Greater Charlotte Biz 2008.11 by CLT.biz & Charlotte Biz & Greater Charlotte Biz

Patterson Pope

•

CPCC Applied Forensics

•

Onxley Architecture

•

Falcon Metal Corporation

november 2008

Who

YOU

Gonna Call ?

Luquire’s Made LGA the Go-To Firm 5601 77 Center Dr., Ste. 250, Charlotte, N.C. 28217

CHANGE SERVICE REQUESTED

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

Steven W. Luquire CEO Peggy Brookhouse President Luquire George Andrews

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Luquire George Andrews Steve Luquire’s team has become the go-to firm for so many prominent Charlotte brands. From the Charlotte USA branding campaign to the PR rollout of the First Charter-Fifth Third merger to the launch of a UNC Charlotte football team, LGA’s the firm you’re gonna call. The firm’s secret to success is building the company’s character and trust with its clients.

Patterson Pope Patterson Pope focuses on listening to their customers and using what they learn to make their lives organized and simple. Smart design, flawless execution and great service are how they make space and stuff simple.

CPCC Applied Forensics Readers may have seen the CSI programs so popular on prime time. Off screen, like methods of investigative work are being played out in real life with state-of-the-art equipment at the American Academy of Applied Forensics at CPCC.

Onxley Architecture Stephen Onxley has designed everything from churches to restaurants, residences to hotels, all with good results for the client, giving the 30year veteran experience in managing a variety of projects, through all phases of design and construction.

nove mbe r 2008

departments publisher’spost

bizplanning Tactical Planning for Economic Change

employersbiz Legislative and Regulatory Highlights for Area Employers

bizXperts Smart Salvos, Select Strategies and Succinct Solutions

communitybiz 2008 North Carolina Business Hall of Fame

biznetwork

ontop

on the cover:

•

CPCC Applied Forensics

•

Onxley Architecture

•

Falcon Metal Corporation

november 2008

Steve W. Luquire CEO Peggy Brookhouse President Luquire George Andrews

YOU

Falcon Metal Corporation President Don Nowak describes their business model as an amalgam of lean manufacturing and open-book management, which allows them to focus on developing supply systems that help reduce the Total Procurement Cost for their customers.

Patterson Pope

Who

in this issue

Gonna Call ?

Luquire’s Made LGA the Go-To Firm

Photography by Wayne Morris

Steven W. Luquire CEO Peggy Brookhouse President Luquire George Andrews

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[publisher’spost]

Counting Our Blessings!

November 2008 Volume 9 • Issue 11

There is no doubt that these are turbulent times. Over the last nine years, our business community has been assaulted by the impact of many changes and events that have shocked and threatened our livelihood and our existence. Together, we have survived the end of the dot-com and telecom eras, the elections in 2000 and 2004, the overexuberance of the stock markets, the terrorist attacks of Sept. 11, the demise of corporate ethics with Enron and WorldCom, the extended Iraqi War, and even the closures of tobacco, textile and furniture manufacturers that were once the lifeblood of the Carolinas. In the last year, our community has been rocked by the changing nature of the residential housing market as well as the challenges facing our two big banks, the freezing of the credit markets, the substantial decline of the stock market, and the year-long campaigns for President bandying about conflicting policy recommendations. The only thing certain, it seems, is that change happens. In the midst of all that changes, we seek to take care of our families, our employees, our businesses and our communities. We cannot dig a hole and crawl in to avoid these changes. We cannot stick our heads in the sand and hope that the changes move on past. We cannot close our eyes and ignore change. We must keep our heads up. Stay visible. We must be watchful. We must be wary. But most of all, we must work hard in support of our customers and our staffs. We must look for opportunities and focus on progress. When times are tough, we can take it day by day. We must work to be who we can be. We must do what we say we will do. We must use what we have available to us. And by all means, we must exude gratitude. We will not succeed without others. Ever since we launched Greater Charlotte Biz magazine in January 2000, we have published every month for nine years. In over 100 issues, we have written well over 500 biz profiles about our region’s business executives and the businesses they operate. Our mission has remained the same: We exist to help business people learn about each other and the abundant business resources supporting area enterprises. We are so proud to serve this business community and to be helpful to its growth and development. To be successful, any publication needs two ingredients, good readers and good advertisers. We are fortunate to have both. We work hard to provide you with a valuable publication each month that serves your business needs and ambitions. We are so grateful to you for your stories and for your advertising. We are also grateful for our writers, photographers, editors, designers, account executives, printers and the postal service for making possible each and every issue. We promise to continue to serve this business community to the best of our ability so that we can all be more successful and grow despite whatever changes may be in store. We will do all we can to support your growth and expansion. We are in this community together. Happy Thanksgiving! biz

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

Contributing Writers Thom Callahan Ellison Clary Casey Jacobus Janet Kropinak Contributing Photographers 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. Greater Charlotte Biz (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 Greater Charlotte Biz, 5601 77 Center Dr., Ste. 250, Charlotte, NC 28217-0737.

nove mbe r 2008

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Tactical Planning for Economic Change

[bizplanning]

proactive planning in a time of crisis

We have not seen times like these during our lives. Who thought their business would be around longer than Wachovia or Lehman Brothers? Who thought banks and insurance companies would need government intervention? Who thought there would be a global financial crisis? How does it affect you? What do you need to do?? Now is the time to plan strategically for what the future will bring. To achieve your business, professional and personal goals, it is more critical than ever to be proactive in seeking advice from, and in implementing your strategic plans through, your trusted advisors—your lawyers, your accountants, your financial and insurance advisors, and your business consultants. Your trusted advisors can be more valuable than ever if, instead of being engaged only reactively, they are engaged proactively to assess your respective business, professional and personal situations; identify and pursue opportunity; take action to minimize risk; and protect your interests—whether with customers, lenders, borrowers, employers, employees, taxing authorities or other governmental authorities. Your trusted advisors should be consulted to help you define and refine your goals and to develop an action plan to achieve them—especially given present economic difficulties—as well as to help you guard what is most valuable to you. Here are some critical areas that every business owner, manager and executive should be focusing on during these turbulent times. Finance/Insurance - Your financial and credit relationships are more important than ever to ensure funding for your business and investments and to avoid and address financial and credit problems. With the changing banking and insurance landscape, now is the time to evaluate your banking and lending relationships and determine changes you should make for the protection and growth of your business and personal assets. Credit - Your credit policies for your customers must be reviewed. If you are providing better terms of credit to your customers than their banks are, your credit and collections will suffer. As banks tighten their credit policies, you must be aware of the credit you give to your customers - who uses it well and who abuses it. And, you have to be prepared to act to collect your accounts, including in bankruptcy proceedings. Claims/Litigation - Potential claims and litigation are more important than ever to address early to insure that disputes and claims are handled proactively so that you maximize what you get and minimize what you pay. Asset Protection - Asset protection is more important than ever. The earlier you act, the more effective these methods can be. Wealth Management - Wealth management and estate planning must be addressed to ensure that the disposition of your assets during life and after death happens how you want and is tax efficient. The silver lining in the present cloud of lost value in securities, real estate, operating company and other assets is that you can now transfer these assets at greatly reduced values for tremendous tax savings. Don’t wait until the market has recovered!

purs uing a bal ance of busines s and life

Succession Planning - Succession planning for your business is critical to maximize its value and your flexibility to determine whether to sell or keep your business and to minimize the tax impact of any action. Acting early maximizes tax savings and helps ensure a successful plan. Acquisitions - Strategic acquisitions remain possible with creative effort, and are more likely to be accomplished at favorable prices. Necessary sales and other dispositions can still be accomplished with creativity and can potentially yield the seller more than the current market might bear through tax efficient design and earnout provisions. Contracts - Your contracts are critical and must be examined so that your expectations are met and your business interests are protected. Managing your contractual relationships is vital as contract claims and disputes inevitably increase during times of economic stress. Employment - Employment obligations and rights, whether as employer or employee, are important to manage proactively to make certain your agreements, non-competition covenants, other policies and termination practices actually work and to be sure you comply with new and existing laws. Family Matters - Family matters can unfortunately become more important than ever to address proactively and effectively as economic stress and personal stress in relationships increases. This can be accomplished through well implemented premarital, postmarital, domestic partner, separation, alimony and child support agreements that take everything that can affect your business and your life into account. You are not alone. You do not have to do it all, and you do not have to figure it out by yourself. You have trusted advisors who are concerned about you and that can share their experiences so that you can get to your goals quicker and more efficiently than if you take that burden yourself. Giving these matters consideration now should give you a leg up on the competition and help you feel proactive in addressing the health of your business and your general welfare during these especially stressful economic times. John Northey, Robert Norris and Gary Smith (l to r) Smith, Norris, Northey are attorneys with Wishart, Norris, Henninger & Pittman, P.A., a law firm with offices in Charlotte and Burlington serving the needs of business and business owners. Complimentary initial consultation about these or other matters. Contact them at 704-364-0010 or visit www.wnhplaw.com. biz

november 2008

[employersbiz]

Legislative and Regulatory Highlights for Area Employers

SEVEN

PRINCIPLES FOR KEEPING YOUR EMPLOYEE HANDBOOK OUT OF COURT

Can your employee handbook be used against you in court? Does it give your employees rights that you never intended? You need to be careful about what you put in your employee handbook because every word can be used against you, according to Paul Salvatore and Allan H. Weitzman of Proskauer Rose LLP. They recommend following seven principles when creating an employee manual. • •• • • • 1. Make sure your handbook is not an employment contract. Don’t stop with only disclaimers in your manual. Inform employees that the policies and procedures contained in the handbook are not intended to create a contract. Distribute the manual and make sure your employees sign a receipt acknowledging that they received a copy. And reserve the right to modify or change those policies and procedures at any time. • • •• •• 2. Plainly state your rules, regulations and procedures. What is your attendance policy? How often do you conduct performance appraisals? Are there any restrictions on the use of e-mail? Clearly stating your procedures and rules, and then making sure they are consistently followed, helps ensure that employees understand what is expected of them. • • •• •• 3. Describe policies intended to assist employees. Describing policies that are designed to help employees allows your handbook to function as an internal public relations system. Describe your employee assistance program. Explain your family and medical leave policy and your pregnancy, disability and child care leaves. This shows your employees that you understand the laws and rules and intend to follow them. • • •• •• 4. Communicate your commitment to equal opportunity. Your handbook should include equal employment opportunity policy. Courts will look for this if you are sued for discrimination. Also include an anti-harassment policy. Define harassing behavior and give examples. Clarify supervisory responsibility and clearly set forth your internal complaint procedure. Designate more than one person who can receive complaints. What are your organization’s investigation obligations? Do you have a no-retaliation provision? These all should be clearly addressed in your manual.

