Bank of Granite • Better Business Bureau of Southern Piedmont • Charlotte Radiology • T.R. Lawing Realty
august 2008
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Little Structures Around Sustainability Phil Kuttner CEO Little Diversified Architectural Consulting, Inc.
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in this issue
f
4
e
a
t
22
u
r
e
s
cover story
Little Diversified Architectural Consulting The four-decade success story of Little Diversified Architectural Consulting is blueprinted in its commitment to serving what it purposefully terms “ideal” clients. For them, an ideal client is somebody who is leading change in their industry and who believes that design is or could be an important part of their competitive edge.
12
Bank of Granite In an industry where big appears to equal better and community banks are often acquired by larger institutions, Bank of Granite has maintained its independence, built a solid reputation, and developed a personal relationship with its stockholders and customers.
16
BBB of Southern Piedmont Every year, thousands of unwitting consumers fall victim to scams and unethical business practices. Enter the bailiwick of the Better Business Bureau, making it their priority to ensure local businesses are practicing ethically and area consumers are fully informed.
28
Charlotte Radiology On the surface, their work in some ways mirrors that of a photographer. During an appointment, images are made. Each will tell a story. And some reveal more than others. But unlike a photographer, their work literally captures what lies on the inside.
augus t 2 008
32
T.R. Lawing Realty Linking family and business is not easy, but one Charlotte family business recently celebrated its 50th anniversary. T.R. Lawing Realty is continuing its impressive growth serving both residents and property owners in the highly competitive real estate sector.
departments publisher’spost
6
bizXperts Smart Salvos, Select Strategies and Succinct Solutions
8
employersbiz Legislative and Regulatory Highlights for Area Employers
10
bizview The Charlotte Region: The View from Another Perspective
36
biznetwork
37
ontop
38
on the cover:
Bank of Granite • Better Business Bureau of Southern Piedmont • Charlotte Radiology • T.R. Lawing Realty
august 2008
Phil Kuttner, CEO Little Diversified Architectural Consulting, Inc. Kuttner Photography by Wayne Morris; Little Design of Wachovia Main Building by Larry Harwell
Innovative Design Little Structures Around Sustainability Phil Kuttner CEO Little Diversified Architectural Consulting, Inc.
www. grea tercha rl ot tebiz .c om
[publisher’spost] A Critical Year to Turn Things Around Stop with the negative thinking. I’ve heard enough gloom and doom lately. There’s definitely a widespread malaise. With consumer confidence sagging, home prices falling, the stock market dropping, the dollar declining, gasoline prices surging, the Iraqi War continuing, and Afghanistan flaring, there is a never-ending supply of reasons for negativity. There are doomsayers in every decade. In 1961, the British historian, Arnold J. Toynbee, who studied the rise and fall of civilizations, wrote, “Of the 22 civilizations that have appeared in history, 19 of them collapsed when they reached the moral state the United States is in now.” In 1988, another British historian, Paul M. Kennedy expanded upon Toynbee by stressing that those nations that overextend their budgets and military commitments will likely decline. Kennedy cited Spain in the 16th century, France in 17th century, England in the 18th century, and Germany in the early 19th century. The United States ascended to become a “supreme power” following the two world wars. British historians can’t wait for the demise of our country. But before we dig a hole and crawl into it, we should look at the brighter side of our economy from a broader perspective over a longer period of time. According to the conservative Club for Growth which promotes economic freedom, we have witnessed unprecedented growth over the last 25 years. Consider that in 1982, economic output was $5.1 trillion. In 2007, economic output was $11.3 trillion. Per capita output was $22,400 in 1982 and last year it was $37,807. The service sector has skyrocketed from $1 trillion in 1982 to $5.5 trillion in 2006. In the 1980s, the Dow Jones Industrial Average was at 825, today it is well over 11,000. In 1983, 19 percent of American households owned stock; in 2005, over 50 percent were investors. In 1989, median family net worth was $69,000; in 2004, it was $93,000. Furthermore, more Americans own their homes, have cars, color televisions (many with flat screens), and air conditioning than ever before. While there were only 9.8 million cable subscribers in 1975, there were 65 million in 2006; 2.1 million personal computers in 1985 and 243 million in 2007; 340 cell phone subscribers in 1985 and over 243 million in 2007. And the United States is not alone with its economic growth; countries around the world are also experiencing expansion. We are fortunate to live in the Charlotte region with its continuing economic growth, supporting our real estate market and increasing employment opportunities. Our location, our quality work force, our business strength, our utilities, our educational institutions, our health care facilities, our transportation systems and our governmental units are all aligned to support even greater economic expansion and we are purposeful in attracting new growth opportunities to our area. This is a critical election year. We have the opportunity to evaluate presidential candidates and their leadership teams who will guide our country for at least the next four years. The future of our nation will be dramatically affected by our choices. We have faced challenges to our economic competitiveness in the past. We need leaders who will reassert our ability to confront our obstacles, assess them and surmount them, and exert the American spirit for enterprise to restore our competitive capacity. This is not a year to be depressed; it is time to turn things around. Get involved and participate in the election process. Regardless of your party affiliation, it is essential that you learn all you can; express your concerns and your opinion when the opportunity arises. You can make a difference. Do more than just vote. Get active now! biz
August 2008 Volume 9 • Issue 8 Publisher John Paul Galles jgalles@greatercharlottebiz.com
Associate Publisher/Editor Maryl A. Lane maryl.a.lane@greatercharlottebiz.com
Creative Director Trevor Adams tadams@greatercharlottebiz.com
Editorial & Sales Assistant Janet Kropinak jkropinak@greatercharlottebiz.com
Account Executive Joe Gleason jgleason@greatercharlottebiz.com
Contributing Writers Thom Callahan Ellison Clary Carol Gifford Casey Jacobus Janet Kropinak Contributing Photographers Scott Ely Janet Kropinak Wayne Morris Galles Communications Group, Inc. 5601 77 Center Drive • Suite 250 Charlotte, NC 28217-0737 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 2008 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. G reater C harlotte B iz (ISSN 1554-6551) is published monthly by Galles Communications Group, Inc., 5601 77 Center Dr., Ste. 250, Charlotte, NC 28217-0737.Telephone: 704-676-5850. Fax: 704-676-5853. Subscription rate is $24 for one year. POSTMASTER: Send address changes to G reater C harlotte B iz, 5601 77 Center Dr., Ste. 250, Charlotte, NC 28217-0737.
6
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www. grea tercha rl ot tebiz .c om
The labor shortage is fast approaching ... ! 83 MILLION BABY BOOMERS WILL BEGIN RETIRING IN THE NEXT 3 YEARS ! 40% OF THE CURRENT WORK FORCE WILL REACH RETIREMENT AGE BY 2010 ! 3 MILLION JOBS WILL EXIST WITHOUT PEOPLE TO FILL THEM BY 2012
You and your company will soon face this dilemma!
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We’ll help you get moving with these information-packed sessions: • Golden handcuffs: COMPENSATION AND BENEFITS AS A RECRUITING AND RETENTION TOOL
Jennie D. Derby, CFP®, CLU, CLTC, and Rich A. DeVita Jr., CLU, ChFC, with Northwestern Mutual Financial Network have decades of experience in compensation and benefits planning. They know how to use these tools effectively, and they’ll share that knowledge with you.
• Brain drain: CAPTURING KNOWLEDGE BEFORE IT WALKS OUT THE DOOR
Sherry Barretta, CEO and Owner of VisionCor, Inc., has worked for 18 years to help companies develop methods for documenting knowledge and processes. She’ll provide a framework and suggest tools that can help make the process manageable.
• Farm it out: LEVERAGING RESOURCES THROUGH OUTSOURCING
Frances Queen, President and CEO of Queen Associates, Inc., is a master at utilizing and supplying outsourcing. She will provide insight to determine what areas should be outsourced, how to select a partner and how to manage the relationship for seamless workflow.
w w w. B r i d g i n g T h e Ta l e n t G a p . c o m
[bizXperts] Smart Salvos, Select Strategies and Succinct Solutions
in employment law, numbers matter Like many of my clients, Joe Fitnessbuff owns a growing
that applicable employees receive pay at one-and-one-half-
business with several employees. He has worked hard to set up
times their normal hourly rate for any hours worked dur-
payroll, draft an employment policies manual and manage his employees.
ing a week beyond 40. Overtime may even include time
Recently, one employee asked Joe for several weeks off in order to help his seri-
spent preparing for work or getting to a job site. This act
ously ill father. The employee has some accrued vacation time, but not enough
applies to any business with two or more employees
to cover several weeks away from work. Joe knows the Family Medical Leave
engaged in interstate commerce having $500,000 or more
Act requires some employers to grant unpaid time off to employees in certain
in sales each year. There are exceptions to the sales require-
circumstances, but he is unsure of its application to his business.
ment for certain industries.
Eric Bass
Many business owners are confronted with similar situations. They often
Most of the federal employment laws described above apply to employers
do not know which federal and state employment laws apply to their busi-
involved in “interstate commerce.” It is very easy for even the smallest busi-
nesses. In most cases, whether a particular law applies will depend on the
ness to qualify as involved in “interstate commerce.” Just because your busi-
number of their employees and the circumstances of the individual employee.
ness seems local to you, it may still be involved in the
Below is some information about certain well-known employment laws and
stream of “interstate commerce.”
the types of businesses and employees to which they may apply. While not a
All of these acts also have certain excep-
comprehensive list, this information provides a modest overview.
tions and other requirements not enu-
Family Medical Leave Act
merated here. Also, there may be
The Family Medical Leave
similar state laws that apply even if
Act requires an employer to
these federal laws do not. So, if
grant up to 12 weeks of annual
your business has enough
unpaid leave to qualified
employees to require it to com-
employees. To qualify, employees
ply with these acts, please be
must have been employed by the
sure that you know which
business for at least 12 months and have
apply and are aware of their
worked at least 1,250 hours in the last 12 months. However, only businesses
requirements
with 50 or more employees located within a 75 mile radius are required to
appropriate policies in place.
comply with this act.
You should also consult with
Age Discrimination in Employment Act
your human resources advisor
The Age Discrimination in Employment Act prevents discrimination
and
have
to ensure that you comply with
against employees and prospective employees over the age of 40 because of
any other applicable federal or
their age. This act prevents discrimination in hiring, promotions and termina-
state laws.
tions, so it will apply even to a job applicant. Also note that it does not pre-
Returning to Joe’s case, he currently has 25 employees. Therefore,
vent discrimination against younger employees because of their age. This act
the requirements of the Family Medical Leave Act do not apply, but he
applies only to businesses with 20 or more employees involved in interstate
has the option to comply with the act anyway. Joe has decided to com-
commerce.
ply with the act and grant the unpaid leave. Joe has the staff and finan-
Americans with Disabilities Act and Other Federal
cial ability to do so. His business is growing rapidly, so it would have to
Anti-Discrimination Laws
comply soon in any case.
