he had done many times before, Griffith pulled up onto the driveway. But rather than gently coasting into the garage, he admits to being more aggressive with the throttle than usual. Unable to stop, he plowed straight into his dad’s Harley.

Chuck Griffith, Owner Griffith Choppers, Inc.

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by janet kropinak

With a sinking sick feeling in his stomach, he knew immediately how bad this was. His dad didn’t hide his disappointment and anger over the situation. As punishment, and a life lesson, Griffith was required to spend the rest of the winter in the cold garage rebuilding the Harley with his father. By the end of the process; Griffith knew that he would work with motorcycles, in one form or another.

Back to Biking When it came time for Griffith to go to college, Griffith decided to pursue marketing and real estate.

Describing himself as someone who enjoys being challenged and finding solutions, this area of study gave Griffith a well-balanced foundation for his future endeavors.

Upon graduation, Griffith returned to the world of bikes, customizing the engines on new bikes. But a few years later, he decided it was time to leave New York for new surroundings where he could ride his bike year-round: and that place happened to be Charlotte.

Initially, Griffith traded on his marketing skills and

[bizperks]

he attributes his success as a business owner in large part to his days as a salesman. He is able to appreciate both sides of the transaction and is quick to comment on the most valuable lesson he has learned.

“It drives me insane when people don’t listen. In any facet of business, this is an essential key and people so often times just don’t get it. The key is to just sit and listen to what people are trying to tell you,” he says matter-of-factly.

Griffith began searching for a way he could combine his passion for bikes and all things related to speed with his marketing experience and decided to build his own custom bike business. Because he was confident in his ability to deliver quality craftsmanship, he put his name behind the business and Griffith Choppers was born.

He was determined to use the business to help his customers achieve their dreams of owning, and in some cases even building, their own custom bikes.

His mantra: “We want to align ourselves with distinguished clientele looking for a custom Chopper that is built for and with them that delivers superior quality, performance and total originality.” ®

The Other Side of Envy

Griffith Choppers delivers total originality

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“We are building the ‘Mercedes of Choppers’ and certain attention needs to be paid to that.” ~ Chuck Griffith, Owner Custom Means Custom These days, “custom” bikes seem to be the trend, making one wonder how all these bikes can really be custom and how much quality actually exists. Griffith answers this simply, “They aren’t truly custom.”

“When you are looking to buy a bike off a showroom floor, you are making a decision to go with a bike that has been mass produced, and that is okay because they are up front about it,” comments Griffith. “There are so many people today claiming to build and sell custom bikes that people are being misled into thinking they are riding around on a one of a kind bike and end up at a stop light next to someone on the same bike with a slightly different paint job.”

Because a custom bike is supposed to be built with someone specific in mind, it becomes a very tailored experience and can often lead to a lengthy decision-making process. And Griffith takes this responsibility very seriously.

“A bike is a personal thing. Everyone is different: from their height and weight to their expectations for the bike. It is so important to sit down and talk to people about what they are looking for, but most importantly, it is essential to listen to what they are telling you,” Griffith asserts.

He continues, “Your bike should represent your personality and celebrate your achievements in life. The machine should deliver to you the freedom and thrill of wide open throttle on the open road with head-turning envy as you roar past others.”

By the time Griffith sits down with a customer, they have already made a decision to spend roughly $50,000 to $60,000 on a bike, and he sees it as his obligation to get it right. Always aiming for customer satisfaction, he adds, “We realize that purchasing a bike is a long-term investment and we try to follow through with service to each of our customers once they ride away off on their bike.”

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Griffith and his team of mechanics, designers and fabricators, build about three to five bikes per year, which demonstrates not only their attention to detail but also their commitment to quality craftsmanship.

“We are building the ‘Mercedes of Choppers’ and certain attention needs to be paid to that,” emphasizes Griffith.

Griffith Choppers has built bikes for both novice and experienced riders and is now branching out to service those looking to build their own bike.

On a limited basis, they allow buyers to participate in the build of their Chopper, always under the supervision of Griffith and the crew. “This is a great way for people to really be involved in the process without making the investment in tools and required resources. Most importantly, it is also educational for a novice because as they offer assistance, they see that things need to be done a certain way and to a specific standard,” comments Griffith.