• • •• •• 5. Set termination guidelines. Include required notifications, severance pay policies and any grievance or complaint procedures and alternative dispute resolution procedures. Also consider tying severance pay to the requirement that employees execute the release acknowledging they received the handbook. This may help ensure that employees sign and return that acknowledgement. • • •• •• 6. Develop technology policies. The informality of communicating by e-mail makes an e-mail policy a necessity. Employees should clearly understand that there is no expectation of privacy in company equipment or in their electronic communications. Reserve the right to monitor e-mail and make sure that employees realize that all communications are“discoverable”and can be used in any legal proceedings. In addition, with the growing popularity of instant messaging in the workplace, consider a policy governing this form of communication as well. Although instant messages cannot be recorded electronically, employees, and especially managers and supervisors, should remember that they can be printed off when they appear on the screen. You may want to consider banning the use of instant messages or adopting a policy similar to your e-mail policy. • • •• •• 7. Include state and local legal requirements. Although keeping up with federal laws may seem like challenge enough, don’t forget that state laws also are important. Not only can state laws provide more generous benefits and protections than federal laws, they can also affect many of your policies. For example, state laws may govern your jury duty leave and workplace smoking policies. It is important to incorporate these, and other state and local legal requirements, into your employee handbook. If written properly, your handbook shouldn’t contain any information to be used against you. (CCH Online) The Employers Association provides comprehensive human resources and training services to a membership of over 850 companies in the greater Charlotte region. For more information, please call Laura Hampton at 704-522-8011 or visit www.employersassoc.com.

What Are The Most Important Drivers Of Employee Job Satisfaction? A recent survey for the Society for Human Resource Management collected job satisfaction information from 601 randomly selected employees who work part or full time. Listed below are the elements most often rated “very important” by surveyed employees. 1. Relationship with their immediate supervisor—rated “very important” by 68 percent of respondents 2. Management recognition of employee job performance—63 percent 3. Benefits—62 percent 4. Communication between employees and senior management— 61 percent

nove mbe r 2008

5. Opportunities to use skills/abilities—61 percent 6. Compensation/pay—54 percent 7. Job security—53 percent 8. Job-specific training—49 percent 9. Feeling safe in the work environment—48 percent 10. Organization’s commitment to professional development— 45 percent 11. Career development opportunities—44 percent 12. Career advancement opportunities—43 percent 13. Flexibility to balance life and work issues—43 percent 14. Overall corporate culture—41 percent

www. grea tercha rl ot tebiz .c om

North Carolina Ranked #1 Top Business Climate for six of the last seven years.

POYNER SPRUILL is helping businesses across the state shape the future of North Carolinaâ&#x20AC;&#x2122;s economy.

Source: Site Selection Magazineâ&#x20AC;&#x2122;s U.S. Business Climate Ranking, 2000-2007

[bizXperts]

Smart Salvos, Select Strategies and Succinct Solutions

alternative incentives for key employees My client, Joe, owns a chain of successful fitness

of phantom stock plans are not taxable until paid.

centers. Bob has worked for Joe many years and is

Phantom stock plans do have some drawbacks. These

important to the business. Joe will even admit (in private)

plans are usually long-term plans, thus providing little

that his business would suffer greatly if Bob left, but Joe isn’t ready yet

immediate incentive. Employees may incur a windfall for

to offer Bob any ownership in the business.

growth of the company that they did not truly help cre-

Joe has asked me to draft a non-competition agreement for Bob. Joe

ate. Lastly, the company will need to make sure that it has

knows that he must offer Bob new consideration for Bob to sign and help

sufficient cash to pay the employees when the time

make the agreement enforceable. Joe also wants to reward Bob’s hard work

comes for payment.

Eric Bass

and incentivize Bob for the future. However, Joe doesn’t have much additional cash to spare right now for a traditional bonus, commission plan or increased salary. Plus, those alternatives may not provide real long-term incentives to Bob. Given today’s economic climate, business owners like Joe will be look-

Stock Appreciation Rights Plans Stock appreciation rights plans are similar to phantom stock plans in many ways. However, these plans provide the employees only the right to the

ing for alternative methods to provide incentives to key employees that do

increase in the value of a number of shares

not immediately impact cash flow. You should know that business owners

over a certain period of time. For exam-

do have alternative incentive methods to consider. These incentives can

ple, if Bob were provided with stock

help the key employees to think and act more like owners to grow the busi-

appreciation rights equivalent to

ness while avoiding the burden of an immediate payout of cash.

one share of stock, he would have a right to collect the dif-

Deferred Compensation Plans Deferred compensation plans award employees with cash payments at

ference between the fair market value of one share of the

a later time usually as a result of the employees’ meeting current goals.

company on a certain date

These plans do not typically pay the employee until retirement or termina-

and the current fair market

tion. The cash payout may occur over a period of years or, in some cases,

value of one share. If the

never at all. For example, if Bob is terminated for certain bad acts, he may

share of the company was

not collect deferred compensation. These plans may also require the

worth $1 currently and

employees to work for a certain period of time before becoming eligible for

worth $1.50 on the applica-

compensation.

ble date, Bob would have $0.50.

The main drawback regarding these plans is the lack of immediate grat-

Stock appreciation rights plans have similar positives and negatives as

ification. You should also be aware that deferred compensation plans are

phantom stock plans, except these plans more accurately reward employ-

subject to complex tax regulations that can greatly affect their worth as

ees for helping the company grow. Unlike phantom stock plans, they do

incentives. If you consider a deferred compensation plan, you should con-

not provide employees with a windfall for the current value of the com-

sult with an expert advisor to implement it properly.

pany shares. These are just a few of the options available to business owners that

Phantom Stock Plans Phantom stock plans do not actually

want to reward and properly incentivize key employees without using current cash reserves. Most of these plans must meet certain federal and

grant stock to employees, but provide them

state requirements and can have serious tax implications if imple-

rights to receive payment of the value of a

mented incorrectly. Thus, I strongly advise you to seek the counsel

specified number of shares. For example, if

of an expert to pick the right plan for your business and to help you

Bob were provided with a phantom stock plan

implement the plan. Keep in mind that these incentive plans can also

equivalent to one share of stock in Joe’s company, he would have the right

help provide consideration for non-competition agreements and other

to collect the fair market value of one share of company stock on a certain

restrictions on employees or former employees that we’ve discussed in

date. If the share of stock was worth $1 on that date, he would be paid $1.

earlier articles. Be a business owner like Joe and strongly consider grant-

As you can see, phantom stock plans are useful in providing long-term

ing those key employees the right incentives.

growth incentives to key employees without granting the employees the

Eric Bass is an employment lawyer with Wishart, Norris, Henninger &

voting rights granted to actual owners. Further, an employee granted actual

Pittman, P.A., a law firm focused on serving the needs of business and busi-

stock would likely have to pay taxes on the initial grant while the proceeds

ness owners. Contact him at 704-364-0010 or visit www.wnhplaw.com.

november 2008

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Smart Salvos, Select Strategies and Succinct Solutions

[bizXperts]

expand your relationship with your accountant… For many small business owners tax time represents their only contact

depreciating equipment, pricing, and even marketing.

with an accountant each year, but some have discovered that their accountant

A business owner’s personal finances are integrally

can offer much more. A good accountant is aware of the wider economic, legal

linked to their business finances. To manage them best

and financial environment affecting their client’s business, as well as being

they need to be managed together. An accountant can

acquainted with its key drivers of revenues and costs.

advise on how to structure business and tax commitments

Tax planning is one such area. Preparing financials for tax purposes should be just the first stage of managing the tax obligations of a business. A number

to ultimately get the best retirement benefit and estate Debbie Daniel

arrangement.

of other business decisions through the year will have tax implications, and

Inexpensive computing technology and business application software can

advice on how to structure these issues can limit the tax liability involved. The

be used to dramatically improve a small business’ capabilities. Many account-

key to minimizing overall tax liability is to seek advice on the tax angle of

ants are proficient in applying information technology solutions and can assist

major day-to-day operational decisions as they arise throughout the year.

the small business owner on where to go for answers.

Advice to improve business operations is another. The financial state-

Using an advisor provides the business owner with an opportunity to lift

ments an accountant creates have more use than as just tax documents.

their head from the grind of daily operations, look at the bigger picture and

Using a number of key performance ratios to analyze the figures in them

get an independent assessment of their situation. A small business owner who

can reveal how different parts of the business are performing, or under-

isn’t using their accountant for more than just tax preparation is missing out

performing. They can point out pending problems in areas such as cash flow and inventory. Financial statements only tell where the business has been. Ratio analysis can convert financial data into actionable business intelligence to

on a great opportunity to access sound business advice. All rights to the content in this publication are reserved by RAN ONE Inc. Any use of the content outside of this format must acknowledge RAN ONE Inc. as the original source.

help the business go somewhere. An accountant can take that one step

Deborah Daniel, C.P.A., is a principal with Daniel, Ratliff & Com-

further and offer specific solutions to specific operational problems—

pany, a full-service accounting and business development firm. Contact

fraud proofing the business, risk management, managing inventory,

her at 704-371-5000 or visit www.danielratliff.com.

the job market’s not bad for everyone We’ve heard a lot of groaning over the past months about the

career—you can’t change that either, but you CAN

economy and the job market. While things haven’t been great for

start to settle down. We don’t expect people to stay

everyone, there are always bright spots. Case in point:

in jobs for decades as they once did, but moving

A financial business was recruiting recently for a mid-level asso-

every 12 to 18 months doesn’t look good. Also,

ciate. They received hundreds of resumes and selected 10 or 12 to

apply to a good number of appropriate jobs, and fol-

interview. They didn’t find the right person in the first round of interviews, so they went for round two. When they contacted seven

low up. Denise Altman

For employers, when recruiting, stay focused

people from the resumes that had been submitted about six weeks

and keep the process moving. In our case above, the company did

before, six of them had already taken jobs. Now, that’s impressive.

that and still had challenges. Often, employers are too busy to focus

What made the market different for them? It certainly wasn’t

on recruiting, interviewing and hiring. If that’s the case with you, get

their industry—finance and banking aren’t faring so well. What they

someone to help you. If your process stalls, the best candidates will

had in common was good degrees from good colleges and high

get away. And you know you want the best candidates.

GPAs (3.4 and up). They had fairly steady work histories—they

A well thought out, well executed hiring process is critical to

weren’t job-hoppers. And, they obviously weren’t applying to only

employers and candidates. Firms like ours can help you develop

one position at a time and hoping. They were getting the word out

such a process if you don’t have one. People are too important an

and pursing job openings seriously.

asset to take this process lightly.