Federal laws prevent discrimination of many types, other than age discrim-
In order to make sure that he does not create any future problems, Joe has
ination, in the employment context, including discrimination against the dis-
had his legal and human resources advisors prepare a Family Medical Leave
abled. These laws also typically apply to job applicants as well as existing
Act policy for the company which he has implemented for all employees. That
employees. With regard to discrimination against the disabled, a crucial factor
way, once his business does grow to the size where it would be required to
is whether the employee or applicant qualifies as “disabled” under the act.
comply, he will be prepared.
Overall, these types of acts apply to businesses with 15 or more employees involved in interstate commerce. Fair Labor Standards Act The Fair Labor Standards Act’s main purpose is to ensure that employees eligible for overtime pay receive such pay properly. Generally, the act requires
8
augus t 2 008
Are you? Eric Bass is an employment lawyer with Wishart, Norris, Henninger & Pittman, P.A., a law firm focused on serving the needs of business and business
owners.
Contact
him
at
704-364-0010
or
visit
www.wnhplaw.com.
www. grea tercha rl ot tebiz .c om
Smart Salvos, Select Strategies and Succinct Solutions
[bizXperts]
more bang for the buck? I’ve noticed a shift in the marketplace in the past several months with
There are a couple of other less obvious, but even
regard to employee training and development. It’s becoming more “per-
more important advantages to coaching over classroom
sonal.” Personal coaching is replacing, or at least supplementing, classroom
training.
training for many companies. I believe there are several specific reasons for
Confidentiality—Many managerial and executive level
this change.
people aren’t comfortable exposing their weaknesses in
Impact—Classroom training is great, no doubt. But nothing can take the place of one-to-one teaching and development. David Sandler, a wellknown sales guru, wrote a book called You can’t learn to ride a bicycle at a
front of a roomful of people. The coaching relationship Denise Altman
affords the privacy and confidentiality necessary to let
them open up and admit when they need help.
seminar. That’s the concept I’m talking about. You can certainly get ideas
Buy-in—Anyone can attend a class. Agreeing to be part of a coach-
at seminars, maybe even develop a few action plans, but you don’t really
ing process means you have to buy into the process. You have to be
learn new skills or behaviors until you practice them. Coaching allows
willing to admit your weaknesses and to work to improve them. Some-
for ongoing practice and refinement. Focus—Rarely do two people need exactly the same training.
times that can be painful. People who aren’t bought in won’t stay in the program.
Classroom training has to cover a broad range so that everyone gets
If you or one of your key employees is in need of a skill boost, consider
something. Coaching can be specific to the needs of the individual.
coaching. Work with the coach to clearly define the areas to be addressed
Time isn’t wasted covering topics that aren’t necessary.
and develop some mechanisms for measuring progress. Make sure the
ROI—Classroom training, while valuable, is sometimes difficult to connect to a measurable return on investment. Coaching,
“coachee” is willing to engage. Otherwise, you’ll likely be wasting your time and money.
because it is specific to the individual, should yield measurable
Denise Altman is president of Altman Initiative Group, Inc. She pro-
results over time. Those results may not always be quantitative,
vides Strike-Force Coaching to address executives’ specific challenges. Con-
but may be measured through 360 or managerial evaluations.
tact her at 704-315-9090 or visit strikeforcecoaching.com.
intentional leadership 104: the discipline of integrity Many people agree that business is a network of relationships and that
Be Realistic: Don’t over-commit. Don’t plan to get
the success of any business relies on its relationships working.
somewhere in 15 minutes when you know it’s usually
The intentional leader recognizes his/her role in making relationships
more like 20. Don’t plan back-to-back meetings if you
work. In this regard, one of our most important and effective tools is cul-
have a client who chats for several minutes after each
tivating the discipline of integrity.
appointment. Don’t set yourself up for being late or hav-
An intentional leader is often recognized for fulfilling agreements, completing commitments, having consistency of character and uncompromised focus on the task at hand.
ing to reschedule appointments. Mike Whitehead
Be Present: Make sure you show up for, and are
mentally present for your commitments. Delivering on our word isn’t
It’s not easy, because leading with integrity requires consistently giving
subject to how we “feel” or what we “prefer” in that moment. Part of being
and keeping one’s word. What we give our word to and how we deliver
effective is being reliable and being fully focused on our commitments
it strengthens our working relationships.Here are a few guidelines for cul-
even when it appears inconvenient or unattractive.
tivating a habit of integrity: Be Discerning: Everything is important, but not everything can be a priority. The intentional leader must set priorities, make commitments that are consistent with the vision, and be willing to decline opportunities that, while attractive, aren’t essential to execution of that vision.
Be Self-Aware: Our word begins with the commitment we have to our own core values. Being honest and consistent with these is a foundation of integrity and the bedrock of intentional leadership. A commitment to integrity and “being one’s word” is a hallmark of the intentional leader and all workable relationships.
Be Certain: If you say, “Let’s have lunch,” schedule a time and date
Mike Whitehead is president of Whitehead Associates Inc., a consulting
immediately. If you commit to a deliverable, be specific about the details
firm specializing in leadership and culture development and founder of The
and deadline of the project and deliver it on time. If you support an ini-
Center for Intentional Leadership. Contact him at 704-366-5335 or visit
tiative, back it up by donating money and influence.
www.whiteheadassociates.com.
pursuing a bala nc e of busi ness and life
a ugus t 2008
9
per hour as well. In South Carolina, the state’s min-
STOP BEING AFRAID OF YOUR ENERGY BILLS.
imum wage rate follows the federal minimum wage rate. (IRS)
Increasing Motorcycle Deaths Higher gasoline prices are likely to accelerate the continuing upswing in motorcycle ownership in North Carolina and increase a motorcycle death rate on the state’s highways that already ranks as the eighth worst in the nation, according to an analysis by AAA Carolinas. AAA reports that motorcycle deaths have nearly doubled in the last five years in North Carolina. Registered motorcycles in the state represent only two percent of registered vehicles but they are involved in 12 percent of all fatal traffic deaths. Because of a loophole in North Carolina’s law governing motorcycle licenses, a motorcycle can be legally driven on public streets without the motorcyclist ever having taken a Department of Motor Vehicle road test or a state-approved motorcycle training/education course. The law allows a motorcyclist to receive an 18-
Show your energy bills who’s boss.
month permit if they
The InfinityTM System by Carrier is
just pass a vision and
the most energy-efficient heating and
highway sign test. The permit can be renewed indefinitely. Motorcycle sales nationally have been on the rise since 1993, almost quadru-
cooling system you can buy*. Which means it can save you money every month. Making it a pleasure to go to your mailbox again.
pling from 356,000 in 1997 to 1.1 million in 2006. Rising fuel prices, expanding sales to middle-aged riders, stylish designs, reduced prices and improved performance have all contributed to the sales boom, according to Motorcycle Industry Council (MIC). With an increase in motorcycle sales this year, the number of motorcycle fatalities will undoubtedly rise. (AAA Carolinas)
The Employers Association is a nonprofit organization providing comprehensive human resources and training services to a membership of over 800 companies in the greater Charlotte region. For more information, please call Laura Hampton at 704-522-8011 or visit www.employersassoc.com.
purs uing a bal ance of busines s and life
4620 Rozzelles Ferry Rd. Charlotte, NC 28216
704-392-6188 *Based on total energy costs. Total energy costs calculated using ARI Standards 210/240-94, the DOE test procedures (10 CFR, Part 430, Subpt. B, Apps M and N) and the FTC rep. Unit energy costs: $0.086/kWh and $.91/therm (16 CFR § 305.9)
a ugus t 2008
11
R. Scott Anderson President and CEO Bank of Granite Corporation
12
augus t 2 008
www. grea tercha rl ot tebiz .c om
by casey jacobus
[bizprofile]
!"#$%&"'() BANK OF GRANITE STANDS FIRM UNDER NEW LEADERSHIP “Before the hosiery, textiles, furniture and technology, there was granite. This area was once the largest producer of this stone. Although the quarries are now idle, all that they symbolized in strength and endurance has been transferred to a local bank appropriately named Bank of Granite.” ~ Project Excellence: A Profile of Top Performing Community Banks KPMG/Peat Marwick
F
ounded in 1906 in the small town of Granite Falls, Bank of Granite has served small communities in the western half of North Carolina for over 100 years. In an industry where big appears to equal better, and community banks are often acquired by larger institutions, Bank of Granite has maintained its independence, built a solid reputation, and developed a personal relationship with its stockholders and customers. Strong leadership has been a hallmark of Bank of Granite’s success. In 1954, John Forlines Jr. joined the bank as president and chairman of the board of directors. At that time, the bank had only one office and total resources were just over $1 million. It was almost the smallest bank in the state—ranking 223 out of 225. Forlines was a remarkable man whose leadership and vision over the next 50 years turned Bank of Granite into one of the state’s best-known, most profitable and strongest community banks. ➤
pursuing a ba la nc e o f busi ness and life
a ugus t 2008
13
Forlines orchestrated Bank of Granite’s first
bank when Forlines convinced him to join Bank
North Carolina at Greensboro. He is also a grad-
expansion into Lenoir in 1960, setting the stage
of Granite instead. Over the next 24 years, the
uate of the American Bankers Association
for the bank’s future expansion. In 1969 the orig-
two leaders grew the bank to over $1 billion in
Stonier Graduate School of Banking at Univer-
inal Granite Falls office was relocated to its mod-
assets together. In January 2006, Forlines
sity of Pennsylvania in Philadelphia.
ern Main Street facility. The next year Bank of
retired after 52 years with the bank and Snipes
Granite opened its first Hickory office. In 1984
was named chairman of the board.
“
Anderson started banking at the bottom. His first job after graduating from Chapel Hill
Forlines oversaw the first public underwriting of
was collecting past-due loans for Forsyth
the bank’s stock. The bank would post record
Bank and Trust Company in Winston-Salem.
earnings for the next 62 straight quarters.
Forlines also served the region and the state as
president of the North Carolina Bankers Association, chairman of the State Community College
Board, chairman of Caldwell Community College
and Technical Institute, and a member of the board of trustees for Duke University.