Riding Toward the Future Griffith Choppers has completed all the legal certifications and tooling for the business. It generates its own VIN numbers and MSOs for the Department of Motor Vehicles, which is of substantial benefit to the customer.

Griffith has also developed relationships with specialists from one of the local championship race teams, which has added valuable expertise and resources to his operation. Although it is his name on the bikes, Griffith is quick to acknowledge his “supporting cast.”

“I couldn’t do this work by myself. I work with a great team all of whom bring something different to the table and together we are working synergistically to create truly custom bikes for our clients,” he beams.

Griffith has also had the help and support of several area organizations; he pays

special mention to A3 Design and Business Leaders of Charlotte (BLOC). “I just can’t say enough about these organizations and how they have helped my company.

Everyone we have worked with has been generous and supportive and I think that is a reflection of Charlotte itself.”

Although Griffith doesn’t currently have plans for expansion, he does have some ideas for future projects: “What I would really love to do is build a custom bike, with the help of a corporate sponsor, and auction the machine with all of the proceeds going to charity.”

Griffith plans to simply ‘keep doing what he’s doing.’ “I don’t want to overload myself in business and reach a point where I am mass-producing. That isn’t why we are doing this and isn’t the direction we are looking to head in,” he affirms.

From a 14-year-old boy in his dad’s garage to business owner, Griffith has come a long way but he still gets keyed up when he talks about riding his own Chopper.

“Every time I ride I feel like a 16-year-old kid behind the wheel for the first time,” he says with enthusiasm.

Grateful for what he has accomplished, Griffith smiles as he revels in how lucky he is to be doing something he enjoys for a living: “I’m really living in a perfect world right now and that is a great feeling.” biz Janet Kropinak is a Charlotte-based freelance writer.

Griffith Choppers, Inc. 7467 Sedgebrook Drive W. Stanley, N.C. 28164 Phone: 704-877-1133 Principal: Charles “Chuck” Griffith Registered/Certified Dealer: Arlen Ness, Rolling Thunder Frames,WalzHardcore, HighRoller Custom Cycle & Exotic Leather Seats, Baker Drivetrain, Kendall Johnson Engines, DRAG,V-Twin Mfg., Pro-Charger, ECK Metal Arts Business: Designs and builds one-off, client specific, custom American V-Twin Choppers for individual and business clients. Use their 15 years of performance and fabrication experience to build true custom bikes that deliver superior quality, performance and total originality. www.griffithchoppers.com

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HOOD HARGETT BREAKFAST CLUB

Charlotte ood Hargett Breakfast Club: The Premier Business Development Organization for Success-Minded Charlotte Business Owners.

The Hood Hargett Breakfast Club is a ‘category exclusive’ business development organization that develops and hosts some 36 events throughout the year for its members and guests. The goal of these events: to provide success-minded business owners with first-class venues to entertain their clients and prospects.

HHBC takes great pride in creating a pro-active, professional-yet-casual environment that gives members and guests the chance to meet and learn more about each other and their respective companies. These opportunities to develop new business relationships and enhance existing ones are key to the on-going success of HHBC.

Upcoming 2007 Speakers

May 4, 2007

September 14, 2007

October 12, 2007

November 9, 2007

Jim Nantz Broadcaster CBS Sports

Rich Karlgaard Publisher Forbes Magazine

Michael Powell Former Chairman FCC

Lloyd Trotter Vice Chairman, GE President & CEO, GE Industrial

HOOD HARGETT Breakfast Club America gives “Wake up and smell the coffee” full-bodied meaning!

To attend or learn more or to find out about membership,call JenniferSnyder at 704-602-9529 • jenn@hoodhargett.com

w w w.c har lotteb c a.c om ©2007 Galles Communications Group, Inc.

[bizview]

The Charlotte Region:The View from Another Perspective

Located in the heart of Charlotte's Center City, the Bobcats Arena is the round building between Trade Street, Fifth Street, Caldwell Street and Charlotte's Light Rail Transit line. It is directly across the street from the Charlotte Transportation Center.

This new color photo of the Center City shows new growth and development in nearly every direction. With the addition of the NASCAR Hall of Fame and new buildings being built and developed by Bank of America and Wachovia, the Charlotte skyline will continue to change dramatically over the next 10 years.