There are lessons here for candidates and employers. First to

Denise Altman is president of Altman Initiative Group,

candidates. Looking for a job IS a job. Treat it like one. Be diligent

Inc., helping companies develop better hiring and employee man-

and thorough. You may not have the best GPA from college, and you

agement processes. Contact her at 704-315-9090 or visit

can’t change that. You may have jumped around a lot in your

www.altmaninitiative.com.

purs uing a bal ance of busines s and life

november 2008

[bizprofile]

by janet kropinak

EFFICIENCY EFFICIENCY EFFICIENCY EFFICIENCY EFFICIENCY EFFICIENCY

[

]

P2 : SPACE AND STUFF MADE SIMPLE

In the beginning, the world was without form and all space was void. Then came stuff. After that, it got confusing. Files, supplies, receipts, records, books, folders, equipment, inventory—whatever it may be, it takes up space and gets disorganized. That’s where Patterson

Pope comes in. They take space and materials and make them simple, organized, elegant and efficient. Specializing in records and materials management, their secret is not a kind of shelf or an intricate process; it’s that they take the time to listen and then use what they learn to make their clients’ lives simple. Smart design, flawless execution and great service are how Patterson Pope makes space and stuff simple. The Business of Stuff Denny Hammack came to Charlotte after graduating college in 1984 to be an assistant branch manager with First Union National Bank. Not long after starting, Hammack happened to be introduced to Bob Patterson of Patterson Business Systems, a provider of record storage and information-management systems in Charlotte, Greensboro and Raleigh. It was a happenstance that would shape Hammack’s future. A short time later Hammack was approached by Patterson with a job offer. The only catch was, it was a 100 percent sales commission position. Hammack, reluctant to leave his bank job, came to the conclusion that banking wasn’t in his blood and decided to try his hand at sales.

nove mbe r 2008

➤

www. grea tercha rl ot tebiz .c om

In the beginning, the world was without form and all space was void.

Then came stuff. Files, supplies, receipts, records, books, folders, equipment, inventoryâ&#x20AC;&#x201D;whatever it may be, it takes up space and gets disorganized.

Thatâ&#x20AC;&#x2122;s where Patterson Pope comes in. We take space and materials and make them simple, organized, elegant and efficient.

(l to r) Will Patterson CFO Dennis Hammack President David Parr Vice President of Sales

purs uing a bal ance of busines s and life

november 2008

So at 23, Hammack joined Patterson Business

along with the industry in order to survive.”

about the company’s offerings and unaware of

Systems, where his job was selling filing systems

Patterson Business Systems began offering

their breadth of services. It became apparent to

to medical offices. Showing great promise, he

expanded services including imaging software,

Hammack that they needed to rebrand the com-

was appointed to a management position within

off-site records storage and outsourcing file

pany to reflect their combined services.

the company.

room management.

After many brainstorming sessions, Patter-

In 1994, Patterson died unexpectedly, leaving

In 2004, the company acquired J.E. Pope Co.,

son Pope branded themselves with the tagline,

the fate of the business uncertain. Later that year,

which sold a competitive line of storage and filing

Space Made Simple. They reinforced this idea

Hammack, along with a group of three other sales-

products manufactured by the industry leader

with a brand positioning statement: “We keep

people, bought ownership of the company. Know-

Spacesaver, creating Patterson Pope, Inc. The

things simple. We tell the truth, we keep our

ing they needed more than a powerful sales team

acquisition allowed Patterson Pope to sell and

word, we do the right thing—because it’s sim-

to succeed, Hammack invited Will Patterson (no

operate in both Carolinas and Virginia. It also

pler that way. People like us, trust us and buy

relation) to come aboard as chief financial officer.

brought additional salespeople and $6 million in

from us because we are free from guile. We work

revenue to combine with Patterson’s $8 million.

hard, we have fun, we go home to our families.

Initial focus wasn’t on expansion but rather honing what they were currently doing and find-

In addition to opening many doors, Hammack

We keep things simple.”

says the merger also brought with it certain hur-

While this statement helped them build their

“We wanted to create an environment where

dles. “Combining the sales staffs of two firms who

brand, the question still remained, “What exactly

our sales team could succeed,” remembers Ham-

had been competing with each other the past 20

does Patterson Pope do?” The simple answer or

mack. “When that was in place, we knew the busi-

years was challenging at first,” he says. With time

the “elevator speech” as Hammack calls it states:

ness could grow.”

and patience, however, the company was able to

“We make space and materials simple. If it’s in

surpass these challenges and position themselves

your organization and you can touch it, we help

as a full-service provider to the marketplace.

you store it, track it and retrieve it using less space

ing new ways to do it better.

By 1996, technology was reshaping the industry and Hammack realized they needed to adapt

and time than you ever thought possible.”

their business plan to meet the growing demands of the digital age.

Space Made Simple

Patterson Pope’s business model is divided

“A lot of companies were looking to go paper-

Now that Patterson Pope was offering both

less and we were able to help them make this tran-

records management and storage solutions, they

sition,” says Hammack. “We had to evolve right

found potential customers were often confused

&STUFF

“We make space and materials simple. If it’s in your organization and you can touch it, we help you store it, track it and retrieve it using less space and time than you ever thought possible.” ~ Dennis Hammack President

into traditional product sales and document management services. The product side involves much more than just the sale of shelving units and filing cabinets. Before any product is suggested, the Patterson Pope team surveys the job and verifies their client’s objectives, then works to design storage systems that offer optimum space utilization. Patterson Pope’s design team sizes up existing space (or drawings of future space), by creating CAD drawings, floor layouts, and 3D renderings which help customers visualize all the possibilities. They factor in issues such as safety, weightload, security, ergonomics and access. They manage the project, install the products and provide follow-up services. Frank Toliver, director of finance and facilities at Charlotte School of Law, attests: “Patterson Pope developed a partnership with the school as well as with the designer, contractor and project manager that formed our team. The input they provided

MADE SIMPLE

nove mbe r 2008

www. grea tercha rl ot tebiz .c om

was a key part of the success of the build-out and

time you have to be listening to your customers,”

Lejeune Marine Base for use by the anti-terror-

move of our library and project as a whole.”

affirms Hammack.

ism battalion unit. The system allowed personnel to complete tasks 10 times faster than by

In an effort to keep things simple, Patterson

Some of these services include integrated doc-

Pope divides their industry solutions into sectors:

ument management software, off-site records stor-

business and manufacturing, health care, library

age,

room

Another client, Cato, needed a way to cen-

and education, public safety, museums and art gal-

management, and document scanning, which

trally process resumes and job applications at its

leries, government and military.

saves time, money and space by converting paper

headquarters. Patterson Pope developed a soft-

documents to digital files.

ware system to streamline the process, reduce

With “stuff” taking so many forms, finding the

secure

shredding,

active

file

right product to suit a client’s needs can be confus-

Other popular services are file moves and con-

ing, but Patterson Pope specializes in everything

versions. “People don’t realize it, but simply con-

from shelving to modular casework, mailroom

verting to a better file system can often result in as

equipment, automated retrieval systems, and spe-

much as a 40 percent time savings,” explains

cialty storage, which includes lockers, weapon

Hammack. “And your files stay secure and avail-

racks and museum cabinets.

able at every point in the process.”

traditional methods.

costs and provide instantaneous company-wide access to all files. Wise Choices, Smart Growth Today, Patterson Pope’s revenues exceed $28 million with business split 70/30 between storage

“High density storage allows you to put your

The services offered by Patterson Pope are as

product sales and document management, and

stuff in half the space,” Hammack states. “And

varied as their clientele list. “We see clients from

Hammack is optimistic that both are poised for

with the high cost per square foot of commercial

all industries—from banking to medicine, law

further growth.

real estate, it’s easy to see how space saved is as

enforcement to academia, NASCAR to the FBI—

“Our organization is growing from providing

good as money in the bank.”

and we work with them to create a system that

clients with reliable and economical document

Sgt. Don Anthony of the Cabarrus County

is both cost effective and practical,” Hammack

storage to developing complete solutions for new

Sheriff’s Office comments on the company’s instal-

says. “Some clients may be looking for increased

business challenges such as identity theft, disaster

lation of Spacesaver high density storage systems,

speed and reduced costs, others may wish to

recovery and increased governmental compliance

echoing these sentiments, “I can’t even place a

convert to a paperless environment—we work

requirements,” states Hammack.

value on the effect the new equipment has had on

with all of them on an individual basis to find

us. All the equipment Patterson Pope provided has

Helping accommodate this growth is the company’s 92,000-square-foot headquarters, located

the right solution.”

saved us time and space. Their work was above

For example, the company designed a

reproach. They listened to our input early on in

weapons storage and retrieval system at Camp

on 18.5 acres near uptown. The facility offers 10,000 square feet of office and product

➤

the process and it showed in the final results.” Patterson Pope’s document management group offers more tailored services (currently only offered in Charlotte and Roanoke, Va.).

NOT YOUR TYPICAL ACCOUNTING FIRM

Again, by using creative problem solving tactics, the team assesses a company’s needs and finds ways to decrease their amount of paper while at the same time increasing their efficiency and customer service. “The less time you spend running around the office looking for a piece of information is more

FUN FACTS $25:

Price per square foot to store files in an uptown office

130,000: Number of letter-size pages can fit on one DVD 7.5%:

Percentage of business documents that get lost

$250:

Average cost to recreate a document

3%:

Percentage of business documents that are misfiled

$120:

Cost to locate a misplaced document

5 weeks: Time executives waste annually looking for records 40%:

Percentage of businesses that go under within a year after losing vital records in a disaster

purs uing a bal ance of busines s and life

AUDIT & ATTEST SERVICES ACCOUNTING SERVICES GOVERNMENTAL & A-133 AUDITS MERGER & ACQUISITION PLANNING TAX COMPLIANCE & PLANNING

REAL ESTATE CONSULTING SERVICES ESTATE & TRUST TAX PLANNING MULTI-STATE TAX PLANNING BDO SEIDMAN ALLIANCE MEMBER

10815 Sikes Place, Suite 100 Charlotte, NC 28277 704-841-9800 (fax) 704-841-9802 www.bbwpllc.com

Accountants First, Advisors Foremost november 2008

showroom space, 62,000 square feet of off-site

“This is a relational business, and we have to

records storage space, and 20,000 square feet of

work first and foremost to keep our customers

secure, climate-controlled active file room man-

happy,” states Hammack.

agement space, accessible 24 hours a day, seven days a week.

Hammack estimates that in three years the product side of the business will grow to as much

“If we are going to continue to be successful,

as $45 to $50 million, with a little added geogra-

we have to be smart and make wise choices,”

phy. He hopes the document management side

says Hammack. One smart decision Hammack

follows its lead.

made was the acquisition of United Business

Moving forward, technology continues to keep

Systems, a Florida-based Spacesaver distributor

the Patterson Pope team on its toes; as they look

in June 2007.

for new and innovative ways to offer accessibility

“They had a good name and a strong reputa-

and efficiency to their customers.

tion,” Hammack states. “It was a natural fit for us

“We are fortunate that we are always going to

as we continue to expand in the southeastern

be relevant,” says Hammack. “We are also bene-

region of the United States. The overall culture

fited by the fact that a lot of the industries we work

had to be changed dramatically to fit with our

with are ‘almost’ recession-proof—like health care,

brand but the opportunity in a state as large as

universities and prisons/jails.”

Florida is very exciting.” With an eye on the future, Hammack

Using space and efficiency as the cornerstone of their sales approach, Hammack is confident

remains committed to being a customer-driven

they can add value to any business. biz

company.

Janet Kropinak is a Charlotte-based freelance writer.