In 1982, Forlines made perhaps the bank’s
best acquisition of all time when he persuaded longtime competitor and friend Charles Snipes to join Bank of Granite as executive vice president and chief administrative officer. A senior
“Scott has proven himself to be a dynamic, capable and effective leader. He will be a fine steward of our future growth and success and up to the challenge of leading this bank.” ~ Charles Snipes Former Executive Vice President and Chief Administrative Officer
Anderson found he enjoyed working at a successful community bank under a young, dynamic CEO. “It was a very positive experience,” he remembers. “The employees enjoyed working there; everyone was involved emotionally and that leads to satisfied customers. That is what a community bank is all about.” When Southern National Bank acquired Forsyth Bank and Trust in 1982, Anderson moved to Charlotte where he spent 10 years ultimately managing 10 offices for the commercial loan team. He also served as city executive
vice president of First Union National Bank
in Charleston, S.C., and later in Raleigh.
when First National and First Union merged,
This year marked another change in leader-
Snipes was on the brink of starting his own
ship at the Bank of Granite, only the third in
When Southern National merged with
over a half-century. Snipes, who turned 75 in
BB&T, Anderson became city executive in
May, retired in January and Scott Anderson,
Durham. In 1997, he returned to Charlotte as
who joined the bank as executive vice presi-
president and CEO of Bank of Mecklenburg, a
dent and chief operating officer in May of
wholly owned subsidiary of Triangle Bank &
2004, took over as CEO. It was a
Trust Company. When Centura Bank bought
move that had been planned from
Triangle, he went to their headquarters in
the day Anderson was hired.
Rocky Mount as a regional president, respon-
“Scott has proven himself
sible for central eastern North Carolina. One
to be a dynamic, capable and
year later, in 2002, the Royal Bank of Canada
effective leader,” Snipes told
acquired Centura. Anderson then held several
the board of directors at
positions with the RBC Centura before joining
their January 2008 meeting.
Bank of Granite in 2004.
“He will be a fine steward of
After making a lot of moves to stay in the
our future growth and success
game, Anderson, now 52 years old, plans to
and up to the challenge of
remain at Bank of Granite until retirement. Awed by following the two men who have pro-
leading this bank.”
vided leadership to the bank for so long and Solid Experience With
30
years
who are so closely identified with the bank of
across the state, he is excited about the future.
banking experience behind
“I’m honored by the confidence that Charles
him, Scott Anderson is
and the board have placed in me,” says Ander-
well prepared to take hold
son. “It’s humbling to be named leader of this
of the reigns of leadership
101-year-old community bank. My commit-
at Bank of Granite. Ander-
ment to our shareholders, customers and
son grew up in Charlotte,
employees is to ensure that our legacy of being
graduating from East Mecklen-
‘as solid as our name’ continues.”
burg High School in 1973. He earned his Bachelor of Arts in
14
august 2008
A Rock and a Hard Place
1977 from University of North Car-
Anderson takes over leadership at Bank of
olina at Chapel Hill and in 1983 his Master
Granite at a difficult economic time. The
of Business Administration from University of
textile and furniture industries that have long
w ww. great erchar lottebiz .co m
“
supported the economy of the Catawba Valley
markets could help to balance the decline in
region are suffering. The real estate market is
the economy of the Hickory region.
in decline. Competition is strong, not only from the mega banks, but also from non-bank competitors—credit card companies, car dealerships, etc.
Solid Service
Bank of Granite has a proud legacy. It had its beginning in 1906 when transportation was
“The banking industry is under siege,” says
either by foot or horse and buggy. A group of
Anderson. “But we have to believe this is a down
Granite Falls residents, tired of traveling what
cycle that we will weather as we have others.”
was then a considerable distance to Hickory or
As a community bank, Bank of Granite is well known for its responsiveness. We are able to customize solutions to meet the needs of our customers.” ~ R. Scott Anderson President and CEO
Anderson has not wasted any time in mak-
Lenoir, invested $8,000 and obtained a charter to
ing changes that he believes will help the bank
organize Bank of Granite. When the bank
Corporation, and BB&T Corporation. In his 30
to not only survive the down cycle, but to move
opened, Ms. Lula Hickman, a Sunday school
years in banking, Anderson has witnessed the
forward. With an eye towards building a new
teacher, was first in line to make a deposit. The
waves of consolidation that have transformed
management team, he has organized the bank
bank’s deposits equaled $901.68 on that first day.
the industry. Throughout that time, Bank of
into three parts—the Catawba, mountain and
While the times and technology may have
Granite has been a rock of stability; surviving
metro regions—and named three senior
changed since 1906, Bank of Granite’s commit-
amidst the predatory mega banks, building a
bankers to head each one.
ment to customer service, community and
solid reputation based on better service and
helping neighbors remains deeply embedded in
thriving under top-notched leadership. Now, at a
its tradition and culture.
time when it is a challenge to proclaim any good
Under the new structure, Sammy Black manages the bank’s metro region, which includes the bank’s six offices in Charlotte, Statesville and
“As a community bank, Bank of Granite is
news in any financial quarter, Anderson will help
Winston-Salem. Earl Searcy manages the moun-
well known for its responsiveness,” says Ander-
write the bank’s future history. He is confident
tain region, which includes nine offices in Burke,
son. “We are able to customize solutions to
that it will be equally successful to its past.
Caldwell, Watauga and Wilkes Counties. And
meet the needs of our customers.”
W.C. Upchurch manages Bank of Granite’s seven
“We’re proud of our legacy and our history
Bank of Granite has received numerous
of profitability,” Anderson asserts. “We have a
accolades throughout its history. In 1996, it
great base of shareholders, most of whom are
“They each own their region; they’re respon-
caught the attention of famed investor Warren
depositors. We have a great management team,
sible for it,” says Anderson. “It makes sense;
Buffet, who called it “the best run bank in the
all of whom have vast banking experience, but
they know their market; they live there.”
United States.” U.S. Banker magazine shared
are in their early to mid-50s. We’re poised to
Buffet’s opinion.
keep the bank growing.” biz
offices in Catawba County.
In addition to decentralizing decisionmaking, Anderson has taken steps to plug
Casey Jacobus is a Charlotte-based freelance writer.
bank losses from problem loans, which increased in the second and third quarters of 2007. Since most of those loans are with long-
Bank of Granite Corporation
time clients of the bank in the Hickory area who have fallen on hard times, the bank has made every effort to help those customers as long as it could. The bank has restructured its lending staff, reassigned portfolio responsibilities and added resources to its credit staff as part of a remediation plan to fix the problems. The bank has
Bill Stanton, chairman of The Stanton
also created a special-assets recovery group to
Institute, studied a group of 400 publicly
exclusively handle problem loans and work
traded companies in his book “America’s
toward recovering money from clients in
Finest Companies” and said, “taking care of
default. In the past, it did not have a group
business and sticking to what it knows best
dedicated to handling these tasks.
has made Bank of Granite the most profitable
Anderson hopes to see the bank expand by building new offices or acquiring another
bank in the country.” Forbes magazine, called it “the best little bank in America.”
small bank, particularly in the area between
In 2005, Bank of Granite received the Small
Winston-Salem and Raleigh. Bank of Granite
Business Association’s Community Bank of the
entered the Charlotte market in 2003 with its
Year Award for North Carolina.
purchase of First Commerce Corp. It now has
North Carolina is one of the most concen-
four offices in Mecklenburg County and
trated banking markets in the U.S., home to
another in Statesville. Expansion into growth
Bank of America Corporation, Wachovia
purs uing a bal ance of busines s and life
23 North Main Street Granite Falls, N.C. 28630 Phone: 828-345-6800 Principal: R. Scott Anderson, President and CEO Parent Company: Bank of Granite Corporation Founded: 1906 Employees: 316 Business: Operates 22 full-service banking offices in eight North Carolina counties—Burke, Caldwell, Catawba, Forsyth, Iredell, Mecklenburg, Watauga, and Wilkes—as well as a loan production office in Guilford County. Granite Mortgage, a mortgage banking company headquartered in Winston-Salem, originates home mortgages in these counties as well as in Cumberland and Rowan counties. www.bankofgranite.com
a ugus t 2008
15
[bizprofile]
by janet kropinak
TAKING A CLOSER LOOK BBB FOCUSES ON CREATING BUSINESS TRUST
We’ve all heard the saying ‘buyer beware’ more times than we can count, but every year, without fail, thousands of unwitting consumers fall victim to scams and unethical business practices. The greedy and gullible may be the easiest target, but as economic times get tough, the struggling and the desperate are just as likely to latch on to the promise of ‘fast cash’ even when their better instincts are telling them it’s too good to be true. Trusting your gut might be the first step, but with the sophistication of some of today’s scams, even the smartest consumers are falling prey to these predators and their unscrupulous practices. Enter the bailiwick of the Better Business Bureau of Southern Piedmont (BBB), acting as our watchdog and making it their priority to ensure that local businesses are practicing ethically and that area consumers are fully informed. Principles of Trust
Bartholomy, who has over 26 years of experience in total, taking over
nities across the U.S., Canada and Puerto Rico, evaluating and
the Charlotte office in 2001. He recalls his decision to relocate from
monitoring more than three million local and national businesses
the Midwest as an easy one, stating he was attracted to the “wide
and charities.
spectrum of business opportunities available in the area,” which he
Acting as an unbiased organization, the BBB sets and upholds
saw as a welcome change to the undiversified Midwest market.
high standards for fair and honest business behavior. Businesses that
Bartholomy and his staff of 19 oversee 20 counties—15 in North
earn BBB-Accredited business status contractually agree to adhere to
Carolina and five in South Carolina. Under Bartholomy’s leadership,
the organization’s high standards of ethical business behavior.
membership has doubled from 1,650 to 3,200.
The BBB provides objective advice, free business Reliability Reports and Charity Wise Giving Reports, as well as educational information on topics affecting marketplace trust. Additionally, they act as a mutually trusted intermediary between consumers and businesses in resolving disputes and facilitating communication.
16
At the helm of the Southern Piedmont branch of the BBB is Tom
Established in 1912, today there are 128 BBBs serving commu-
In furtherance of its mission to create an ethical marketplace, the
In addition to meeting membership standards, Bartholomy
BBB works to advance marketplace trust, creating a community of
proudly points out that all of the current members are also BBB-
trustworthy businesses, setting standards for marketplace trust,
Accredited, a new initiative started in 2007. This ensures that all
encouraging and supporting best practices, celebrating marketplace
businesses meet the standard requirements along with 13 additional
role models, and denouncing substandard marketplace behavior.
standards, which will be checked annually for compliance.
aug ust 2008
}
Acting as an unbiased organization, the BBB sets and upholds high standards for fair and honest business behavior.
➤
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Thomas M. Bartholomy President and CEO Better Business Bureau of Southern Piedmont, Inc.
purs uing a balance of busi nes s and life
a ugus t 2008
17
the increase, according to Bartholomy, is the Internet. Of those 14,000 complaints; 95 percent were filed online. “We’ve really worked hard to adjust our business plan to focus more on the Internet and making the Web site easily accessible,” he says. “It has become an integral part of our focus.” Allowing consumers full access to a company’s history online has helped alert more people to fraudulent business activity and potential red flags. This year, the BBB of Southern Piedmont will provide information and Reliability Reports on companies to more than 600,000 consumers.
