Greater Charlotte Biz 2009.03 by CLT.biz & Charlotte Biz & Greater Charlotte Biz

SouthEastern Petroleum Systems • The Remi Group • Metrolina Plastic Surgery

• Home Instead Senior Care

march 2009

Clean

Coal

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COALOGIX CLEARS THE AIR 5601 77 Center Dr., Ste. 250, Charlotte, N.C. 28217

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William J. McMahon President and CEO CoaLogix, Inc.

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cover story

CoaLogix

CoaLogix and its two subsidiaries make coal more environmentally compatible for electricity generation while cutting the cost of burning it. SCR-Tech regenerates catalyst that coal-fired electric plants must use to comply with environmental restrictions. MetalliFIX removes and fixates mercury from plant emissions and remediates the mercury, keeping it out of the food chain.

SouthEastern Petroleum As a petroleum equipment distributor, Charlotte-based SEPS moves product from tanks, in and above the ground, to nozzles which fuel vehicles and just about everything in between. President Blair Shwedo’s credo is to focus on customer’s specific needs and fill them.

The Remi Group The Remi Group provides equipment maintenance management programs and helps companies nationwide gain a clearer understanding of their true maintenance expenditures, enabling them to eliminate unnecessary costs and reduce inefficiencies.

Metrolina Plastic Surgery As a plastic surgeon, Dr. Broc Pratt uses his discriminating eye and the skills of an artist to contour and shape the body in ways that create balance, increase function, and strengthen self-esteem, creating a living masterpiece in each patient he sees.

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departments bizmarketing

publisher’spost

workforcebiz

bizxperts

biztech

bizlife

employersbiz

biznetwork

ontop

bizbits

on the cover:

• Home Instead Senior Care

march 2009

William J. McMahon President and CEO CoaLogix, Inc.

32 bizlife

Clean

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Home Instead Senior Care Every day, all across America, families are struggling to cope. Many are raising children, working demanding jobs and trying to care for a senior family member. Enter Home Instead, a company that delivers care and companionship services right to your loved one’s home.

SouthEastern Petroleum Systems • The Remi Group • Metrolina Plastic Surgery

Coal

in this issue

COALOGIX CLEARS THE AIR

Photography by Wayne Morris

William J. McMahon President and CEO CoaLogix, Inc.

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Maximize Marketing; Magnify Impact

[bizmarketing]

Recession Marketing Strategies !"#$"%#&'()#*+)#,%*-.

e’re in a recession. Should you cancel your marketing plans, batten down the hatches, hunker down and ride it out? Or should you beef up your marketing efforts and try to get as much business as possible? These questions are top-of-mind for businesses in our community struggling to survive this dismal economic time. The U.S. has experienced 10 recessions since World War II, which means we’ve lived in recessionary times one year out of every six. We should be used to recessions, but the mere mention of the word in any official capacity sends shivers up the spine of even the toughest businessperson. The good news about a recession economy is that customers spend more at the end of each of our recessions, on average 9% more, than they had spent at the beginning. History also reveals that businesses that recognized the fact that growth does occur during recessions and took advantage of it, were able to make gains in their market share despite economic hard times. With media rates softening and competitors sitting tight and cutting their marketing budgets, an aggressive business can experience great strides in a recession. Over the years hundreds of studies have been conducted that prove companies should maintain advertising during a recession. In the 1920s, advertising executive Roland S. Vaile tracked 200 companies through the recession of 1923. He reported in the April 1927 issue of the Harvard Business Review that the biggest sales increases throughout the period were rung up by companies that advertised the most. After World War II, Buchen Advertising, Inc. decided to plot the sales of a large number of advertisers through successive recessions. In 1947, it began measuring the annual advertising expenditures of each company. When they correlated the figures with sales and profit trends before, during and after the recessions of 1949, 1954, 1958 and 1961, they found that almost without exception sales and profits dropped off at companies that cut back on advertising. Their studies also revealed that after the recessions ended, those companies continued to lag behind the ones that had maintained their advertising budgets. In 1979, another study by ABP/Meldrum & Fewsmith, covering the recession of 1974-75 and post-recession years, showed similar findings. They found that “companies which did not cut advertising expenditures during the recession years (1974-1975), experienced higher sales and net income during those two years and the two years following than companies which cut ad budgets in either or both recession years.” The findings of six more recession studies to date by the group present formidable evidence that cutting advertising in times of economic downturns can result in both immediate and long-term negative effects on sales and profit levels. Meldrum & Fewsmith’s former Senior VP, J. Welsey Rosberg reports, “Studies consistently have proven that companies that have the intelligence and guts to maintain or increase their overall marketing and advertising efforts in times of business downturns will get the edge on their timid competitors.” A MarketSense study during the 1989-91 recessionary period shows brands such as Jif Peanut Butter and Kraft Salad Dressing increased their advertising

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and experienced sales growth of 57% and 70% respectively. During that time, most of the beer industry cut budgets, but Coors Light and Bud Light increased theirs and saw sales jump 15% and 16% respectively. Among fast food chains, Pizza Hut sales rose 61% and Taco Bell’s 40% thanks to strong advertising support, reducing McDonald’s sales by some 28%. MarketSense concluded the study by reporting. “The best strategy for coping with a recession is balanced exploitation of ad spending for long-term consumer motivation, plus promotion for short term sales boosts.”