Patterson Pope, Inc. 3001 N. Graham St. Charlotte, N.C. 28206 Phone: 704-523-4400 Principals: Dennis Hammack, President; Will Patterson, CFO; David Parr,Vice President of Sales Founded: Patterson Business Systems, 1970; Patterson Pope created with the 2004 acquisition of the J.E. Pope Company Employees: Over 150 2007 Revenues: $24 million (70/30 between storage product sales and document management) Additional Offices: Raleigh and Greensboro, N.C.; Greenville and Charleston, S.C.; Roanoke,Va.; Orlando, Jacksonville, Miami, Tampa and Tallahassee, Fla. Business: Offers customized solutions in records and materials management, providing filing and storage including high density storage systems, off-site records storage, file-room management, imaging software and scanning services, and confidential document destruction for all types of businesses. www.lawsofstuff.com www.pattersonpope.com

24 Years In Business

n ovem ber 2008

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by thom callahan

[bizprofile]

CRIME TIME TRACKING CRIMINALS AT CPCC’S APPLIED FORENSICS ACADEMY Most readers have seen at least one of the CSI programs so popular on prime time. A crime takes place and crime scene investigators work diligently using high-tech gadgetry to solve it. Off screen, what the viewer may not know, is that like methods of investigative work are being played out in real life at the American Academy of Applied Forensics (AAAF), part of the Central Piedmont Community College (CPCC) North Campus. Here, workers from law enforcement, the government, as well as the private sector hone their crime-solving skills in general forensics and digital evidence to sort through potential evidence left behind by criminals. And they do so using impressive, state-of-the-art equipment and a 2,000-square-foot mock crime lab.

Simply put, the American Academy of Applied Foren-

ostensibly for positive purposes, somebody’s going to take

sics was implemented to serve victims of crime says Lili

them and use them for their own purposes, basically unin-

Johnson, the associate dean of CPCC’s North Campus

tended and to their own gain,” cites Johnson.

who heads AAAF. “There’s not a lab this big that has the equipment we have for digital forensics,” brags Johnson. TV viewers only see the end result of a CSI’s schooling. At AAAF, the curriculum bolsters that training on all levels. “What we focus on at the Academy is the science

Johnson holds a doctorate in adult education and a master’s in criminal justice and spent 15 years with the North Carolina

State

Bureau of Investigation

behind the scene,” Johnson declares. “You need to under-

as a special

stand at an organic level what the software is doing when

agent.

you hit the button and give a command because the CSI

Just as CPCC is a

effect is real. When defense attorneys cross-examine you,

national leader in work

that’s when they’re going to attack, and you need to be

force development, AAAF,

sound in your conceptual understanding.”

an entity within the umbrella of public safety training at Central Pied-

Background Check While law enforcement works hard to thwart criminal

mont is recognized similarly. According to Johnson, obtaining funding to start

activity; criminals are working just as diligently to stay

AAAF was no easy task, and CPCC

one step ahead.

President Tony Zeiss was, as she

“Unfortunately, when someone invents computers, PDAs [personal digital assistants], cell phones and so on

purs uing a balance of busi nes s and life

attests, “very active in soliciting funds for us.”

➤ november 2008

Through Zeiss’s efforts Congressional appro-

includes more cyber crimes against children as

Charlotte is fortunate to have the AAAF, as

priations for AAAF were secured by former Sena-

well as “phishing,” when criminals via e-mail pose

well as the Charlotte-Mecklenburg Police Depart-

tors John Edwards and the late Jesse Helms, and

as legitimate enterprises to scam users to reveal

ment which has its own forensic laboratory.

Representative Sue Myrick and Mel Watt. Con-

personal information.

Smaller locales may not have the manpower, funding or training to tackle or analyze particular

gress appointed the National Institute of Justice to oversee AAAF’s planning and development.

CAUTION: TRAINING IN SESSION

acknowledges the academy follows the principles of the American Academy of Forensic Sciences and the National Institute of Standards and Technology. “But we’ve developed our own courses, roughly 70,” Callan says. “Our facility is topnotch; we bring in some of the best instructors in the country.” Callan worked 29 years as a U.S. Postal

“Computers can be the victim, the instrumentality or the storage place for information about crimes. And we’re vulnerable because we’re so dependent on computers as a society.”

“In a smaller town a police chief may ask, ‘Do I put a traffic officer out or send an officer to computer forensic school?’” Johnson illustrates. A Lesson in Crime Drawing from many different other states in addition to the Carolinas, about 600 students pass through the AAAF annually, with completion certificates awarded per class. “I don’t know how many forensic academies

Inspector with a specialty in identity theft crimes and firearms training.

~ Dr. Lili Johnson Associate Dean, North Campus

Johnson expounds on the need for AAAF: “In

there are, but we’re certainly unique in the Southeast,” declares Callan. “There aren’t many places where you can get this specialized training. Local

law enforcement, most of the time we’re reacting to what the criminal element does. If people did-

evidence, relying instead on the State Bureau of Investigation.

Dale Callan, AAAF’s program developer,

CAUTION: TRAINING IN SESSION

law enforcement is very lucky for the variety of training it gets at CPCC.”

n’t kill people, we wouldn’t have to do homicide investigations. Or if people didn’t use computers

Johnson explains: “Computers can be the

About 98 percent of AAAF students are com-

to commit fraud or find children to abuse, well,

victim, the instrumentality or the storage place

prised of law enforcement personnel, Callan says.

you get the picture.”

for information about crimes. And we’re vulner-

A layman may take courses such as computer

able because we’re so dependent on computers

forensics but would need to be backed by an

as a society.”

agency to train in more sensitive classes. Callan

By all indications cyber crimes, those involved with the Internet, are on the increase. That

“Law enforcement has to have triage,”

points out that advanced forensic work includes

Johnson confirms. “Police typically address

courses in dismantling hard drives, cracking pass-

first what they get most complaints about, and

words and encryption.

cyber crime to a large degree is invisible. Peo-

“We don’t want to be educating potential

ple don’t know their identity is being stolen or

criminals, so we have to be discerning,” Johnson

if a pedophile is online looking for children.”

asserts. “So if you walked in off the street, we’d have a few questions for you.” Johnson adds: “In keeping with the spirit of community colleges, one of our values is accessibility, but by the same token our goal is to enhance public safety.” General forensics training includes basic shooting reconstruction, fingerprint comparison, and sexual assault and evidence collection. Digital evidence tracks introduction to cybercrimes, cell phone forensics and financial terrorism, among other topics.

november 2008

w ww. grea te rc har lottebiz .co m

Online classes can be taken for concepts, but students must demonstrate skills, says Johnson. “For example, they have to come to the lab, take a computer hard drive, attach and copy it, use our specialized software and find what’s been hidden or deleted. So if an attorney who’s smart traces an officer’s training, we can say with integrity, ‘Yes, I saw him do that.’” With people spending more and more time online, AAAF offers an online safety class, but the cost to a layman is considerably higher than a contract rate for law enforcement. Callan points out that folks can take advantage of classes police offer through organizations. He also encourages folks to use anti-virus programs, firewalls and avoid phishing. “We’re not involved with Internet security; that’s for computer scientists,” Johnson advises.

(l to r) Dale Callan, Program Developer, American Academy of Applied Forensics; Dr. Lili Johnson, Associate Dean, North Campus, CPCC

“We implement what they come up with during

mock courtroom, enable even more hands-on

our investigations.”

opportunities for crime scene processing.

Callan produces photographs of blood stains on a floor that have been wiped away

Johnson echoes sage advice about using a

In the forensic science lab, a shoe tread mold

cross-cut shredder for personal documents, as

is being made in Biofoam, and cast with dental

criminals do rummage through garbage, and

stone and water.

with bleach but revealed with a bluish glow by the chemical Bluestar. Blood spatter seems to be the catch phrase for

never giving personal information on the phone.

“They also use electrostatic dust lifter, so

CSIs and AAAF addresses that in another lab.

Realizing forensic costs in general can be

when there’s dust on the floor they learn how to

Large sheets of white paper drop down behind

prohibitive, Johnson says AAAF teaches “the

take a print, which would be invisible, and make

dummies that have been squirted, dropped or

high-and-low tech way.” The computer foren-

a mold,” Callan offers.

splattered with fake blood.

➤

sics lab at AAAF has 17 computers, and obviously not every client will have as many or with such high-end software. “You don’t have to spend $1,200 on a machine. You can make yourself one of these,” Johnson explains. “They can come here and see the latest and greatest, or we can teach them the basics and science to take another computer and make the same thing.” AAAF also provides community outreach

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with its annual Forensics Summer Kamp for children in grades 7 to 12 so they can dabble in forensics.

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Creative

Business Development

On the Scene Two vehicles rest in a grassy field. A dreary, drizzly September rain shrouds an already omi-

Public Relations

nous scene; the vehicles are riddled with bullet holes, windows shattered. Callan says, “The instructor will teach the student to understand and find the caliber of the round, the trajectory and angle using a laser and protractor.”

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Not for the squeamish but during the Flies, Foliage and Features class, a dead pig buried in a cage will be unearthed to determine the length of

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decomposition indicated by insects and maggots. The labs within the academy, which houses a

purs uing a bal ance of busines s and life

november 2008

“Was a knife used? Did it cut this way? Was

“A lot of people don’t realize that almost 80

Stereotypes aside, AAAF’s next step, Johnson

the victim turning?” Callan asks. Law enforce-

percent of almost any crime has some kind of dig-

plans, is to have software capability to produce

ment students will observe and do practical exer-

ital evidence,” Callan observes. “With a homicide,

and share intelligence with other agencies.

cises to understand these concepts.

was there a cell phone on the victim or was a call

In someone’s “home” there’s been two

made before the crime?”

“A criticism of the FBI after 9-11 was they had all this information but they didn’t share it.”

murders—a “body” in bed, another sprawled

Callan pauses: “We had an assistant special

Johnson asserts. “So the data mining investi-

in the living room. Yellow numbered markers

agent-in-charge (SAC) with the U.S. Secret

gators do with whatever digital evidence they

identify furniture, personal effects and shell

Service and an FBI SAC in Charlotte who

have, that data needs to be transformed into intel-

casings that litter the scene. All will be

came through and said, ‘This is tremendous.

ligence and sent to where it can be accessed by

photographed, processed.

Nobody’s ever seen a lab like this.’ I think

people working on other crimes in locations

A digital evidence segment teaches students

there is a stereotype with other agencies who

around the world.”

how to dismantle and reassemble a computer

think, ‘Okay, this is a community college,

hard drive in a hardware fundamentals class.

what can I learn?’”

In the relatively short seven years since AAAF’s founding, its reputation as well as its student enrollment has grown substantially. AAAF recently was given a Congressional appropriation of $500,000 to enhance its digital evidence program. Johnson’s gives her take on the CSI shows. “They do good science, use accurate terms, and a lot of things you see on the sets we have in our laboratory,” Johnson concedes. “But they bend the truth a little bit, with DNA and suspect prints at every scene. And in real life you don’t have one person go to the scene, lift a print, take it to the lab—that’s three different jobs, depending on the agency.” biz Thom Callahan is a Charlotte-based freelance writer.