(l to r) Maryanne P. Dailey, Executive Director; Thomas M. Bartholomy, President and CEO; John Blewett, Director of Business Relations BBB Accreditation is an honor—and not every
and honestly in all circumstances.
company is eligible, only those who meet the high level of standards are invited to join. All
Integrity and Performance
accredited businesses agree to live up to the Prin-
In 2007, Bartholomy and his staff received
ciples of Trust of the BBB, a comprehensive set of
14,000 formal complaints, and he proudly boasts
policies, procedures and best practices focused on
that 84 percent were successfully resolved, up
how businesses should treat the public—fairly,
from 76 percent the year before. A main factor in
“We’ve really worked hard to adjust our business plan to focus more on the Internet and making the Web site easily accessible. It has become an integral part of our focus.” ~ Thomas M. Bartholomy President and CEO
Bartholomy also credits the Internet accessibility for the decrease in resolution time, down from
SPECIALISTS IN VOICE NETWORKS FOR 28 YEARS.
39 to 16 days. “The Internet plays an increasingly important role for us,” he comments. “It allows us to reach more people and is necessary for us to efficiently track the amount of traffic we see.” Although the Internet has been a strong communication tool for the BBB, it also generates a great deal of its activity. That is to say, along with the ability to inform and alert millions of people of fraudulent activity, also comes the opportunity to scam millions of people. “Online and e-mail scams are on the rise, and they can be quite difficult to track because of all the complexities involved,” Bartholomy states. “I’ve been in the business for 26 years and the Internet is finding ways to breathe new life back into scams that we never thought we’d see again.” Even for those consumers who aren’t Internet savvy, the BBB finds ways to keep them abreast of important information. They have established a program called Senior Grapevine which works to alert senior citizens about scams that might be targeted to them. “We are doing a lot of outreach with seniors and are often finding that they, too, appreciate the
18
aug ust 2008
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BBB Mid-year 2008 Dirty Half Dozen In the first half of 2008, consumers have filed 7,485 complaints against business in the Southern Piedmont area of North and South Carolina. The businesses that have made the BBB’s Dirty Half Dozen list have the most unanswered complaints for the first half of 2008, earning them the worst possible rating with the Better Business Bureau. 1) 2) 3) 4)
Netwinner LLC (Charlotte, N.C.) Place Settings (Matthews, N.C.) La Bella Sposa (Charlotte, N.C.) Computer City also dba Deals Direct (Charlotte, N.C.) 5) Rolland Elliott Studios (Charlotte, N.C.) 6) Weir Builders (Shelby, N.C.)
6*' %11.'4 9#; 61
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accessibility of the Web site,� he states. The Southern Piedmont office also takes special care in assisting Charlotte’s expanding Latino population. Bartholomy says they offer outreach programs in Spanish designed to promote consumer awareness and knowledge and inform them of the BBB’s resources and assistance. Trusted Ally For a nonprofit organization with no authority over businesses, the BBB’s successful resolution rate speaks volumes to its impact and reputation among the business community, both locally and nationally. “The fact that we can’t force anyone to do anything shows that businesses really care about their standing with us and want to do everything they can to resolve situations swiftly,� Bartholomy says. Although they have a resolution rate of 84 percent, Bartholomy states that many of the remaining cases often end up out of the hands of the BBB. “When we aren’t able to resolve a situation, it is usually because we find that laws are being broken and we need the assistance of a government
;17 &10Âś6 *#8' 61 )1 61 )4'#6 .'0)6*5 61 )1 )4''0
branch,� he comments. “The BBB is able to act not
6*#0-5 61 &+#/10& 524+0)5 174 4'6740#$.'
only as an intermediary between consumers and
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business, but also as a partner to these other organ-
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izations in helping resolve disputes and conflicts.â&#x20AC;? The BBBâ&#x20AC;&#x2122;s high standards are appreciated and respected among the business community and consumers alike. The BBB recently commissioned a survey, conducted by the Gallup Trust and
524+0)5 9#6'4 +0 (#%6 9*'0 +6Âś5 6+/' 61 6#-' 6*'/ 176 1( 5'48+%' 6*';Âś4' 4'%;%.'& &1 ;1745'.( 51/' )11& $; .+(6+0) # ).#55 #0& &1 ;174 2.#0'6 51/' )11& 9+6*176 .+(6+0) # (+0)'4 &+#/10& 524+0)5 6*' %11.'4 9#; 61 )1 )4''0
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underwritten by Visa Inc., to measure consumersâ&#x20AC;&#x2122; level of trust in 15 different types of companies they do business with regularly. The goal for the survey was to understand
(14 /14' +0(14/#6+10 %#.. 14 8+5+6 999 &+#/10&524+0)5%#41.+0#5 %1/
â&#x17E;¤
purs uing a bal ance of busines s and life
a ugus t 2008
19
what consumers believe to be the most
Some warning flags to look out
important drivers of trust, which indus-
for? “Never, in any circumstance,
tries consumers believe are most/least
should you have to put money down
trustworthy, and how to build
for a job, says Bartholomy. “These
resources and tools to advance trust in
‘Work at Home’ scams have been
the marketplace.
around forever but people continue to fall for them.”
The survey found that nearly one in five (18 percent) adult American con-
Lottery scams are also on the rise,
sumers say their trust in businesses that
but Bartholomy says these are easy to
they regularly deal with has decreased
avoid: “Just stop for a second and think, ‘Did I play in this lottery?’ and
in the past 12 months, more than twice
second, ‘Is this too good to be true?’”
as many as those who say their trust has increased
that their role is as an objective intermediary
(8 percent).
between the two. “We don’t take sides; we work to
Bartholomy also warns consumers about any-
find the best solution to the situation so that every-
thing involving cashier’s checks, wiring money or
one is happy,” he says.
requiring them to put money down. As he says,
Further specifics show that a good reputation for honesty and fairness ranks as the most impor-
“It’s easy to get excited by the idea of your financial
tant element in determining a company’s dependability, with reliability coming in second.
Education and Awareness
worries being solved with one letter or one e-mail, but the likelihood of this being a legitimate oppor-
This study provides further evidence of the
This fall, the BBB is launching a new grading
BBB’s importance as a trusted resource to
scale on their Web site that will allow consumers to
businesses and consumers.
easily access a letter grade for businesses. The new
So in the future, when you find yourself
system, which was designed to do some of the
holding the “winning lottery letter,” or one click
investigative legwork for consumers, will simplify
away from applying for that “dream job opportu-
the research process but allow the consumer full
nity,” do yourself a favor and get on the Better
access to a businesses report.
Business Bureau’s Web site and do a little
Dishonesty Never Pays Although the BBB resolves thousands of complaints a year, few bring as much media attention
research. Those few minutes could save you a
as a recent dispute between a group of brides-to-be and La Bella Sposa, a south Charlotte bridal shop. The story made the local and national news, and was even reported on CNN and the Today Show, but Bartholomy and his staff were involved in the debacle first-hand. When the shop announced its closing and subsequent bankruptcy in early June, dozens of brides were left with no dresses and no down payments. Leading up to the closing, the BBB had received 43 complaints from disgruntled customers. “We don’t generally see such involvement from the media, especially on a national level,” says Bartholomy. “But it really helps in raising the awareness and shows people that they need to be
“The idea behind what we are doing is that we can head off a problem before it becomes one. If you have a bad experience or were taken by a company, by your reporting it, we can alert other consumers to be on guard and hopefully prevent it from occurring again.” ~ Thomas M. Bartholomy President and CEO
cautious and need to question things that sound even the slightest bit off.” Although 43 complaints may seem like a lot, in
“The new letter grade system has been tested in
reality it isn’t that large a number, considering
five markets and was very well received,” says
Internet scams often get complaints in the hun-
Bartholomy with excitement. “Companies will
dreds. But, Bartholomy says, it does help raise a
receive a weighted grade—A, B, C, D, or F—based
flag and a sense of skepticism, which sadly, in
on 15 different criteria, such as their complaint and
today’s market, is important.
resolution ratio.”
“The idea behind what we are doing is that we
The BBB does what it can to simplify the
can head off a problem before it becomes one,”
process for consumers but Bartholomy states the
explains Bartholomy. “If you have a bad experience
only way to eliminate these problems is for people
or were taken by a company, by your reporting it,
to become aware themselves and act accordingly.
we can alert other consumers to be on guard and hopefully prevent it from occurring again.” Though a large part of what they do is field complaints from consumers, Bartholomy stresses
20
aug ust 2008
tunity is slim to none.”
“Before you pick a contractor to remodel your house, do your homework,” he says matter of
fortune and a headache. biz
Janet Kropinak is a Charlotte-based freelance writer.
Better Business Bureau of Southern Piedmont, Inc. 13860 Ballantyne Corporate Place, Ste. 225 Charlotte, N.C. 28277 Phone: 704-927-8611; 877-317-7236 Principal: Thomas M. Bartholomy, President and CEO Employees: 19 (Charlotte office) BBB Founded: 1912 (nationally) Branches: 128 offices in the U.S., Canada and Puerto Rico Members: Over 300,000 total; 3,200 in Southern Piedmont branch Consumers Served Annually: Over 600,000 Complaints: 14,000 in 2007; 84 percent successfully resolved Membership Fees: $350 to $5,000 depending on company size Business: Acts as a mutually trusted intermediary between consumers and businesses to resolve disputes, facilitate communication, and provide information on ethical business practices. www.charlotte.bbb.org
factly. “It can save you, and someone else, a lot of trouble on the back end.”
w ww. grea te rc har lottebiz .co m
You Are Invited TO BECOME AN EXCLUSIVE MEMBER OF THE HOOD HARGETT BREAKFAST CLUB IN 2008
HOOD HARGETT BREAKFAST CLUB The Premier Business Development Organization for Success-Minded Charlotte Business Owners.
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CALL JENNIFER SNYDER AT 704.602.9529
Phil Kuttner CEO Little Diversified Architectural Consulting, Inc.
22
aug ust 2008
Skyscraper3d, a team of graphic designers, 3D modelers, Web developers, programmers and interactive solution developers within Little, designs and builds Web-based 3D visualization tools for marketing and promotion, communication, and design visualization. They have created the above to simulate the uptown center of Charlotte in 2011.
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by ellison clary
[bizprofile]
innovative
design LITTLE STRUCTURES AROUND SUSTAINABILITY
T
The four-decade success story of Little Diversified Architectural Consulting, Inc. is blueprinted in its commitment to serving what it purposefully terms “ideal” clients. “For us, an ideal client is somebody who is leading change in their industry and who believes that design is or could be an important part of their competitive edge,” explains Phil Kuttner, chief executive officer of Little.