Aerial, Architectural and Stock Photography Larry Harwell 704-334-7874

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Awards & Achievements The Charlotte Chapter of the National Association of Women Business Owners has announced its finalists for Woman Business Owner of the Year as: Elaine Creasser, CEO and owner, The Tile Collection; Sandra Feldman, owner, Costa Rica Tours, Ltd.; and Fabi Preslar, owner, SPARK Publications; and its finalists for Rising Star of the Year as: Hilary Coman, The Coman Company; Lori Shru m, April Grace Interiors and Fabrics; and Dr. Darcey Walraven, owner, Walraven Chiropractic.

Sandie Ridings, president/CEO of Training Matters, Inc. (TMI) has been named the Small Business Administration’s 2007 North Carolina Women in Business Champion of the Year for her commitment to the advancement of women’s business ownership.

Chuck Howard, owner and president/CEO of Autobell Car Wash Inc., has been inducted into the International Carwash Association’s Car Wash Hall of Fame. As the son of the founder, he has helmed the privately held, family-run business for over 20 years as it has grown into the second largest full-service, conveyoroperated car wash chain in the nation.

Chris Cammack, president of Carpenter, Cammack & Associates, Inc., has been named to the Fayetteville Sports Club Hall of Fame commemorating his contributions to Fayetteville High School’s basketball and baseball teams and the N.C. Chris Cammack State baseball team.

Advertising & Media Brian Risinger has joined Luquire George & Andrews (LGA) as senior vice president, director of client services.

Lippi & Co. Advertising has hired Brian Risinger Joshua Orenstein as an art director.

Ruben Lopez has joined the Charlotte

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[ontop] office of Eric Mower and Associates as a senior copywriter.

Wray Ward Laseter, a creative marketing communications firms, has hired Pedro Bacic and Andreas Seibold to senior creative posts.

Thunder Road Brandworks, a local marketing and promotional product-consulting firm, has appointed Richard L. Herd as a sales executive.

Business & Professional Robert B. Handfield, Ph.D., senior supply chain counselor for The Catevo Group, has been recognized as a Provider Pro to Know by Supply & Demand Chain Executive magazine.

Destum Partners, a strategic consulting firm, has promoted Matthew Vanderberg and Tom Filipczak to managing partners.

Kennedy Covington has hired three new attorneys: Stephanie Stephens as an associate in banking and finance; Patrick Togni as an associate in health law; Caroline Wainright as an associate in employee benefits.

Construction & Design Dienst Custom Homes has been awarded a Major Achievements in Marketing Excellence (MAME) Gold award for its newsletter Distinctions; Amanda Dillashaw has joined the company as director of sales.

The Bainbridge Crew has been presented with five awards from Professional Remodeler Magazine: Bath under $30,000 Bath; Bath over $30,000; Addition over $100,000; Kitchen $51,000-$100,000; and Outdoor Living.

Niblock Development Corporation has received a Business Volunteer Award for its exemplary volunteer service to the Cabarrus County community.

Holly Alexander has joined Concorde Construction as director of business development.

Marina Sushch has joined Lake Norman Realty’s Holly Alexander

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At Charlotte Copy Data, the largest independent office equipment dealer around, we have a full line of color copier/printers with names like Canon, Sharp, and Konica Minolta. They’re available for sale, or through a very low cost-per-print program called POP. And our Color Division specialists can help you determine the equipment that’s right for you.

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CLARKNEXSEN, an architectural, engineering, planning, and interior design firm, has acquired Bethany S. Platt, E.I. as a structural intern, Joan B. Gradus as an architectural intern, and Eric R. Hubbs, AIA, CSI as an architect.

LandDesign, an urban planning, civil engineering and landscape architecture company, recently promoted nine employees to manager in its Charlotte office: architects Paul Pennell, Alicia Rocco, Allison Tooley and Shaun Tooley; engineers Chris Capellini, Steve Lawing and Marc Momsen; and surveyors Brian Martin and Philip Couch.

Education & Staffing Wake Forest University’s Babcock Graduate School of Management ranked No. 49 in America’s Best Graduate Schools according to U.S. News & World Report’s survey of 407 MBA programs accredited by the Association to Advance Collegiate Schools of Business.

CPCC’s Toyota Program has been recognized as one of the Top 10 Programs in the country by Toyota.

Dr. Philip W. Ott, a retired provost and dean of the faculty at Tennessee Wesleyan College, has been appointed to serve as interim vice president of academic affairs at Pfeiffer University.