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CPCC American Academy of Applied Forensics North Campus Belk Criminal Justice Building 11930 Verhoeff Drive Huntersville, N.C. 28078 Phone: 704-330-4171 Principals: Dr. Lili Johnson, Associate Dean, North Campus; Dale Callan, Program Developer, American Academy of Applied Forensics Full Time Faculty: 10 Established: 2001, as an entity of CPCC Enrollment: About 600 students from a variety of states; completion certificates awarded Business: Certificate program providing a full range of in-service training in both general and digital forensics for primarily law enforcement officers, crime scene technicians, bank and other private sector investigators. Mission is to improve the quality of investigative services through innovative training programs that link cutting edge research in the forensic sciences with the criminal justice practitioner. www.cpcc.edu/aaaf

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Steven W. Luquire CEO Peggy Brookhouse President Luquire George Andrews

Who you gonna call when you want to publicize the grand opening of the latest and greatest sports coliseum? Do what the city did in 1988, when they called upon Steve Luquire to squire the opening events at the state-of-the-art Charlotte Coliseum. For Luquire, and his relatively newly minted Luquire George Andrews (oftentimes referred to as LGA) advertising, marketing and PR firm, it was a high-profile opportunity that could have spelled disaster when the 34,000-pound scoreboard came crashing down, damaging the coliseum floor boards, hours before the U.S. Olympic basketball team was scheduled to face off against an NBA All-Star team. Instead, Luquire, in his characteristic cool and compelling

november 2008

manner, worked with his clients—Coliseum Authority chairman Johnny Harris and executive director Steve Camp—to mobilize the workers. Together, the team garnered several flatbed trucks, retrieved flooring from the old coliseum on Independence Boulevard, cleared the destruction, replaced the floorboards, and carried off the event without a flaw. Characteristic of Luquire’s altruistic nature, he helped choreograph bringing the workers out at halftime to the tune of the Olympic theme to thank them for their Herculean effort in front of a sellout crowd. “They all pitched in and made us so proud. I get goose bumps just thinking about it even now,” smiles Luquire. So, who you gonna call to bring the NCAA Final Four to Charlotte?

w ww. grea te rc har lottebiz .co m

by ellison clary

Who

YOU

[bizprofile]

Gonna Call ?!

Luquire’s Made LGA the Go-To Firm

Luquire, of course. And celebrate the coup with a “Street of Champions” uptown festival, a celebratory event that heralded the beginning of

balance of the 16 counties’ business strength, accessibility and quality of life. LGA did a similar branding effort on behalf of

Go-To Firm

Charlotte Center City Partners with their “Find

Though these successes of LGA are impres-

You’ll be calling on Luquire to manage

Your Center” campaign to promote uptown’s

sive, LGA isn’t resting on its laurels. They just

Charlotte’s Transatlantic Business Dialogue, an

nightlife, dining, shopping and cultural activities.

launched a branding campaign for North Car-

international business conference, previously

Who you gonna call to manage your public

olina State University that portrays the Raleigh

held in such high-profile cities as Seville,

relations rollout of the merger of First Charter

campus as so far ahead of the curve that it’s

Chicago and Rome, hosting over 120 CEOs

and Fifth Third Bank? LGA, if you want an

“waiting for the future to catch up.”

from Europe and America, as well as Al Gore

extremely time-consuming and complex task

and prominent government officials, to discuss

accomplished without a flaw.

uptown’s renaissance.

trade and investment initiatives. Who you gonna call to bolster the Queen City’s

If you’re UNC Charlotte and want to launch a football team? Yep, you’re going to call LGA.

That N.C. State initiative was led by Peggy Brookhouse, a 10-year veteran of LGA who was named president this June. If you don’t associate LGA with those efforts

And that’s precisely what 60 Minutes did

and others such as promoting the Carolina Pan-

Well, Charlotte called Luquire, whose firm

just last month when they called Luquire in

thers and the PGA’s Wachovia Championship,

pulled together the “Charlotte USA” branding

preparation for a possible focus piece on

maybe it’s because of the firm’s tendency to

campaign on an international scale, touting the

banking in Charlotte.

operate quietly.

image as a regional center of economic activity?

purs uing a bal ance of busines s and life

➤ november 2008

Photo: Wayne Morris (back, l to r) Steve Dunkley, Pete Marco, Judi Wax, Todd Badgley; (front, l to r) Steve Luquire, Peggy Brookhouse

Brookhouse referred to the mode as “stealth”

Those are impressive statistics for the com-

when she met with Luquire back in 1998 to

pany that Luquire, a Durham native and East

find out what made his firm tick. She quickly

Carolina University graduate, put together after

identified Luquire’s client-first philosophy as

paying dues with Charlotte’s Craftsman Graphics

the root of LGA’s deep relationships.

and a Hickory-based sports marketing firm.

“I think Steve has done an incredible job of

Luquire had long enjoyed a client relation-

becoming the ‘go-to’ person in Charlotte when

ship with Dan River, Inc. of Greenville, S.C. So

there’s something that needs addressing,”

he enticed Tom George, that company’s execu-

Brookhouse says.

tive vice president of public relations, and Clay

The reason is straightforward, Luquire

Andrews, a creative guru with Craftsman, to

explains. “I just think it is our role to promote

form a new company with him. For a year, it

our clients and the individuals we serve,” he

was called Creative Sports Marketing before

says. “It’s not our job to promote ourselves.”

becoming Luquire George Andrews in 1984.

Brookhouse impressed Luquire so favorably that he brought her on board. He liked her

George retired in the early 1990s; Andrews retired last year.

background in brand strategy and brand development, and she had built a Charlotte track record with Bank of America and the former Price/McNabb Advertising, Inc.

n ovem ber 2008

Trust Is Success Secret If there’s a success secret, Luquire believes it’s doing whatever is necessary to build trust

Brookhouse now holds a minority stake in

among clients. “If you come up with one word

the 24-year-old company that advises clients in

and that has become our mantra, that word is

brand strategy, strategic planning, marketing,

trust,” Luquire says.

advertising, public relations, creative services

“Some people ask, ‘Why not creativity?’ If

and new media. Luquire owns the rest of

you can build a relationship based on trust, and

the firm.

clients trust that you’ll give them a creative

Capitalized billings for 2007 exceeded $60

product, that you’ll do it inside a budget, and

million—marketing and advertising making up

that you’ll do it in a timely manner—people

around 70 percent and public relations

understand that.”

accounting for the rest. The firm has grown

LGA fosters such trust, Luquire believes,

from 30 employees five years ago to 47 today. It

by listening and learning the business of each

occupies 14,000 square feet in SouthPark’s

client. Placing the client first, he says, helps

Rotunda Building.

LGA accomplish what many marketing

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“Steve has an unbelievable ability to evaluate people he’s going to be making a presentation to. He figures out what they need to hear to understand your position,” Harris says. “He’s truly the best I’ve ever seen at that. He’s got an uncanny ability to get a message across.” The two men continue to work together, Harris says. “Any time I have a thought, how-

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ever crazy, I’ll pick the phone up and call Steve. He’ll say, ‘Well, what if we did it this way?’ All of a sudden it takes on a life of its own.” Luquire has cultivated his stealth image purposely, developing strong personal relationships and maintaining several client relationships for decades. He is proud of the firm’s newer clients— including North Carolina State University, Babson Capital Management and Prudential Carolinas Realty—and those for which LGA has expanded services—including Novant Health, National Gypsum, Curtiss-Wright Controls, Piedmont Natural Gas and American Tire Distributors.

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Third banks and the purchase of fast-food chain

Such diversity is a long-time trait.

LGA counts pro bono clients such as the Amer-

“We have a rule,” Luquire says. “We let no

ican Cancer Society, Belmont Abbey College,

They all bear out Luquire’s aspiration for

client represent more than 15 percent of our

Levine Museum of the New South and McColl

LGA: “to be the best strategic partners for our

business.” It’s a big reason LGA has never had to

Center for Visual Art.

clients with a shared goal of achieving

lay off anyone, he adds.

Bojangles by Falfurrias Capital Partners.

Another defining characteristic of LGA is its

business growth.”

pro bono work. Luquire cites his upbringing in Defining LGA Luquire is obviously excited about LGA’s future. He cites the foundation for that future as

“It’s a part of who we are,” Luquire says of LGA’s contributions. “I think it has benefited us and, hopefully, the people we serve.”

Durham and the examples set by his father

Soon to turn 60, Luquire thinks he might

being a church deacon and his mother teaching

slow down a bit in the next three to five years,

Sunday school.

but he shares his pride in forming a management team for the future.

LGA’s large roster of clients in categories as varied

“I have seen through the years when people

as automotive, real estate/development, engi-

invest in their families and their communities,

“The staff and organization we have

neering/construction and entertainment/ sports.

that it comes back to them,” Luquire says. So

created is almost beyond the expectations in my wildest dreams,” Luquire marvels. “They’re all terrific people.”

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Brookhouse, 46, leads the team. A native of a Nashville, Tenn., suburb, Brookhouse earned a bachelor’s in advertising at the University of Tennessee at Knoxville. She professes a strong belief in the power of new media. She emphasizes forging more “integrated opportunities,” which means using the full range of LGA’s advertising, marketing and public relations services for clients.

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is always something new to learn and get out in front of,” she says. “We have a responsibility to counsel our clients on how to make new

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opportunities work for them.”

Luquire points to his recent reading, The

She envisions finding more clients outside

Breakthrough Company: How Everyday Com-

the greater Charlotte area throughout the

panies Become Extraordinary Performers,

Luquire George and Andrews, Inc. dba

Southeast, and targeting prospects larger than

which has many dog-eared pages tagged with

Luquire George Andrews

those LGA is currently servicing. The firm can get to $75 to $100 million in billings in another five years, she feels, relying on an LGA hallmark, which is keeping senior people in touch with each client. Senior leaders recently hired from the outside include: Steve Dunkley, senior vice president and executive creative director; Todd Badgley, senior vice president and director of client service; Judi Wax, senior vice president and director of public relations; and Ken Gepfert, vice president of public relations.

Asked to name his firm’s greatest victory, Luquire muses more than a moment. His short answer is, “In the community, people recognize the character of our company.” ~ Steven W. Luquire CEO

Each of the new executives quickly point to shared values and

particularly apt thoughts. A lot of people think that companies create cultures. But Luquire subscribes to the

goals as a big reason for signing on. And they

tenet that companies create “character”—so that

aspire to build the busi-

people know the company and appreciate how

ness on them.

it performs. He liked the book so much he gave

Luquire says he’s promised these executives and

copies to his staff and clients. He has never hired anyone who promised to

other associates that he will not sell the com-

bring a large account with them, Luquire adds.

pany. More likely, he says, others in the manage-

“Because they’re gunslingers,” he says with a

ment team will buy ownership stakes.

serious stare. “That’s not what we are.”

“When we find people that we feel are going

Asked to name his firm’s greatest victory,

to bring something unique to the table, or

Luquire muses more than a moment. His short

something that’s going to enhance capabilities

answer is, “In the community, people recognize

that we currently have, we bring them on

the character of our company.” biz

board,” Luquire says.

Ellison Clary is a Charlotte-based freelance writer.