“We will do anything to please a client, but our definition of that these days is to find ways to help clients improve their performance. That’s what requires innovation.” ~ Phil Kuttner CEO
The firm prides itself on enhancing client
place is anywhere work happens, Kuttner says.
performance by orchestrating the right mix of
Community can be schools or libraries or com-
expertise, creativity and innovation. “At Little, we
munity centers. Kuttner puts Little’s involvement
deliver results far beyond architecture—results
with the NASCAR Hall of Fame in that category.
you wouldn’t expect from an architectural firm.
Retail includes supermarkets, mixed-use market-
We’ll give you measurable outcomes that
places, corporate retail, retail interiors or store
increase traffic, invigorate your people, expand
design and banks.
sales, produce new efficiencies, minimize energy costs, magnify visibility, reduce construction
Building in the Details
expenses, and enhance profitability—just to
Examples of Little’s innovation abound in
name a few. That’s what we mean when we
Charlotte. In the community market, Little has
promise results beyond architecture.”
designed facilities for Charlotte-Mecklenburg
The company’s clients fall in to three broad sectors: workplace, community and retail. Work-
purs uing a bal ance of busines s and life
Schools, as well as for Charlotte Latin School, Providence Day School, Charlotte Catholic
a ugus t 2008
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Blue Restaurant Photo: Peter Brentlinger
Billy Graham Evangelistic Association Photo: Paul Warchol
Home Depot Design Center Photo: Cameron Triggs
Charlotte Latin School Library Photo: Little Diversified
an example: “By having a very thorough under-
architecture as a monument. It’s about architecture
standing of how kids learn today, and the tools
as relationship.”
that are available for teaching and the different methodologies for teaching,” he explains, “we can
Sustaining the Environment
and others. Its higher education settings include
design a learning environment that is more stimu-
and Community
the University of North Carolina at Charlotte,
lating, improves teacher retention and improves
Central Piedmont Community College and John-
student learning and attention spans.”
son & Wales University’s Charlotte campus. And
Little’s attention to their clients needs is
its cultural clients include Discovery Place, the
demonstrated in their design of the South
N.C. Blumenthal Performing Arts Center and
Regional library. To help entice students inside,
NASCAR.
These days, “sustainable” design is a fastgrowing segment for Little. Kuttner calls emphasis on environmentally friendly structures “the most exciting thing that’s happened in my career.” Further, he says, “It pays off.”
Little integrated spaces that encourage small group
“Number one, you remain relevant,” he says.
In the retail marketplace, its projects include
study and display windows that allow people to
“Our objective is to make every project as sustain-
restaurants and bars such as Dean & Deluca,
see and be seen. With a circulation that exceeded
able as we can within the parameters, the budget
Harpers, Firebirds and Blue; retail destinations
that of the main library during its first year, South
and the schedule.”
such as Morrison, Stonecrest and The Home
Regional has become a popular spot for teens to
Depot Design Center; and supermarkets for
gather and study.
Harris Teeter and the Home Economist.
Another example is illustrated by Little’s
And in the workplace market, office buildings
design of the Bank of America Company Store in
and commercial clients include Wachovia, Bank of
Founders Hall which contributed to a 28 percent
America and Billy Graham Evangelical Association.
increase in sales over the prior year.
“It gets a little easier every day,” he adds, “because every day there are new products. Green roofs used to scare people to death. Now there’s 15 different ways to do it.” Little figures to increase its presence dramatically in redesigning existing structures to incor-
“We will do anything to please a client, but our
Ken Lambla, dean of the College of Arts and
porate green features. Kuttner thinks the
definition of that these days is to find ways to help
Architecture at the University of North Carolina at
relatively small segment of green business could
clients improve their performance,” Kuttner says.
Charlotte, endorses Little’s emphasis on design
grow to 50 percent in another decade, especially
“That’s what requires innovation. We are not going
that enhances performance. He’s been close with
since relatively new LEED (Leadership in Energy
to measurably enhance performance without
Little for 24 years.
and Environmental Design) standards apply to
bringing new ideas to the table.”
Such design, Lambla says, “creates an intimate
existing buildings.
So how can a Little design enhance a client’s
relationship between the people who are using the
Little has set a good example at its headquar-
performance? Kuttner illustrates using a school as
building and the building itself. It’s not about
ters, built in 1984 and expanded in 1996.
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aug ust 2008
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Improvements to its digs include the addition of
best part of the Billy Graham Evangelistic Asso-
a facility for First Tee, a golf-based afternoon
mechanical units that operate only during work
ciation’s structure,” says Steve Scholle, senior
program to help children learn, and the design of
hours, the installation of low-flow fixtures in bath-
vice president and general counsel at BGEA. Yet
the area’s first Ronald McDonald House which is
rooms, and printers which automatically default
natural light is abundant inside.
associated with Levine Children’s Hospital.
“Of all of the things Little has accomplished, one of the most rewarding has been the opportunity to impact so many different aspects of the quality of life that make Charlotte such a great place for people to live.”
challenging, so we have to be sure we take
~ Phil Kuttner CEO
this year when we were recognized as the number
“There is a lot about being a big firm that is
to double-sided documents. For Freedom Center on Charlotte’s west side, Little helped client Mecklenburg County renovate the former Freedom Mall into a building for government offices that’s on track for LEED certification. A notable feature is a series of rain gardens that filter water before it leaves the property. It’s sized to show developers what is necessary to handle runoff from a one-acre site. Kuttner takes pride in Little-designed structures that dot the Charlotte-area landscape. He feels these buildings have helped make the Queen City an increasingly vibrant place to live, work, shop, be entertained and more. To that list he
advantage of the good things that our size allows us to do,” Kuttner says. “One of those things is that we can help people get involved in volunteer efforts in almost every corner of the community.” Work-Life Balance A point of pride for Kuttner is the emphasis Little places on work-life balance. “A lot of the decisions we’ve made allow people to gain more control over their time,” he says. “I was thrilled one best place to work among large companies in Charlotte because the recognition was based
adds, “a good place to raise a family.” Specifically, some of the firm’s recent Charlotte
“It gives a feeling of spaciousness and the
projects include Wachovia Main, the redesigned
atmosphere is relaxed,” Scholle says. “It’s very con-
older building adjacent to the bank’s plaza, and
ducive to concentrating on your work.”
primarily on anonymous employee input.” “The Little project spectrum is so diverse that employees can move from one area to another
the Billy Graham Evangelistic Association’s
The people at Little dedicate thousands of
and get wide-ranging experience,” Kuttner says,
(BGEA) headquarters near Charlotte Douglas
hours of volunteer time every year—to schools,
“atypical of many larger architectural firms where
International Airport.
colleges and nonprofit agencies throughout the
people can get pigeon-holed.”
“The way it blends into a woodsy area is the
Charlotte community. Charitable projects include
He believes that flexibility and the
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25
-
When Wachovia began planning for the renovation of the 12-story, 300,000-square-foot Wachovia building originally built in the 1950s, the building systems had reached the end of their useful life, the interiors were dated, and the façade had begun to deteriorate and leak. Little’s design approach focused not only on renovating this “Main” building, but also enhancing the entire Two Wachovia Center complex and the urban condition at the site. The new design addresses existing structure and skin by demolishing back to the structure and floor slabs, moving core elements to the center of the building, adding curtain wall glass on all sides, including the Plaza side, creating a visual connection between the building and plaza as well as addressing the opportunity for day lighting of the interior environments in a meaningful way. The design team created a pedestrian connection to activate the urban environment that is at the heart of Wachovia’s corporate campus. At street level, a new lobby was created for the Main building with prominent portal entries being provided from the lobby, to the plaza and atrium—both heavily-used vibrant public spaces. The lobby was designed to create a “living room” for the corporate campus and be an active space supporting the activities of a culturally diverse city. Within the lobby, seating alcoves are carved out of white marble and in direct contrast to the warmth of the south wall; an articulated wall reminiscent of the modulation of the exterior skin, back lit and aglow. The stainless steel grid over the backlit stone is referential to the building’s new exterior and serves to visually connect the lobby to the architectural skin. Designers approached the exterior skin as an opportunity to bring consistency to the varying architecture of the existing facilities surrounding the plaza. Utilizing a similar materials palette and borrowing design features from the Three Wachovia Center tower, the new façade created a “kinship” between the surrounding buildings while still allowing each to maintain an individual identity.
Wachovia Main Photo: Larry Harwell
employee-friendly environment are why Little’s
Kuttner is happy with how well the firm is per-
Charlotte roots. He smiles as he thinks about the
turnover rate of 11 percent is only half the
forming and about the character of employees
way it’s served clients that fit its “ideal” definition
industry average. Further, the company hires
who fashion that performance.
and what that has meant for the region.
maybe 70 people annually and last year about
“We don’t give up on our long-term strate-
“Of all of the things Little has accomplished,”
eight were re-hires, people who had left Little
gies,” says Kuttner, who in his 15 years as chief
Kuttner adds, “one of the most rewarding has been
and sought to return.
executive has presided over both an economic-
the opportunity to impact so many different
driven downsizing in the early 2000s and sub-
aspects of the quality of life that make Charlotte
sequent recovery.
such a great place for people to live.” biz
Kuttner, 48, calls Bill Little and Ed McMahan mentors and believes others feel the same. Little put his name on the company in the 1960s when
“Our priorities and values stay the same,”
he formed it out of another firm he’d led. He is
he adds. “We get a lot more disciplined. But
still chairman and McMahan, who joined Little
we’re driving innovation and that takes inno-
early on, remains as vice chair. Both are members
vative people. Sometimes when the economy
of Little’s five-person board.
is down, we have opportunities to attract new
Kuttner reports to the board, and collaborates closely with the firm’s 17 other partners. “At a very
talent that we might not otherwise have known about.”
strategic level, these are the people who make sure what we’re doing is relevant, and take us where we want to go,” he says.
More Than Architecture Changing its name from Little & Associates
And what is that destination? “Our goal is to be
a few years ago to the more extended version
among the top five design firms in the world in
including “diversified” demonstrated the com-
every market niche we serve,” Kuttner answers.
pany’s commitment to being much more than
“We think our people deserve to be working on
an architectural firm. It has expertise in inte-
the most important projects to be done.”
rior design, engineering, landscape architec-
The company fashioned two long-range strategic plans in early 2000, one based on a vision for 2010, and the other for 2020. The 2010 plan has served well in tight times.
ture and animation. It also serves as a facilities management consultant. With 200 people in its 68,000-square-foot building off Tyvola Road, the firm is working hard
“It helped us make decisions about what was
to grow its other offices in Los Angeles, Washing-
sacred—what we had to hang onto through thick
ton, D.C., Durham, Orlando, Fla., and Dallas,
and thin,” Kuttner says. “A big part of that was our
Texas. Those units range from seven people to 35.
special services and our regional offices.”