Nancy Porter, dean of health education at Gaston College, has been awarded the 2007 Altrusa Award for Excellence.

Two new directors of development have joined UNC Charlotte: Kathy Larson at the Graduate School and J. Murrey Atkins Library and Anne Lambert Kathy Larson at the College of Computing and Informatics.

Dr. Pearlie Brown has been awarded the Lifetime Achievement Award from the North Carolina Community Anne Lambert College Learning Resources Association.

Kara K. Pratt has been named director of human resources for the Art Institute

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[ontop] of Charlotte.

Charlotte-Mecklenburg Public Schools Foundation and Strategic Partnerships Office has promoted Samantha Evans to director and named Lynn Roberson executive director.

TrainingFolks, a performance consulting and leadership development firm, has hired Josephine Jones as a training specialist.

Engineering Mulkey Engineers & Consultants has named Carla Starr a firm principal.

The Institute of Brownfield Professionals has approved Julie L. Bennett, PG, project manager at S&ME, INC., as a Registered Brownfield Professional (RBP).

Carla Starr

Financial & Insurance Hinrichs Flanagan Financial has named Martha Waltz, director of first impressions, as 2006 Staff Associate of the Year; the company has also hired Dean Plumley, Matt Waldrep, Vasant Patel and Ronald Meyers as financial services professionals.

Gregg Walker, a Charlotte resident and business executive, has opened an independent office of The Interface Financial Group; Interface is the largest alternative funding source for small business.

Marsh USA Inc. has made the following promotions in its Charlotte office: Jeanne Svirchev to assistant vice president; Charlin Saylor, Dale Skidmore, Hal Walker and Kelly Wilson to vice presidents; and Judy Ellis, Chris Simmons and Jeff Micklege to senior vice presidents.

Government & Non-Profit United Way of Central Carolinas (UWCC) and its Alexis de Tocqueville Society of the have, for the eighth time, won a Fleur de Lis Award from United Way of America.

Lorne Lassiter has been named executive director of the Founders’ Circle, the national support affiliate of the Mint Museum of Craft + Design.

greater charlotte biz

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TOPIC 2007: What’s In It For Me?

[ontop]

June – I need to know how I’m doing!

Foundation For The Carolinas has acquired David W. Julian as vice president of development and Brian Collier as senior David Julian vice president of community philanthropy.

Eric Dudley, president of Internet marketing agency WebsiteBiz, has been appointed by the Charlotte Brian Collier City Council to the Business Advisory Committee for the City of Charlotte’s economic development program.

Suzanne Meyer, president of The Welcome Eric Dudley Committee, Inc., and community correspondent for the Statesville Record & Landmark and Lake Norman Navigator, has received the 2006 Membership Roundup Volunteer of the Year Award from the Mooresville-South Iredell Chamber of Commerce.

David Litman, MSW has joined Journey, Inc. as program specialist, and Julianne Gold Brunson, MA has been appointed program director.

How do you know if you’re on track toward your goals? How do your employees know if they’re doing the right things right? Good measurement systems give ongoing feedback to keep us tuned in to our progress. Regular feedback helps us take corrective action along the way, before it’s too late.

We’ll help you think about the “dashboard” that your employees need and how to provide it. We’ll look at it from your “what’s in it for me” standpoint and from theirs.

2007 Schedule of Meetings June - I need to know how I’m doing!

August - Money makes the world go ‘round October - Would I buy this business from me?

Our meetings are packed with practical information you can use to improve your business and reach your goals. Join today and become part of this exciting and worthwhile group.

For specific dates, times, locations and membership information visit www.business-success-institute.com or call Denise Altman at 704-315-9090.

Health Care Clyde A. Bristow III has joined Rowan Regional Medical Center as director of critical care services.

Georgetown Day Spa, a full-service salon and spa, has hired Mo Goldstein as a massage therapist.

trust+strategy+integrity+planning+insight+experience

©2007 Galles Communications Group, Inc.

it all adds up.

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At the lake:

Daniel, Ratliff & Company 107 Kilson Dr., Ste. 205, Mooresville, NC 28117

704.663.0193

Uptown office:

Daniel, Ratliff & Company 301 S. McDowell St., Ste. 502, Charlotte, NC 28204

704.371.5000

www.danielratliff.com m ay 2 0 0 7

Manufacturing Global anilox roll supplier Harper Corporation of America has promoted David Stamey, lead plasma operator, to second-shift supervisor.