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purs uing a bal ance of busines s and life

november 2008

Stephen Onxley President Onxley Architecture, P.A.

november 2008

w ww. grea terchar lottebiz .c om

by casey jacobus

[

[bizprofile]

] ONXLEY DESIGNS ACROSS THE BOARD

[ S]

Stephen Onxley is a 30-year veteran

2007. Albemarle High School was originally designed by Charles

of the architectural profession with

Hook, the architect whose work is familiar on the campuses of Duke

experience in managing a variety of

University and UNC-Chapel Hill, and Charlotte’s historic Old City Hall.

projects, through all phases of design and construction.

Onxley’s goal in the restoration of Central was to preserve its original charm while redesigning the 97,000-square-foot project as a “green

At a time of growing specializa-

building”—one that is environmentally and energy efficient. He used as

tion within the architectural indus-

many recycled materials as possible and had new stone cast to match

try, Onxley is an impressive

the original limestone. The final result speaks to Onxley’s success in

exception. First schooled as an architect for high-rise office buildings,

reaching his goal.

he has designed everything from churches to restaurants, from libraries

“I’ve been building environmentally friendly ‘green buildings’ since

to banks, from residences to hotels, all with good results for the client.

the 1980s,” Onxley says. “It’s really encouraging to see so many in the

What’s more, Onxley is often asked to choose the colors, carpet, and

industry embracing this approach.”

furnishings as well and, if necessary, design light fixtures and furniture.

In 2006, Onxley applied his “green” skills to the remodeling of an

Taking on a wide range of projects keeps Onxley’s firm up to date

unusual underground house near the Uwharrie National Forest in Troy,

on all phases of his profession and the construction industry. Paradox-

N.C. Originally built in 1980 by Jason Miner Parson as

ically, Onxley acknowledges, “It makes for a real marketing challenge.

a year-round residence for his family, the renovation

We don’t fit conveniently in any niche.”

turned the house into a retreat for the new owners and for vacationing renters.

Design Concepts Growing up in the historic section of Galveston, Tex., in a

Onxley carefully maintained the original timber frame underground features of the house, while improving

house built in the 1870s, Onxley developed an early interest in his-

the lighting by enlarging the skylights and

toric preservation. This is evident in several projects he has under-

adding geothermal heating and air and

taken, including the restoration of his own 1924 office building on

amenities. Today, visitors from as

Monroe Road.

far away as Switzerland are

In 2002, Onxley Architecture and Little Associates collaborated to

enjoying both the

➤

design the renovation that transformed the vintage 1924 Albemarle High School in downtown Albemarle into a new high-tech elementary school, Central Elementary School, which officially opened in

purs uing a bal ance of busines s and life

november 2008

house and the beauty of its environment.

than anyone expected.”

Bank of America Plaza renovation.

In the house guest book, one renter from

Onxley is a firm believer in teamwork and

New Vienna, Ohio, wrote, “Thank you for creat-

collaboration to serve the best interests of his

ing such a beautiful, thoughtful and intelligent

clients. His commitment to teamwork was

Onxley left his native Texas to attend college

home. If God is in the details then He certainly

apparent during the 2003 construction of the

at Old Dominion University in Norfolk, Va., and

must be present here.”

Experience by Design

Children & Family Services Building in uptown

returned to study architecture at the University

Onxley jokes about his well-known attention

Charlotte, a $6.6 million project that now serves

of Houston. He graduated in time to be a part of

to details. “You might call me obsessive on the

as a vital community resource. Charlotte

Houston’s

job site,” he explains. “I worry about all the

Observer writer Doug Smith called the end result

1980s.Working under tight turn-around sched-

details. In fact, I live in the details. I know that

“an uptown monument to philanthropy and

ules; Onxley learned how to design a high-rise

they matter.”

cooperation among Charlotte businesses.”

office building on a fast track, experience which

big

building

boom

the

It was just such conviction that prompted

Onxley worked with Holly Grosvenor, then

has proven invaluable in the succeeding decades.

Onxley, with members of the his design team, to

of Stanfield Studios, to design the five-story,

Among the projects Onxley worked on was

travel to Italy to search for

the renovation of the 1924

just the right color and size

Gulf Building, a 24-story

of marble, granite and lime-

office building in Hous-

stone to match the beige

ton, and the new construc-

marble in the lobby of the

tion of Uranga Towers, a

40-story Bank of America

320,000-square-foot 15-

building at the square in

story

uptown Charlotte.

building.

high-rise

office

During the 1991 reno-

While Onxley honed

vation of the 17-year old

his skills on these large

building to link it with an

projects for clients, he also

outdoor amphitheatre and

renovated a 600-square-

fountain, Onxley had to

foot-garage apartment in

find a quarry that could

River Oaks in Houston, as a

provide enough stone with

home for himself and wife

consistent color and vein-

Paula. Despite the compact

ing and also cut and finish

size of their home, it was

the stone to the job’s speci-

featured in Home and Gar-

fications,

den magazine in 1983.

delivering

within the necessary time

In 1985 Odell Associ-

and at the right price for the

ates, one of the largest

project.

architectural firms in North

“By taking the extra

Carolina, asked Onxley to

effort, we not only found

move to Charlotte to design

the right stone match and a

high-end commercial proj-

qualified supplier, we saved

ects. For the next seven and

the client a quarter of a mil-

a half years, he was a proj-

lion dollars by dealing directly with the quarry.” Upon renovation completion, Onxley Architecture was recognized by the

“It all comes down to this. No matter what I’m asked to do, I want to give the client the best product for the dollar. They invest their confidence in me. I make sure that I do all I can to exceed their expectations.” ~ Stephen Onxley President

Building Owners and Managers Association with its

ect designer and manager for Odell. During that time Onxley was the design architect for Charlotte Douglas International Airport’s addition and up-fitting to Concourse A. He was also responsible for the redesign

Best Renovation of a High Rise Office Building award, which Onxley recalls

106,000-square-foot building, whose features

as more than gratifying.

for all airport finishes and lighting.

include floor-to-ceiling windows, a kitchen, a

As an associate at Odell, Onxley designed the

John Padgham, vice president of LaSalle Part-

library, a children’s play area and break rooms.

First Union Tower, a 21-story office tower in

ners which managed the project, praised the

Onxley did the construction administration

Greensboro and led the design team on Davis

firm’s efforts: “Onxley’s ability to fine-tune the

and designed the interior core, while

Drive Plaza in Raleigh, a multi-million dollar

design and to see things no one else could see

Grosvenor designed the exterior. Onxley had

mixed use project with 60,000 square feet of

gave us a finished project that was even better

previously worked with Grosvenor on the

retail space, 150,000 square feet of office space

november 2008

w ww. grea te rc har lottebiz .co m

and a 500-room hotel. He also solved the problem of putting a concrete swimming pool on the top of a hotel as project architect for the Holiday Inn Uptown in Charlotte, a 15-story hotel and conference center. After leaving Odell Associates, Onxley worked briefly with Shook Design Group, serving as project manager for a 5-story addition to Capital Towers in Raleigh, a senior assisted living residence. Onxley particularly enjoyed this project because he had written a college thesis on “Housing for the Elderly” and this area of architecture with its particularized needs continues to be of great interest to him. Onxley also collaborated with Narmour Wright

To date, one of Onxley’s favorite projects has been the $4.5 million clubhouse he designed at the popular Firethorne County Club in Marvin. The 35,000square-foot building is designed in the Arts and Crafts style and features natural stone and timber. It includes a bar and two kitchens, as well as meeting and banquet rooms. A favorite with brides and party planners, the building has a distinctive look and a luxury feel that belie the fact that it cost just $143 per square foot to construct and upfit in 2002.

Associates on the $6 million, 5-story urban Park Place Condo development.

time and on budget.

foot to construct and upfit in 2002. Onxley was

In 1993, Onxley established himself as Onx-

“A smart designer knows what his project

able to save the client money by going directly to

ley Architecture. To date, the firm has success-

costs, knows what the budget is, and knows

the mill for timber and specifying even relatively

fully produced and collaborated on numerous

how to make them meet in the middle,” says

minor details like buying the light fixtures

projects, including the Mimosa Grill and Bijou

Onxley. “If I don’t meet the client’s expectations,

directly from the craftsman who fabricated them.

Restaurants in uptown Charlotte, McIntosh’s

I lose a client.”

Library and Child Care Center in Mathews, and Parkwood Baptist Church in Gastonia.

Clients of Onxley Architecture have confidence that Onxley himself will build within their

Restaurant in SouthEnd, Christ Our Shepherd Renaissance Man

budget and deliver an architectural product that

In many ways, Onxley is a true “Renaissance

is functional, aesthetically pleasing and well-

Onxley Architecture collaborated with Nar-

Man” experienced in both the design and pro-

built. His firm’s most effective means of recruit-

mour Wright Creech on Forest Hill Church, Park

duction of project types ranging from low-and

ing new clients has been through the

Plaza Condos, and the Northeast Medical and

high rise commercial offices and hotels, to

recommendations of the clients whose projects

Cabarrus Family Medicine Building in Kannapo-

parking structures, industrial, and medium to

he has successfully developed from idea to asset.

lis. They also collaborated with Perkins Eastman

large-scale institutional projects and private

on High Point University.

residences.

“It all comes down to this. No matter what I’m asked to do, I want to give the client the

Today, Onxley Architecture is highly

Tony Palomba, owner of the Playberry Fam-

best product for the dollar,” says Onxley with

respected for the quality of its designs and

ily Entertainment Center in Matthews, called

conviction. “They invest their confidence in me.

attention to detail, which has become the firm’s

Onxley “aggressive, creative and imaginative”

I make sure that I do all I can to exceed their

hallmark.

after Onxley completed a $1.5 million renova-

expectations.” biz

tion for him in 1998.

Casey Jacobus is a Charlotte-based freelance writer.

Onxley’s habit of writing everything down as a record of his meetings and his staff’s follow

In 1996 Onxley oversaw a $1.5 million dol-

through in making sure every file is complete

lar renovation at the Peninsula Baptist Church in

and up to date assure a minimum of misunder-

Mooresville. This three-story 24,000-square-foot

standing on the site. Clients appreciate the dif-

project was completed for an amazing $68 a

ference this makes in assuring that projects

square foot. Eric Wright, the building committee

progress smoothly.

chairman for the project, praised Onxley saying,

To allow clients to better visualize the fin-

“He has the ability to visualize the end result and

ished product and avoid possible misunder-

could see what we couldn’t see—lighting effects,

standings, the firm creates 3-D computer models

acoustics, as well as future needs.”

of all their design drawings.