Little’s strongest emphasis is on strengthen-
The 2020 plan includes more emphasis on a
ing its foothold in Los Angeles, Durham and
global presence. It’s about building alliances with
Washington, D.C. The Los Angeles office may
firms in other countries and establishing footholds
open doors for the firm in the entertainment
around the world to serve a broader client base.
industry, for instance, while Durham, next door
“I don’t know what countries we’ll be in,” Kuttner says. “We are very much relationship-
to Research Triangle Park, is developing expertise in research and development facilities.
oriented, so we like to be as close to our
“I envision the day when we might have a
clients as they need us to be.” Internationally
dozen 60-person offices,” Kuttner says. “Obvi-
as well as domestically, Little will remain
ously, that would double the size of the firm.”
client-based, he vows.
26
aug ust 2008
Ellison Clary is a Charlotte-based freelance writer.
Little Diversified Architectural Consulting, Inc. (formerly Little & Associates Architects) 5815 Westpark Drive Charlotte, N.C. 28217 Phone: 704-561-3204 Principals: Bill Little, Chairman; Ed McMahan, Vice Chairman; Phil Kuttner, Chief Executive Officer; John Komisin, President Locations: Charlotte, N.C. (headquarters); Durham, N.C.; Los Angeles, Calif.; Washington, D.C.; Orlando, Fla.; Dallas, Texas Employees: 320 (200 in Charlotte) Net Revenue: $50 million Business: Architecture, engineering, interior architecture, land development services, graphic design, FM strategies (facilities planning and space management consulting), building technology applications and skyscraper digital services (computer animation and Internet application services). Market types include Community (civic, college and university, schools), Retail (stores, restaurants, supermarkets, mixed use/marketplaces, banks, corporate rollout) and Workplace (financial interiors, corporate interiors, office). www.littleonline.com www.skyscraper3d.com
Then his thoughts return to the firm’s
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[bizprofile]
by thom callahan
promoting an image of wellness CHARLOTTE RADIOLOGY IS THE DOCTOR’S DOCTOR
O
On the surface, the work of Dr. Arl Van Moore Jr. in some ways mirrors that of a photographer. During an appointment, images are made. Each will tell a story. And some reveal more than others. But unlike a photographer, Moore’s work literally captures what lies on the inside. A well-established and respected radiolo-
centers in Ballantyne, Matthews, Morrocroft and
gist, Moore is the president of Charlotte Radiol-
Northcross. The group also owns and operates
ogy, a group that has burgeoned from a handful
12 breast centers and the Charlotte Radiology
of radiologists in 1967 to nearly 70 today. In
MRI Center.
addition to offering an MRI scanner dedicated
“We are as far west as Lincolnton, as far east as
solely for breast imaging and biopsy, Charlotte
Laurinburg, as far north as Statesville and have
Radiology offers a host of subspecialties within
breast operations in Rock Hill,” Jensen says.
Dr. Arl Van Moore, Interventional Radiologist with Charlotte Radiology, is discussing a procedure with a patient at Carolinas Medical Center. Interventional Radiologists use complex angiographic equipment like that depicted to perform a wide variety of complex vascular and non-vascular interventional, invasive imaging-guided procedures to both diagnose and/or treat a wide variety of conditions in patients.
since it began 41 years ago, when a few radiolo-
radiology and specifically trained staff to handle
Though Charlotte Radiology has done some
gists practicing at CMC got together and formed
each. Its thrust is to provide quality health care
radio and print advertising, much of their busi-
a business relationship, recalls Moore, who
through its screening and imaging services
ness comes from referring physicians.
trained at Duke University. Moore joined Char-
throughout greater Charlotte.
Some may view a radiologist’s job as simply
lotte Radiology in 1983 and specializes in inter-
“One goal was to make radiology more con-
photographing body parts, taking slide after
venient: to bring services to where our patients
slide and viewing them in a light box, but
“Then (in 1967), only a few radiologists
live and work,” says Mark Jensen, Charlotte
Moore explains, “A radiologist is not just some-
were needed full-time at a hospital, and one
Radiology COO. “By working with hospitals in
one who walks into a room and takes your pic-
radiologist did everything,” Moore asserts.
and around Charlotte and developing an outpa-
ture. He or she is a person involved in the entire
“Now we have dozens and we’re highly sub-
tient radiology strategy with Carolinas Health-
gamut of medical care. Frequently, a radiologist
specialized, what I call approaching hyper-sub-
Care System, we have made our subspecialized
will make the diagnosis before an internist or
specialization.”
imaging services more accessible to patients.”
someone else does because of what they see on
Some of Charlotte Radiology’s subspecial-
the imaging. Some call us the ‘doctor’s doctor.’”
ties include body imaging, diagnostic radiol-
Charlotte Radiology administers 24/7 coverage for more than 10 hospitals, including those in the Carolinas HealthCare System, with which it jointly owns four Carolinas Imaging Service
28
aug ust 2008
ventional radiology and cross-sectional imaging.
ogy, emergency radiology, neuroradiology, A Closer Look Charlotte Radiology has certainly flourished
musculoskeletal, interventional oncology, and pediatric radiology.
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do that in a few seconds with a much higher
Most people know of an MRI (magnetic res-
spacial resolution.”
onance imaging), a PET/CT scan (positron
“There are facets of radiology that didn’t
emission tomography / computed tomography) or an ultrasound, which produces images of soft tissue and organs in the body through the use of sound waves that reflect back and are displayed as a real-time image. The MRI was patented in 1977 and Moore says it has become one of the key tools they use, especially in diagnosing and imaging of the neuro-axis musculoskeletal system and areas within the chest and abdomen. In 1974-75, when the CT scan came out as
“A radiologist is not just someone who walks into a room and takes your picture. It's a person involved in the entire gamut of medical care. Frequently, a radiologist will make the diagnosis before an internist or someone else does because of what they see on the imaging. Some call us the 'doctor's doctor.'”
a single-slice scanner, Moore adds, it took more than 10 minutes to scan a head for eight to nine pictures and in some cases up to four minutes to generate one slice of an image. “Now we can
purs uing a bal ance of busines s and life
~ Dr. Arl Van Moore Jr. President
exist 30 years ago,” furthers Moore, “that’s why it’s become an explosive field, very technologically oriented as you can imagine, with no one person able to do it all anymore.” Moore and his team use improved reading technology to interpret their findings. Much of what Charlotte Radiology reads today is done via computers, computerized workstations and TV monitors. Teleradiology has enabled Charlotte Radiology to transport images electronically next door as easily as they can halfway around the world, Moore remarks. He adds, “We have a large number of hospitals whose imaging data we cover and send
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to one central place. So we don’t
in her breast or a discharge, she
have 13 radiologists sitting in 13
would see her ob-gyn or primary
hospitals, but we are able to trans-
care provider, and that person
port the subspecialty expertise of
would order a diagnostic mam-
several
mogram. But if a woman is
radiologists
to
many
asymptomatic and needs only a
different hospitals.” Additionally, that sophisticated
screening mammography proce-
software typically negates a need
dure to look for undetected cancers at an early stage, she can
for a second read of a screening
schedule her own exam.”
mammogram, for example, because it facilitates
X-ray, Ultrasound and CT Lung Cancer Screen-
any deficiencies by analyzing the breast images.
ing are listed with a brief description of each.
Systemwide, Charlotte Radiology handles
Patients can read how to prepare, what to
more than one million “patient encounters,” cites
Behind the Screens
expect, view a bio and photo of a radiologist,
Moore, adding that that number includes patients
Charlotte Radiology has taken great care to
and be given a cross-reference to other Char-
who have had one or more appointments.
welcome visitors to its Web site as a source of
lotte Radiology facilities offering the same pro-
Bolstering that number is the fact that
information. Given the staggering amount of
cedures. Phone numbers are direct, with one
many people are more aware and vigilant
services Charlotte Radiology offers and the fact
each for the Breast Center, General Imaging and
about screening.
that patients may be dealing with critical med-
Vein and Vascular.
“They’re typically religious about having their
ical issues, it provides for easy navigation. Each
“We try to centralize it,” acknowledges
annual mammograms,” Moore affirms. “A lot of
of the breast and imaging centers offer a map-
Jensen, a CPA who joined Charlotte Radiology
that comes from community education, health
ping segment allowing patients to route their
more than 20 years ago. “If there’s a backlog at
fairs, branding of our own name, women’s maga-
trip to a facility.
one site, it makes it easier for patients to have
zines and reminder cards we send.”
Services and procedures are described. For
an option to go to another one.”
example, for Carolinas Imaging Services the
With the exception of a
procedures of Computed Tomography (CT),
screen mammography, all other exams require a referring
physician’s
order. So, he continues, “If one is symptomatic, having a lump
“One goal was to make radiology more convenient: to bring services to where our patients live and work. By working with hospitals in and around Charlotte and developing an outpatient radiology strategy with Carolinas HealthCare System, we have made our subspecialized imaging services more accessible to patients.” ~ Mark Jenson COO
Because of the nature of their business, Charlotte Radiology’s competition comes from other radiology practices, of course, but also from referring doctors who may elect to put equipment in their own offices. Jensen rues the latter, pointing out, “Just having the equipment is not the equivalent of having the same degree of training that a radiologist goes through.” In April, the North Carolina Radiological Society bestowed its highest honor, the Silver
(l to r) Dr. Arl Van Moore Jr. President Mark D. Jenson COO Charlotte Radiology, P.A.
Medal Award, on Moore, who weighs in on Jensen’s statement. Moore has met with Congress and others outside and within the medical realm to emphasize the importance of having welltrained radiologists to perform exam-specific medical imaging.