Tower Fasteners, an east coast distributor of fasteners and electronic hardware, has appointed Holly Grim as territory sales manager.

Real Estate Commercial/Residential Phil Dishman has been named sales manager and broker-in-charge at

w w w. g r e a t e r c h a r l o t t e b i z . c o m

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NAVIGATING ROUGH WATERS? Compass Career Management can help your business through rough waters!

WEICHERT, REALTORSAmity Partners in Statesville.

Heidi Barringer has joined Cogdell Spencer as Heidi Barringer executive vice president.

WEICHERT, REALTORS Rebhan & Associates in Charlotte has promoted realtor Michael Bannett to senior vice president, business development, and awarded Carrie Brighton the 2006 Rookie of the Year award.

David Ranson, a broker with Prudential Carolinas Realty’s Lake Norman/Huntersville office, has received the Graduate, REALTOR Institute (GRI) designation.

Succession Planning

Outplacement • Organizational Development • Assessments • Retention • Plant Closings

Retail & Sports & Entertainment Charlotte Arrangements, an event design and production company, has promoted Elizabeth Webb to the position of director of event services.

Bojangles’ has named Nora Hatfield of the Riverboat Unit in Monroe, N.C., Unit Director of the Year, and Larry Caudill, supervisor in Western North Carolina, Area Director of the Year.

greater charlotte biz

Executive Recruiting

• Exit Surveys • Training and Leadership Development • Search & Recruiting • Retirement Workshop

The winds of change bring opportunity.

For information call: 704-849-2500 • compasscareer.com 8509 Crown Crescent Court • Charlotte, NC 28227

Networking Services

Technology Exervio Consulting, Inc. has been named one of the Top 50 Small Businesses in North Carolina (Div50) by www.diversitybusiness.com.

Allegra Print & Imaging in Charlotte, a member of the Allegra Network franchise system, has received an International Sales Growth Award for being among the Top 10 Businesses in increased sales volume for North America.

Gregor Smith has joined Internet marketing agency WebsiteBiz as web developer.

Customer Connect Associates has hired Michelle Seamster as CRM consultant and Leesa Kelley as office manager. biz

“No business is too small”

If you are looking for a company that gives a personal touch and honestly cares about their clients, then give us a call!

Local & Wide Area Networks Wiring Routers Switches Servers Wireless Workstations ©2006 Galles Communications Group, Inc.

To be considered for inclusion, please send your news releases and announcements in the body of an e-mail (only photos attached) to editor@greatercharlottebiz.com, or fax them to 704-676-5853, or post them to our business address—at least 30 days prior to our publication date.

Executive Coaching

We are an innovative, high tech company, specializing in local and wide area networking to the small and medium business market.

We provide complete turnkey solutions from concept to reality.

For more information call: Walt Fields at 704-560-4897 or Dwayne Stone at 704-560-4900 FieldStone Networking Services • 16041-G Johnston Rd. #161• Charlotte, NC 28277

www.fieldstonenetworking.com

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Featuring Executive Homes in the Charlotte Region MAIN-CHANNEL VIEWS Lake Wylie, South Carolina This lovely estate was custom built by Doug McSpadden. It features lush grounds, a lakeside pool, covered lanai, three-car garage and electronic privacy gates. Designed for entertaining and family living, this home has a two-story entry with curving staircase, oversized rooms, an elevator and second living quarters. 5BRs/5.1BAs YMLS# 1038226 - CMLS# 651516 - $2,695,000 Property Address: 333 River Point Road

Kay Grigsby - 803-322-7024 www.kaygrigsby.com

NEW CONSTRUCTION, SOUTHPARK LOCATION Charlotte, North Carolina This home is situated on 2/3 acre in a desirable SouthPark location. It offers a main-level owner’s suite, two-story great room, library with private courtyard, finished basement and outdoor entertaining patio with fireplace. It also features three-car, courtyard garage and detached, 2-car garage. Gated enclave ensures privacy. 6BRs/6.1BAs MLS# 659516 - $2,150,000 Property Address: 3620 Sharon View Road