To date, one of Onxley’s favorite projects has

Onxley is a firm believer in hands-on project

been the $4.5 million clubhouse he designed at

management and spends many hours personally

the popular Firethorne County Club in Marvin.

attending to the needs of each project. By work-

The 35,000-square-foot building is designed in

ing hard to establish and strengthen personal

the Arts and Crafts style and features natural

working relationships with the clients, consult-

stone and timber. It includes a bar and two

ants and contractors, Onxley better understands

kitchens, as well as meeting and banquet rooms.

their concerns and is able to forge a team with a

A favorite with brides and party planners, the

unified goal of excellence as the project moves

building has a distinctive look and a luxury feel

from plan to a well functioning building—on

that belie the fact that it cost just $143 per square

purs uing a bal ance of busines s and life

Onxley Architecture, P.A. 4415 Monroe Rd., Ste. 200 Charlotte, N.C. 28205 Phone: 704-376-8852 Principal: Stephen L. Onxley, Founder and President Established: 1993 Employees: 6 Awards: Best Renovation of a High Rise Office Building, Building Owners and Managers Association (1991) Business: Design-oriented architectural firm offering a full scope of professional services through all phases of construction from master planning to interior design. www.onxley.com

november 2008

[bizprofile]

by janet kropinak

o be successful, business owners—whether their company is small or large—must find a functional business model that ser ves their client base on a long-term basis. To continue to be successful that model must be tweaked and adapted as marketplace and client demands change . The right practices can help increase efficiency and improve financial and operating performance , whereas the wrong practices can run the business into the ground. Many companies subscribe to the principles of programs such as Six Sigma, Total Quality Management (TQM), Quick Response Manufacturing (QRM), and Lean Manufacturing (LM); a practice which stemmed from the Toyota Production System (TPS). But for Falcon Metal Corporation, success doesn’t come from selecting a single business model, but instead choosing the right components of several, creating the Falcon Way.

november 2008

w ww. grea te rc har lottebiz .co m

President Don Nowak describes their model

their industrial customers. More and more com-

through the National Fastener Distributors Asso-

as an amalgam of lean manufacturing and

panies were facing challenges controlling their

ciation. Nowak had the expertise Roberts was

open-book management, which allows them to

component inventory, which in turn was leading

looking for from his experience running a simi-

focus on developing supply systems that help

to problems with efficiency and production in

lar distribution company in Chicago.

reduce the Total Procurement Cost (TPC) for

their plants.

After considering Roberts’ offer, Nowak sold

their customers. And this model has proved to be a winning combination for the distributor, which celebrates its 30th anniversary next year.

“Our core competencies include managing C inventory items, technical knowledge, industry experience, flexibility and responsiveness.” ~ Don Nowak President

Fastening a Business Bruce Roberts came to Charlotte in 1979 to open an industrial distribution business. Char-

Roberts began thinking of ways he could

off his interest in the Chicago-based company

lotte was an attractive location for a distribution

change his own business model to adapt to the

and headed south to join Roberts and Falcon

hub because of its accessibility and the availability

growing needs of his customers. In the early ’90s,

Metal in 1997. Nowak brought a wealth of

of financing. It was also positioned in the heart of

Falcon bought a bar code inventory control

experience in industrial manufacturing and dis-

the Carolinas, which would eventually become

system which was the first step towards creating

tribution as well as an appreciation for how

Falcon’s primary business footprint.

a solution for these inventory problems.

technology could be used in moving the company forward.

The Peregrine Falcon, known as the fastest

This new technology opened many opportu-

bird of prey, was the inspiration behind Falcon’s

nities for Falcon, but it was more than Roberts

Upon his arrival, Nowak helped Falcon

name. Roberts, a bird enthusiast, wanted the

was prepared to take on alone, so he enlisted his

adjust its business model by developing and

name to reflect the company’s ambition to deliver

friend, Don Nowak to join him in Charlotte to

implementing a Just-In-Time (JIT) inventory

speedy and stealth service to their customers.

establish and take charge of the inventory man-

strategy, which allowed them to improve the

agement services.

return on investment for their customers by

Not long after going into business, Roberts began to see a common problem among many of

Roberts had networked with Nowak for years

purs uing a bal ance of busines s and life

reducing in-process inventory and the

november 2008

➤ 33

items below minimum stock level. The scanned information is then uploaded directly into Falcon’s computer system; then a pick ticket is generated for products needing replenishment. The result, as seen by many of Falcon’s customers, is a substantial reduction in inventory levels. “Falcon’s inventory management program has allowed us to reduce our fastener inventory by over 50 percent,” praises Jack Randall, plant manager at ECII in Conover. “They come to our plant every two weeks to scan (back, l to r) Cindy Eppley, Lisa Stallings, Mike Broome, Giovanni Cespedes, Steve Hack, Hennie Black, Linda Hess, Tom Robinson, Dave Lutkus, Carol Watson; (front l to r) Don Nowak, David Norman, Angie Jones; (Missing from photo) Tom Moorman, Vickie Frost, Richard Mattox

our stock of the parts we buy from them and

resources for any means other than the creation

stant communication regarding our produc-

of value for the presumed customer to be waste-

tion levels here, Falcon has done a wonderful

ful, and therefore a target for elimination.

job of maintaining sufficient stock of our parts

associated carrying costs. Their inventory management has since expanded, now representing the bulk of

replenish as needed in previously agreed upon quantities. In addition, being in con-

in Charlotte ready for delivery at a moment’s

Falcon’s business. When Nowak joined the

Using a “pull” system allows them to help

company, the revenues were at $2.8 million;

their customers avoid overstocking by only

he proudly acknowledges the close of their

replenishing material that has been con-

Most of Falcon’s customers are served

fiscal year in June with sales totaling almost

sumed; reducing the amount of money their

from the Charlotte headquarters. In addition,

$10 million.

customers have tied up in inventory.

Falcon maintains two customer-specific dis-

In January of this year, Roberts retired,

Each of Falcon’s inventory management

and as was part of the initial plan, ownership

programs is tailored to meet the needs of the

was shifted to Nowak. Nowak says the transi-

individual customers, many of whom are orig-

tion has been “a seamless one,” with business

inal equipment manufacturers (OEM).

continuing as usual.

One of their most popular options for

Moving forward, Nowak intends to focus

high-volume accounts is the Falcon Barcode

more on IT services and marketing, which tra-

Inventory System (FBIS). This system utilizes

ditionally haven’t been Falcon’s strengths. “One

technology to assist OEM customers in man-

of our challenges that we need to focus on is

aging their ordering process for class C pro-

building better name recognition,” he admits.

duction components. (These are the items

Describing himself as a direct and hands-

that are the reverse of the 80/20 rule: the high

on leader, Nowak is quick to deflect any credit

number of low dollar value parts, including

for the company’s success to his employees

fasteners, fittings, screw machine parts, and

and their execution of doing business the

stampings, etc.)

notice should we require it.”

tribution centers in South Carolina.

“Falcon’s inventory management program has allowed us to reduce our fastener inventory by over 50 percent.” ~ Jack Randall ECII

Before customizing a program, Falcon’s

FBIS eliminates down time due to lack of

employees work to gain a full understanding

parts or inferior product. This system also

of the customer’s business and their goals.

replaces the customer’s tedious process of

“We aren’t selling a ‘cookie-cutter’ program.

An important element of the Falcon Way is

checking inventory levels, filling out requisi-

We are partnering with our customer in an

staying true to the principles of lean manufac-

tions, sourcing and expediting overdue orders.

effort to develop a supply system that will

Falcon Way. The Nuts and Bolts

turing, which considers the expenditure of

“Our

core

competencies

include managing C inventory

“All costs need to be considered to ensure

edge, industry expe-

you are making the most cost-effective deci-

rience, flexibility

sions for a business,” explains Nowak. “These

and responsive-

costs include sourcing, paperwork, expediting,

ness,”

downtime, internal handling to final use point,

explains

Falcon’s tech-

november 2008

(TPC),” says Nowak.

items, technical knowl-

Nowak.

ultimately reduce their total procurement cost

carrying costs inventory, control, storage space cost, shrinkage and taxes and insurance.”

nology has made

In addition to reducing TPC, Falcon pro-

reordering materials

vides plant materials management services at

a simple process of

point-of-use and/or component warehouses,

scanning the labels for

and reduces the parts purchased by providing

w ww. grea terchar lottebiz .c om

sub assemblies to the point of use locations. Falcon’s additional strengths include on-

Total Procurement Cost

time delivery that exceeds 99 percent; errorfree shipping performance that exceeds 99

Production Delay/Down Time Cost of Bad Quality Inventory Carrying Costs Cost of Paperwork Inspection Cost Direct Product Cost Shrinkage/Obsolescence Insurance Costs Cost of Expediting Cost of Sourcing

percent; competitive pricing which allows their customers to stay competitive in their fields; and on-call services available 24 hours a day, seven days a week. The Falcon Way Using lean manufacturing within its business model has helped Falcon meet and exceed the needs of its customers on the product side, but it is the open-book management style that has helped to build and retain a high-quality work force capable of meeting the customer service demands of current and

at their expense. It doesn’t get any better

potential customers. Nowak knows that before you can work on retaining employees, you have to get the right ones in place: “We go through an extensive interview process, including personality and skills testing, because we know how important it is to get the right people behind your organization and how much it can cost you in the short and long-term if you don’t.” Falcon uses Personalysis, a test designed to help a company and potential employees determine if they are going to be a good fit for each other’s goals and objectives. “In small companies especially, it is imperative that people mesh well and become a part

“We aren’t selling a “cookiecutter” program. We are partnering with our customer in an effort to develop a supply system that will ultimately reduce their total procurement cost...All costs need to be considered to ensure you are making the most costeffective decisions for your business…” ~ Don Nowak President

of the corporate culture,” explains Nowak. “We find these tests allow us to assess if some-

than that.” Falcon’s formula seems to be working; the company has seen double-digit growth for the past six years, and although many are seeing economic downturns, Nowak speaks optimistically about the future: “With a stronger focus on marketing and IT, I think we are well on our way to positioning ourselves for a prosperous future.” “Our strongest asset is the quality and knowledge of our staff,” he continues. And as for Nowak himself, retirement isn’t on his agenda—at least not yet. “I’m still having too much fun doing what I’m doing,” he says with a smile. biz Janet Kropinak is a Charlotte-based freelance writer.

one has the ability to not only do the requirements of the job, but also meet our high

today, Falcon operates under an open-book

expectations in doing so.”

policy for all employees. Everyone is provided

After the right person is hired, Falcon

with access to the company’s financial infor-

offers many incentives to keep them happy.

mation—revenues, profits, costs of goods,

Monthly gain sharing, profit sharing, a 401(k)

cash flow and expenses.

plan and cash bonuses based on company

This policy empowers employees to help

profitability are a few ways they incentivize

the company improve and grow and encour-

their employees, in addition to what Nowak

ages them to become more efficient workers.

calls an “a very competitive salary.”

“Our open-book policy has not only

“We offer a clear vision of what is required

helped us build loyalty among our employees,

to sustain and grow the organization and in

but also has helped us create a company cul-

doing so create a positive work environment

ture that strives for and achieves superior

for the staff,” he explains.

service for our customers,” boasts Nowak.