30
aug ust 2008
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“My concern is that there may be individuals who would want to perform imaging studies
opposed to the telephone dial-up, which takes considerably longer to download files.
and may not have the same qualifications,”
“Today, everyone wants more, ‘I want that
says Moore. “After medical school, we go
thing to pop up and be able to access the prior
through four years of residency, and one or
film, split the screen and look at it now,’”
two years of fellowship in order to learn how
Moore observes. “You need to have the tech-
to do that subspecialty, whereas other
nology to deliver that, the speed, the charac-
physicians may not.”
teristics and complexity, the manipulation of
“We want to be the best in the area, the Southeast. We pride ourselves on working very hard to stay on the cutting edge and be a leader in imaging services.” ~ Dr. Arl Van Moore Jr., President
it—in real time.” The Price for Progress The technological advances such as with the
Charlotte Radiology accepts 25-plus insurance plans. And as many know, the terms of
“From our couriers and transcriptionists to
insurance policies in general can
our technologists and radiologists, we have a
MRI and CT scan, though
begat
talented group of individuals who understand
cial, come at a pre-
billing headaches and in
the importance of quality and patient satisfac-
mium. “Technology
turn delay payment.
tion. That commitment has carried over into
is a great tool but not
“There is a lot of
our internal work philosophies as well,”
an inexpensive one,”
complexity in all of
acknowledges Jensen.
these areas of sub-
“We want to be the best in the area, the
specialization,”
Southeast,” Moore says. “We pride ourselves on
Moore concedes. “It
be
undoubtedly benefi-
bewildering,
“With all of Char-
says Jensen.
ologists, its breast
depends on the nature
working very hard to stay on the cutting edge and be a leader in imaging services.” biz
and imaging centers
of the exam, the disease
Thom Callahan is a Charlotte-based freelance writer.
and the Dilworth
process you’re trying to
lotte Radiology’s radi-
corporate
evaluate.”
office,
that’s a wealth of
Hampering fur-
equipment. You’re
ther the intricacies
talking about sub-
of billing and pay-
stantial investments
ing for those subspecializations
in capital infrastruc-
other
ture,” says Moore. He
factors,
are and
Jensen cites a growing
likens radiological equip-
problem.
ment to that of a laptop
“There’s
computer; its shelf life is rela-
a
significant
amount of uninsured or under-
tively short before a new
insured individuals,” he says. “So
model arrives.
our ability to get paid is obviously
CT scans 10 years ago, Moore adds, comprised up to 10 pictures; “Today these exam-
going to be more challenged.” Consequently,
inations can have more than 1,000 pictures and
Jensen adds, it’s becoming harder to manage
have more data embedded.”
the lack of or decline in reimbursement, given
And those images, as with most medical
the rising operating expense environment.
records, not only need to be stored and deliv-
Challenges aside, the group has achieved
ered in a timely manner, but along the way may
some impressive accolades along the way.
encounter impediments such as compatibility
Moore, who is an interventional radiology CAQ
issues when interfacing with other software in
(Certificate of Added Qualification) examiner
the transfer of these images.
for the American Board of Radiology and a clin-
As with the 1,000-picture CT scan, the file
ical assistant professor at Duke University Med-
sizes are obviously much larger. And a physi-
ical Center Department of Radiology, was rated
cian may want the data embedded in a patient’s
by RT Image magazine as the country’s Fourth
electronic health record.
Most Powerful Person in Radiology.
Depending on the platform one uses, say, a
And just last year, Charlotte Radiology was
PC or a Mac, the two don’t always play well
ranked by a local business publication as the
together. Or, as Jensen points out, another
Eighth Best Place to Work.
glitch may be that one may use a quicker highspeed Internet connection to open an e-mail as
Charlotte Radiology, P.A. 1701 East Boulevard Charlotte, NC 28203 Phone: 704-334-7800 Principals: Dr. Arl Van Moore Jr., M.D., FACR, FSIR, FAHA, President; Mark D. Jensen, Chief Operating Officer Established: 1967 Locations: 12 Breast Centers, 11 Hospitals, 4 Imaging Centers jointly owned with Carolinas HealthCare System Employees: Approximately 350 Awards: 2007 Best Places to Work in Charlotte Business Journal, Top Doctors in Charlotte Magazine, RBMA Quest Awards for marketing excellence. Dr. Moore was awarded the Silver Medal Award from the North Carolina Radiological Society, and ranked by RT Image magazine as the fourth most powerful person in radiology in the country. Business: One of the largest and most progressive radiology groups in the Southeast. The practice consists of more than 65 board certified radiologists with training in a range of specialties, including body imaging, diagnostic, emergency, interventional, mammography, musculoskeletal, neuroradiology, nuclear medicine and pediatric radiology. www.charlotteradiology.com
Jensen credits that to Charlotte Radiology’s staff, “an amazing team.”
purs uing a bal ance of busines s and life
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31
(l to r) Thomas R. Lawing Jr. President Thomas R. Lawing Sr. Founder Robert W. Lawing Senior Vice President T.R. Lawing Realty, Inc.
32
aug ust 2008
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by carol gifford
[bizprofile]
Residential Rental Specialists FAMILY-OWNED T.R. LAWING DOES IT ONE HOME AT A TIME
L
Linking family and business is not easy, but one native Charlotte family business recently celebrated its 50th anniversary. T.R. Lawing Realty, Inc., a local property management company, is continuing its impressive growth serving both residents and property owners in the highly competitive real estate sector. T.R. Lawing Sr. began his fledgling company in 1957 in uptown Charlotte. His sons,Tommy and Bob, joined the business in 1971 and 1974, respectively, and have built it into one of the Carolinas’ largest property management companies. Today, the company manages primarily single-family rental homes, condominiums, apartments and homeowner associations with a staff of 45 employees and two offices located in uptown Charlotte and Huntersville. A subsidiary company, Executive Home Management, is located in South Charlotte. T. R. Lawing Sr. retired in 1995.
Strong Foundation
relationships. The owners’ knowledge of and personal connection to the
While the current economic slowdown has adversely impacted home
community gives T.R. Lawing Realty a historical perspective frequently
sales, it has not had a similar effect on the property management business. T.R.
lacking in small- to medium-sized companies, especially in an area full of
Lawing Realty is thriving in today’s economy with its property management
transplants and newcomers.
focus on middle- and upper-income, executive homes.
Prominently displayed in the office lobby is a picture of their family
“Business is healthy these days,” says Tommy Lawing. “There doesn’t
church, Hawthorne Lane United Methodist, where five generations of
have to be much upward change in
Lawings have worshipped. Tommy and Bob were active in Scouting, where
While the current economic slowdown has adversely impacted home sales, it has not had a similar effect on the property management business. T.R. Lawing Realty is thriving in today’s economy with its property management focus on middle- and upper-income, executive homes. mortgage interest rates to push
Tommy served as the chair of the Mecklenburg County Council Eagle
a few more people into rental
Scout Service Project Review Board for many years. Both are longstanding
housing.” The company has also benefited from its strong family ties and longstanding community
purs uing a bal ance of busines s and life
members of their Optimist and Rotary Clubs. Bob just finished a term as board president for Aldersgate, the former Methodist Home for the Elderly, a facility their grandfather helped found in 1948. If Bob looks familiar, it may be from his work around town—or
a ugus t 2008
➤
33
because he’s often on television. During the
the company duties. Tommy supervises everything
late summer and fall, Bob works weekends
“inside” the company walls such as accounting,
as a referee for the National Football League.
marketing, IT and human resources; while Bob is
It’s his 12th year with the NFL, but he’s been
in charge of the “outside” areas including vacancy
an official for 33 years, officiating in every-
inspections, maintenance and supervision of eight
thing from Pop Warner to the Southern
property managers.
Conference and the ACC. Bob is Back Judge #17 working games throughout the country
Building Equity and Relationships “We get to work with some wonderful resi-
for the NFL. T.R. Lawing Sr. started the business man-
dents,” says Bob Lawing. “Many could afford to
aging one large multi-unit apartment
buy a house but, for a variety of reasons, have cho-
building for a friend, the former Laureldale
sen to rent. For instance, they might have moved
Apartments. For 20 years the company man-
to Charlotte and aren’t sure yet geographically
aged other large multi-unit complexes. By
where they want to live. They might be from an
the 1970s, the investment market changed
area where they haven’t yet been able to sell their
and created new opportunities in commer-
house and, thus, don’t have their equity from it. Or,
cial real estate and the management of many
they’re not sure how long they’ll be here and don’t
apartment projects.
want to buy anything right now.”
“By the early 1980s, few Realtors were
Resident Winnie Moyer has known the Lawing
interested in managing single-family
brothers for years. When she sold her house
homes,” says Tommy Lawing. T.R. Lawing
quickly and needed a place to stay until the family’s
Realty had just moved from its early loca-
new house, currently under construction, was fin-
tion at Tryon and First Street to its current
ished, she turned to T.R. Lawing Realty.
location on E. Seventh Street in Elizabeth
“I called Tommy Jr. and explained my situa-
and was looking for new challenges and
tion,” says Moyer. “Within two days, he found a
growth opportunities.
nice condo that we were able to rent with a short-
“People wanted us to enter the singlefamily home business, and it evolved from
term lease and prorate it as we needed to until the new house is ready.”
there,” says Tommy Lawing. “Growing a
Major components of any property manage-
property management company is a slow,
ment company are information, accounting and
methodical process. I like to compare us to
back office functions. Tommy Lawing handles the
the tortoise and the hare; we’re like the
technical side of the business and spearheaded the
tortoise. We picked up one house at a time
computerization of its operations. “We began with
for decades before reaching our current
software written for large, apartment management
inventory of 2,500 properties.”
companies and customized it to fit our scattered
In a business that consists mainly of
single-family portfolio.”
residents on one hand and landlords or
“Instead of preparing multiple statements for
investors on the other, the two brothers who
the owners of a few 300-unit apartment com-
both graduated from North Carolina State
plexes, we prepare 1,500 statements for 1,500
University with degrees in economics, split
owners of 2,500 houses, condos and small
Growing a property management company is a slow, methodical process. I like to compare us to the tortoise and the hare; we’re like the tortoise. We picked up one house at a time for decades before reaching our current inventory of 2,500 properties.” ~ Thomas R. Lawing, Jr. President
34
aug ust 2008
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and he appreciates their caring attitude.
apartments every month,” says Tommy. “All our
“Every owner is assigned an individual,
systems and procedures are designed to serve indi-
licensed property manager who is also an active
“They spend my money on repairs like it was
vidual owners of one, two or three units scattered
Realtor and will personally work with him or her
their own,” says Silverstein. “They are genuinely
throughout the Charlotte region.”
for many years,” explains Bob Lawing. “We work
concerned when your property is vacant.” Owner Joan Zimmerman agrees.