Jeannie Lytton - 704-533-1745 www.idreamofjeannielytton.com

er nd U ct ra nt Co

GATED COMMUNITY IN UNION COUNTY Waxhaw, North Carolina Nestled on a beautiful, private lot in popular Providence Downs South, this home offers many luxuries, including a gourmet kitchen, soaring two-story family room, sunroom, 1,000-squarefoot apartment with private entrance, full walkout basement with huge bar, theater, screen porch, terrace, outdoor fireplace plus much more. 6BRs/6.2BAs MLS# 662931 - $1,375,000 Property Address: 1628 Lookout Circle

Karen Parsons - 704-408-0401 www.teamkarenparsons.com

HIGHGROVE Charlotte, North Carolina This executive custom home is situated on a large, professionally landscaped, private lot. Extensive moldings and details are found throughout. Enjoy the deluxe main-level master suite, gourmet kitchen, dramatic great room, spacious sunroom and professional media room with a projection screen and surround sound. You will be impressed. 5BRs/4.1BAs MLS# 647529 - $899,000 Property Address: 7917 Pemswood Street

Donese Harvey - 704-907-0253 www.aharveyhome.com

SPECIAL ADVERTISEMENT SECTION

Featuring Executive Homes in the Charlotte Region FOR THE SOPHISTICATED BUYER Charlotte, North Carolina This private estate home is situated on more than an acre in the heart of prestigious Piper Glen Country Club. The unique, dramatic interior features a two-story great room with entertainment center and fireplace, library/office and finished basement with a wine cellar, wet bar, billiards and exercise room.

5BRs/4.2BAs MLS# 664087 - $1,339,000 Property Address: 4805 Kelly Woods

Jean Benham - 704-363-2938 www.jeanbenham.com

MYERS PARK GEM Charlotte, North Carolina Visit this condo and you’ll be impressed by the size and features.

It has all the upgrades of a Simonini-built home, plus a fenced, manicured back yard, screened porch and extended terrace with built-in grill. It’s located within a gated community in the heart of Myers Park.

4BRs/3.1BAs MLS# 651520 - $1,000,000 Property Address: 1140 Kings Drive, Unit 27

Jan Kachellek - 704-517-2764

www.allentate.com/jankachellek

EXPERIENCE THE EXCEPTIONAL Weddington, North Carolina Depart from the ordinary and enter a realm of traditional style and modern convenience. Inside this exceptional home you’ll appreciate the custom gourmet kitchen, lavish master suite and functional bonus room. Outside enjoy the beautiful, wooded landscape and entertaining patio with an outdoor fireplace and grill. 4BRs/3.1BAs MLS# 666196 -$945,000 Property Address: 2072 Kings Manor Drive

Anne Burkart - 704-957-9227 www.allentate.com/anneburkart

VANDER LAKES York, South Carolina Everyday elegance is found throughout this custom-built home. It is situated on an acre+ lot with an in-ground pool overlooking a pond in the distinguished Vander Lakes community. You will appreciate the exquisite interior featuring custom wall coverings, decorator colors, heavy moldings, beautiful chandeliers and more. 4BRs/3.5BAs YMLS# 1039426 - CMLS# 663353 - $575,000 Property Address: 312 Vander Lakes Drive

Mary Beth Shealy - 866-658-5754 www.marybethshealy.com

SPECIAL ADVERTISEMENT SECTION

“I’d rather manage employee expectations than worry about an unreliable Internet connection.”

“Are we off on Arbor Day?”

Do what you love. We’ll handle the rest.

Your business is your passion. It’s what you love. And keeping your business running at top speed is what Time Warner Cable Business Class is passionate about. Through our reliable, robust network, we deliver high-speed broadband Internet that lets you download large files at blazing fast speeds, improving business productivity and connectivity. In fact, Time Warner Cable Business Class offers consistently higher speeds versus DSL.* And as your business grows, we offer scalable, flexible solutions to meet your expanding needs, such as fiber-based Ethernet services and dedicated Internet access for multiple office locations.

For all your data, video and security solutions, call 1-866-TWC-4BIZ or visit TWCBC.com today.

Then get back to doing what you really love.

Products and services not available in all areas. Some restrictions apply. ©2007 Time Warner Cable. All rights reserved. *Based on Time Warner Cable Business Class standard maximum download speed of up to 8.0 Mbps versus the standard DSL business package maximum download speed of up to 7.1 Mbps. Actual speeds may vary.