It is this vision that has helped Falcon

Customer Jack Randall attests to their

garner attention from both The Charlotte

superior service: “Although our program has

Ob server and Ch arlo tte Business Jo urnal

run nearly flawlessly, as with any plan, things

recognizing them among Charlotte’s best

do not always go as expected. Whenever any

places to work.

issue has arisen, they have always gone over

Nowak also explains that although it is a rel-

and above to do whatever was necessary to

atively uncommon practice among businesses

keep this plant running at full capacity, often

purs uing a bal ance of busines s and life

Falcon Metal Corporation 10715 John Price Rd. Charlotte, N.C. 28273 Phone: 704-588-4740 Principal: Donald “Don” A. Nowak, President Founded: 1979 Revenues: $10 million (2007) Employees: 14 local; 16 total Business: Distributor of fasteners and other class C manufacturing components for manufacturers; serving the OEM market by providing inventory management services for fasteners and other class C production components; distributor of stainless pipe hanger products and other stainless fabrications. www.falconmetal.com

november 2008

[communitybiz] Charlotte’s Richardson and Crosland 2008 N.C. Business Hall Inductees Businessman and entrepreneur Jerry Richardson is best known for landing a National Football League team for the Carolinas. Construction magnate John Crosland Jr. is best known as “Mr. Affordable Housing” for his Habitat for Humanity and other initiatives. Both Charlotteans are among the business leaders being inducted into the 2008 North Carolina Business Hall of Fame. Created in 1988, the North Carolina Business Hall of Fame inductees are chosen each year by the North Carolina Chamber of Commerce and Junior Achievement of Central Carolinas in recognition of their significant contribution to the economic wellbeing of their firm, their industry and the state. Inductees to the Hall must be either retired from their business or at least 70 years old at the time of selection. The roster of inductees to the Hall recount the state’s historic and economic story, from 19th to the 21st century, as North Carolina has grown from a marginal agricultural economy into a leading state with one of the most diversified business economies with national and international implications. This year’s inductees also include Bob Ingram, vice president of pharmaceuticals at GlaxoSmithKline of Research Triangle Park, and Eddie Smith, owner and chief executive go Grady-White Boats of Greenville, N.C. Jerry Richardson •••••• Richardson, a North Carolina native, played in the NFL himself for the Baltimore Colts. His most notable reception was the winning touchdown pass from Johnny Unitas in the 1959 NFL Jerry Richardson Championship Game win against the New York Giants. Using his $3,500 check from the playoff games, Richardson founded (with Charles J. Bradshaw) Spartan Foods, a food-service company which became the largest franchisee of Hardee’s. Spartan Foods later founded Quincy’s Steakhouse and Dooley’s Seafood Emporium. Bradshaw and Richardson achieved their goal of being listed on the New York Stock Exchange in 1976. Through merger activities, Richardson became CEO of TW Services (later Flagstar) which operated Denny’s and El Pollo Loco franchises in the Carolinas. Richardson put the earnings towards his lifelong goal of purchasing an NFL franchise. Richardson began lobbying to bring an NFL team to his home state in 1988. In 1993 Richardson’s efforts were rewarded. He still chokes up when he recounts how he learned in a Chicago hotel room that he had won the Carolina Panthers franchise. The first words from then-commissioner Paul

november 2008

Tagliabue were, “Jerry, I’m honored to tell you you’ve been unanimously selected as the 29th member of the National Football League.” Richardson’s reaction embodied his determination: “I said, ‘Is there anything else we have to do?’ Because, always, we had to do more. He said, ‘No.’” John Crosland Jr. •••••• Taking over the helm of a family legacy founded in 1937, John Crosland Jr. transformed Charlotte-based John Crosland Company into Crosland LLC, with investments and expertise in land John Crosland Jr. development, multi-family residential, contracting, retail and commercial real estate, and a strong commitment to affordable housing. He helped found the Charlotte chapter of Habitat for Humanity in 1983 and led it for several years, chaired the North Carolina Housing Finance Agency, and held numerous leadership roles with the National Association of Homebuilders. Rubbing elbows with the likes of President Jimmy Carter and Governor Jim Hunt, he has focused all those organizations—as well as the firm that bears his name—on providing lowincome affordable housing.

Now he’s working on a new housing plan, drafting a regulation that features governmental help to cut the price of land for affordable houses. “For every dollar you reduce the price of a lot, you can reduce the price of a house $5,” he says. Acknowledging he’s unsure how much support he can muster, he delivers a promise, followed by an explanation: “I’m going to make a helluva try,” he says. “That’s what drives me.” Ingram and Smith •••••• Also entering the Tar Heel business hall are Ingram and Smith. Ingram credits his faith in people as the most important factor in his advancement to Bob Ingram vice chairman, pharmaceuticals at global firm GlaxoSmithKline. “You can have great strategy, you can have a superb business plan, and they’re important,” Ingram says. “But Eddie Smith at the end of the day, it’s always about people. Have you hired the right people? Have you earned their trust? Do they have a sense of ownership?” Smith resurrected a failing boat builder and made it a leader among coastal fishing vessel manufacturers, but he is quick to recognize contributions from partners, mentors and employees. For 40 years, he’s leaned on the “good people” he found to grow the business. Some remain, steering Grady-White Boats, Inc. to continued success. “I don’t feel like I’m worthy,” Smith says of his selection. Relaxing in his office, he points toward the factory and explains, “The Grady-White team, past and present, has worked together for what has been accomplished here. I’m proud to accept this recognition for all of us.” Such humility is common to those who have been brought into the N.C. Business Hall of Fame, says Phil Volponi, president of Junior Achievement of Central Carolinas. All four in this year’s class remain humble after decades of enormous success, he points out. biz Ellison Clary is a Charlotte-based freelance writer.

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Lyerly Agency has earned its second consecutive Best in North Carolina recognition and 10 ProAd Awards from the Business Marketing Association of the Carolinas. Business Marketing Association of the Carolinas has recognized Powell & Partners Creative with its Best of Show award along with The Allen Barney Agency of the Year award. JC Thomas Marketing Communications, Inc. has received three 2008 ProAd Awards in the Business Marketing Association of the Carolinas competition. Amie Guidry has become

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[ontop] Business & Professional The Charlotte Chamber of Commerce has named Parker Poe as the recipient of the 2008 Innovation in Diversity Award. The Hendrick Automotive Group has been recognized with the Charlotte Chamber of Commerce’s distinguished Innovation in Education Award. The Charlotte Chapter of the Public Relations Society of America has named Tom Bartholomy, president and CEO of the Better Business Bureau of Southern Piedmont, as the recipient of the 2008 Pegasus Award. Mason Alexander, managing partner of the Charlotte office of labor law firm Fisher & Phillips LLP, has been selected for inclusion in The Best Lawyers in America 2009. Mason Alexander

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received a top rating of 100 percent from the Human Rights Campaign’s seventh annual Corporate Equality Index. Richard W. Wilson, a construction law

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attorney in the Charlotte office of Nexsen Pruet, has been included in The Best Lawyers in America 2009. Straub & King Retirement Planning’s Kelly L. Straub has been named a Five Star Wealth Manager for 2008; Wendy Bennett has been hired as organizational development manager and Sara Higgins as receptionist. Senator David W. Hoyle was named a Paul Harris Fellowship recipient from Rotary Clubs International.

Senator David Hoyle

Morehead Associates has named Larry Tilson president; Sandy Welton, founder and former president, has assumed role of chairman and CEO. Tompkins Associates has named Don Anderson as vice president of transportation services. Record Storage Systems has appointed Raymond Greenlees as its new IT/imaging manager. Rich Campe International, LLC has hired Barbara Proctor as chief operating officer and vice president and Alissa McDonald as senior sales executive.

purs uing a bal ance of busines s and life

november 2008

[ontop] Construction & Design Hendrick Construction, Inc. has received the prestigious Building STAR award for safety from the North Carolina Department of Labor. Tyler 2 Construction has been recognized with a 2008 Nine Who Care award by WSOC-TV. Tracy Sagehorn, marketing director for ColeJenest & Stone, has become a Certified Professional Services Marketer.

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The Bainbridge Crew has been ranked No. 155 in Qualified Remodeler Magazine’s Top 500 list of the top remodeling firms in the nation. Chad Nelson has joined the company as an estimator/purchasing agent. Education & Staffing Johnson C. Smith has secured a top spot in U.S. News & World Report America’s Best Black Colleges ranking. The University has

La Vondra Farquharson

also named La Vondra Farquharson as its new assistant director of public relations. Claude S. Abernethy Jr. of Conover, C.A. Michael of Mooresville, and the late Clifford A. Peeler and Tom E. Smith of Salisbury, have been inducted into the Catawba College Business Hall of Fame. Margaret Morgan has been named the 2008 recipient of the Bank of America Award for Teaching Excellence, the highest Margaret Morgan

teaching honor bestowed by UNC Charlotte.

Dore Academy has named Amber Ockerbloom the 2008 recipient of the Tina Patton Volunteer Leadership Award. The University of North Carolina at Charlotte and the Charlotte Research Institute have created the J. Chris Murphy Award in honor of a long-time

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vice president for university advancement at Queens University of Charlotte. Robert Fish, president of Bankston Partners and CFO of Integra Staffing & Search,

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been appointed to take lead roles in the Francis Center for Servant Leadership at the University. Topics Education has named Winn Maddrey executive vice president. Winn Maddrey

Finance & Insurance BB&T Corporation has been ranked highest in customer service satisfaction among primary mortgage servicing companies according to a nationwide study by J.D. Power and Associates. Charlotte financial planner Larry W. Carroll has been named by Barron’s as one of the top 100 independent financial Larry Carroll

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Charlotte Pipe and Foundry, Enterprise Rent-A-Car, Universal Fiber, S& D Coffee, Ingersoll Rand, and ATI-Allvac with Community Care Cups. The Mid-Atlantic chapter of the National MS Society has announced Lori Shaffer Hurd as the organizationâ&#x20AC;&#x2122;s new chapter president. Health Care Dr. Jonathan Christenbury has been listed in Forbes by Goldline Research as one of the 10 Most Dependable Laser Eye Surgeons in the United States for 2008. Thomas L. Heil has been named as the new medical director for Southeast Pain Care. Crystal Health Care, a home

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care agency providing high-tech medical care, has hired Demetria Canty as office manager. Real Estate Commercial/Residential Plattner Custom Homes and Marquee Builders have been selected as first place winners in the 2008 Lake Norman Parade of Homes. CENTURY 21 Hecht Realty has added Bonnie Colberg as a sales associate in its Cornelius office and Heidi Oâ&#x20AC;&#x2122;Neil as a sales associate in its Mooresville office. Allen Tate Company has named Alison Royal-Combs as the branch manager for its Huntersville office and Karen Labovitz as the branch manager for its Blakeney office. Richard Roskind and Mickey Gold have joined the Blakeney office as sales associated. Jacqua S. Carr has joined WEICHERT, REALTORS - REBHAN & Associates. Jeff Monfils has joined Lake Norman Realty as a sales associate in its Cornelius office. Retail & Sports & Entertainment Donald Haack Diamonds & Fine Gems has received a Partner of the Year Award in the shopping category from Visit Charlotte. Stonebridge Golf Course has been acknowledged by Golf Digest as one of the

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[ontop] rating in the 2008-09 edition. The City Club of Rock Hill has named Stacey S. Hiller as its general manager. McIntosh’s Steaks & Seafood has named David Jones as the restaurant’s new executive chef.

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