“For instance, a property manager can enter an
hard to reduce the owner’s risk and liability with
address into the system and find everything about
credit, criminal, sexual predator and rental back-
“We give them carte blanche to handle all
that property—its residents, rental history, pay-
ground checks on every applicant to make sure we
repairs and requests on our behalf without calling
ment history and often, its maintenance records for
recommend a resident that is a reasonable risk.”
for permission,” she explains. “We know they will be honest, get the work done in a quality fashion
the past 10 years.” He also directed the development of the company’s Web site where their entire vacancy inventory is available. “Whatever you want to know about the property is right there—a photo, rental price, directions, neighborhood, schools, maps, etc.,” said Tommy Lawing. “You can even fill out a rental application online or pay your rent electronically.” The Web site was also the first Realtor site in the Carolinas to be PDA-friendly, “helping potential residents find information about a house when
They do everything from A to Z. They interview potential tenants, check backgrounds and credit and make sure the properties are in impeccable move-in condition. They do a superb job of finding good, reliable people who will respect their new homes.”
as quickly as possible and, most importantly, keep
~ Joan H. Zimmerman T.R. Lawing Realty Customer
are critical to managing the process, especially
they are literally standing in its front yard,” says Tommy Lawing.
the residents happy.” The company works closely with local Realtors including broker Leigh Brown who has several properties managed by T.R. Lawing. “They’re the best management company in town,” says Brown, who owns four properties, located in Harrisburg and Indian Trail that are currently managed by T.R. Lawing. She will soon add another. “Property management is a high headache, low margin business and their systems when it comes to delinquencies and repairs.” “Our company began because our Dad’s friends
Nice homes are an integral piece of T. R. Lawing Realty’s residential property management busi-
He says most residents sign a 12-month lease
trusted him with their properties,” says Tommy
ness with many units in the $1,200 to $4,000+ a
and can then continue longer or on a month-to-
Lawing. “It grew because other friends shared their
month range. “These include many of the top
month lease. The average length of time that a res-
advice and confidence with us, while other great
neighborhoods in the Charlotte region from Wax-
ident stays with the company is 18 to 24 months.
team players from the region joined our firm.”
haw to SouthPark to Lake Norman to Cabarrus
“Many of our clients re-rent their units multiple
County and back to Uptown,” says Bob Lawing.
times for 10 to 20 years,” comments Tommy.
“No one event creates or sustains a company but because our parents and grandparents were
Joan H. Zimmerman has a 20-year history
“One of the hardest things any property man-
involved in Charlotte’s churches, PTAs, civic clubs
with the company and calls the property managers
ager does is to say no,” adds Tommy Lawing. “For
and charities, their daily lives revolved around a
“true professionals.”
instance, we might see an applicant who, because
network of friends who were also their business
of bad luck, is not creditworthy and we’re not able
associates,” Tommy continues. “In many ways,
to accept them.”
we’ve succeeded simply because we’ve tried to
“They do everything from A to Z,” says Zimmerman, who says the company manages several properties for her. “They interview potential
“The company has done well in its manage-
tenants, check backgrounds and credit and make
ment services and residents are often repeat
sure the properties are in impeccable move-in
customers,” Bob says. “One of the best compli-
condition. They do a superb job of finding good,
ments we receive is when someone calls and
reliable people who will respect their new homes.”
asks us to manage his house because he first knew us as a tenant.”
Diversifying the Portfolio
One sometimes dicey problem is dealing with
Bob Lawing says many people now want to
emergencies. T.R. Lawing Realty asks each
include real estate to diversify their personal wealth
owner/client to give it authority to make specified
portfolios. “About half of our new accounts are
emergency decisions up to a certain dollar amount.
from out-of-town investors buying rentals in the
Each property has its own individual manager so
Charlotte area,” says Bob Lawing. As early as 1998,
owners can get in touch with him or her 24/7, and
the company began to see several investors, espe-
residents always have around-the-clock assistance
cially from the West Coast, who would purchase
in case of emergencies. Because the company has
properties sight unseen, and then look for a com-
contacts with many local contractors, it can deal
pany to manage those properties.
more quickly with routine or emergency mainte-
T.R. Lawing Realty stands ready to provide
nance issues than most individual owners can.
complete property management services “as if you
Gary Silverstein has used T.R. Lawing Realty for
left the country and we handle everything 24/7,”
more than 25 years to manage his properties and
says Tommy Lawing.
says he is “more than pleased” with the company
purs uing a bal ance of busines s and life
follow their examples.” biz
Carol Gifford is a Charlotte-based freelance writer.
T.R. Lawing Realty, Inc. 1445 E. Seventh St. Charlotte, N.C. 28204-2477 Phone: 704-414-2000; 888-618-4833 Principals: Thomas R. Lawing Sr., Founder; Thomas R. Lawing, Jr., President; Robert W. Lawing, Senior Vice President Established: 1957 Employees: 45 Property Inventory: Over 2,500 homes Business: Family-owned, full-service property management company specializing in single-family homes, condominiums, apartments and homeowner associations. www.trlawing.com
a ugus t 2008
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aug ust 2008
The Charlotte Region: The View from Another Perspective
Amidst all the construction cranes in uptown Charlotte, here is one view that shows the beginnings of the 52-story Wachovia Corporate Center, the focal point of the new mixed-use Wachovia Cultural Campus which will include a 42-story condominium tower, art museums, and a 1200-seat performing arts theater. The two towers, along with a nine-story building annex, sit atop an eightstory parking structure that extends 95 feet below street level.
Further back in the photos the NASCAR Hall of Fame is underway, and to the right in the lower photo the I-277/Caldwell Interchange Project (NASCAR Hall of Fame Road Improvements) shows progress, reconstructing several ramps on I-277 and modifying Stonewall, Caldwell and Brevard Streets along with Martin Luther King Boulevard. When completed, the area in and around the interchange will be pedestrian and bicycle friendly.
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Hank Hankins, partner of Parker Poe Adams & Bernstein LLP, has been selected as a fellow of the American Bar Foundation. John B. Taylor has joined the Charlotte office of Nexsen Pruet as senior counsel practicing in the firm’s construction group. Construction & Design ADW Architects, P.A. has promoted Steve Wallace to an associate in the firm. ColeJenest & Stone, P.A. has promoted Jonathan Crowder to director of landscape architecture and Robert Baysden to director of engineering. Jason H. Jones, AIA, has
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first director of the University’s North Carolina Complex Systems Institute.
Architectural Interiors & Exteriors Advertising Industrial Corporate Editorial
Ronald L. Carter, Ph.D., has begun his tenure as the 13th president of Johnson C. Smith University. Jayaraman Raja, chair of
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Affairs.
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Bill Nichols has been appointed the new vice president for campus planning and services at Queens University of Charlotte. Krista Tillman
Krista Tillman
has joined the University as dean of the Hayworth College for Evening Undergraduate Programs. Dr. Judith Diamond has been named dean of graduate admissions and student services.
Judy Diamond
Johnson & Wales University (Charlotte campus) has named Nelia Van Goor as its director of development and alumni relations. Nelia Van Goor
C. Lee Norris has been
Member FDIC
named director of information technology at Pfeiffer University. Dr. Michael Thompson has been named an honorary professor of history at Shanxi University, located in Taiyuan, China. Davidson College has named Benjamin K.
Matthews 704.814.1200 Cornelius/Lake Norman 704.987.9990 SouthPark 704.442.5900 Uptown Charlotte 704.945.6565
Roe general manager of WDAV. Phil Kirk, vice president for external relations at Catawba College, has been named the sixth chair of the Public School Forum of North Carolina. Lance Redfield has joined Bankston Partners as an executive recruiter. Engineering Mulkey Engineers & Consultants has
40
augus t 2 008
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[ontop] been named as one of the top 500 design firms in the country by Engineering NewsRecord. Candice Crago, a project manager, has been selected to serve on the American Society of Highway Engineers National Board. The company has also added Ted Sanchez, PE, as the Charlotte land development group manager. Finance & Insurance Watson Insurance Agency President Thomas Craig Watson Jr. has been named a 2008 Travelers Agent
Thomas Watson
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Consolidated Planning, Inc. / Southeast Agency has been awarded The Guardian’s President’s Cup for 2007. Bank of Granite has promoted Mary L. Antal to loan services manager and Joy Coffey to Watauga market executive. The bank has acquired Mary Antal
Timothy P. Turner as vice president and portfolio management officer and Reginald B. Gaither as assistant vice president and commercial loan officer. Julie B. Justice has
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pany has promoted Daniel P. Whitley, CPA, to senior Timothy Turner
client service provider in their Charlotte office. Sherpa’s Bryan Howlin has been promoted to group manager for all project solutions business lines and named
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to the executive team. PricewaterhouseCoopers
LLP has added William Paul Griggs Jr., Debra N. Skorupka, and Robert B. Taylor as partners in its Charlotte office. Elliott Davis, LLC has
Bryan Howlin
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[ontop] admitted Richard Battle, CPA, to the firm’s shareholder group. Michael Baker has joined Grant Thornton LLP as a partner in the Carolinas tax practice.
Michael Baker
RSM McGladrey has added Lendy Pridgen to its New Bern office as a manager of health care consulting. The JJ Wade Agency’s Garrett Droege has been certi-
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Leadership Team was recently recognized as 4404-A Stuart Andrew Blvd. Phone: 704.523.3333 Fax: 704.525.1506 www.carolinas.sharp-sbs.com
Green Government Leader of the Year by the Charlotte Business Journal. Mecklenburg County Manager Harry R. Jones Sr. has been presented with the Urban League of the Central Carolinas’ Whitney M. Young Jr. Award. Tyrone C. Wade has been named new deputy county attorney for Mecklenburg County. The Mecklenburg Board of County Commissioners has appointed Mary E. Wilson the new Department of Social Services director. Health Care The marketing and human resources team for Charlotte Radiology has been honored with three Aster Awards. Felmont Eaves, M.D., of Charlotte Plastic Surgery, has been appointed to vice president of the American Society for Aesthetic Plastic Surgery. Crystal Katz, M.D., and John Murphy Jr., M.D., have joined the physicians of Southeast Anesthesiology Consultants. Jeannette Anselmo has
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Retail & Sports & Entertainment Stonebridge Golf Club has earned recognition as one of North Carolina’s Top 100 Golf Courses.
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Technology Horizon Lines, Inc.’s technology division, Horizon Logistics, has been named a 2008
Our Philosophy We believe we are rewarded only to the extent that we add value to those we are privileged to serve. At Daniel, Ratliff & Company, we are here to serve you, to help your business achieve its goals. We do so by learning your business and the challenges you face, then working with you to guide you toward success.
Top 100 Logistics IT Provider by Inbound Logistics magazine. Peak 10 has appointed Jeremiah Dooley as its director of engineering, managed services. Glenn Hays has joined ATCOM Busi-
“As a small business competing against Fortune 1,000 companies we know that looking out for the best interest of our clients sets us apart. With Daniel, Ratliff & Company, I always feel like they are looking out for my best interest. That gives me peace of mind and allows me to focus on our most important asset – our clients”
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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.
purs uing a bal ance of busines s and life
At the lake:
Uptown office:
Daniel, Ratliff & Company 107 Kilson Dr., Ste. 205, Mooresville, NC 28117
Daniel, Ratliff & Company 301 S. McDowell St., Ste. 502, Charlotte, NC 28204
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24 Years In Business
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