Companies that have the intelligence and guts to maintain or increase their overall marketing and advertising efforts in times of business downturns will get the edge on their timid competitors. Here are some strategies you can use to help your business thrive in recession economy: •Don’t cut your advertising budget, increase it. Let your competition cut theirs. •When you increase your spending, you increase your share of voice. If your competitors cut back, your message grows even stronger. •Develop a strategic marketing plan so you don’t waste money advertising the wrong message in the wrong place to the wrong audience. •Reassure your customers. Implement marketing strategies that allow buyers to feel they are minimizing risk by doing business with you. •Achieve greater media efficiency by taking advantage of softer rates and special promotions. •Start sponsoring. This type of awareness advertising gives your business valuable exposure to targeted, core audiences. •Keep your friends. You know who your loyal customers are. Keep in touch with them and let them know what you have to offer. •Maintain continuity to sustain awareness. Advertising works cumulatively so you have to remind people frequently about your brand or they’ll forget you. •Step up public relations efforts. Be sure to maintain a media presence with smart, effective PR programs. •Don’t “cheapen” your advertising by trying to save on creative or production costs. Your customers will notice and worry about quality. This is a time to stress quality and value. Rather than being frightened by recession, step up and give it your best. Be smart and remember this advice from Ed McCabe, founding partner of Scali, McCabe, Stoves advertising agency: “All great enterprises move forward in a recession, and the weaklings move backward. The dumbbells cut back on advertising. The smart people don’t.” biz Source: Excellent source materials compiled from The Clark Company, www. clarkadspr.com/jobarticles/111501.html; other sources of market studies indicated.

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[publisher’spost] 704-676-5850

Go Get A New Attitude To paraphrase the words to Patti LaBelle’s song New Attitude, our economy has been “runnin’ hot, runnin’ cold, runnin’ into overload that’s so extreme…it went so high, so low…so low, that there’s no where to go, like a bad dream.” From the over-exuberance of the dot-com era to the shock following 9-11, through the real estate boom of ’80s, we have all experienced the ups and downs of our economy, stock markets and housing. Patti continues, “Somehow the wires uncrossed, the tables were turned, never knew I had such a lesson to learn.” Well, I do believe that we have all learned a tough, tough lesson. Now, how do we get out of this? We need leadership. We need to be leaders. On the national front, we have a new President. With the passage of the economic stimulus package by the new administration, we are likely to see a substantial change in his rhetoric that will return to being more positive and optimistic. That, in and of itself, is good. We need a change in attitude that takes over for the stagnant and depressed moods that have fallen on American consumers as a result of the banking collapse, the mortgage crisis and the rapid growth in unemployment. Up until signing the stimulus package into law, President Obama could blame the problems of the U.S. economy on the Bush administration and the Republicans. Now that the first stimulus package has been assembled, this economy is his and he must do all he can to turn it around. That includes boosting attitudes and improving morale. Now I don’t expect that the stimulus alone will fix everything. In fact, I think there is much more to be done. This is just the beginning. We need a recovery of spirit and innovation. Just like Patti, we must “tidy up our point of view.” We must “feel good from our head to our shoes, know where we’re going and know what to do.” We’ve got to get a new attitude. We must change for good. It may be new clothes, new car or new ideas, but we need to be good consumers and good business leaders. Here are six steps to boost your attitude, increase your sales and build business in this crisis economy. »Check your own negativity! Put a smile on your face. Keep your chin up. You’re a team leader and your team’s taking your cue. Focus on what can be done, not what can’t be done. Take the focus off you and concentrate on how you can serve your customer to help them be more successful. »Perform a company reality check! How are you being affected? How are your customers performing? Look at where you are and assess it objectively. Once you do, you’ll be less likely to act out of fear, which usually leads to bad decisions, and more likely to act strategically. »Document your successes! Remind yourselves and your customers what works and how it works. Gather examples and testimonials. Demonstrate return-on-investment and remember that there are many different returns. »Find those winners! Certain customers and niches can make out like bandits in a recession. How can you be helpful to them? At the same time, take care of your weaker customers, hold their hands; get innovative with them. New ideas spawn new opportunities. »Put your money where your mouth is! Keep communicating. Stay out front. Show your customers how you can help them. Don’t clam up and wait for business to come to you. »Increase your commitment to sales and customer service! Keep making offers. Do whatever you can to keep, maintain and build your customer base. Now is the time to beat your competition and gain market share. A recession is a terrible thing to waste! It won’t last forever. Take advantage of the opportunities that you can create with your customers and clients. Build your business. You’ll be even stronger as the recovery takes shape. biz

Let me know what you think - jgalles@greatercharlottebiz.com

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March 2009 Volume 10 • Issue 3 Publisher John Paul Galles x102 jgalles@greatercharlottebiz.com

Associate Publisher/Editor Maryl A. Lane x104 maryl.a.lane@greatercharlottebiz.com

Creative Director Trevor Adams x103 tadams@greatercharlottebiz.com

Editorial & Sales Assistant Janet Kropinak x109 jkropinak@greatercharlottebiz.com

Account Executives All Advertising Inquiries x106 sales@greatercharlottebiz.com Marsha Bradford Sandra Ledbetter Dave Cartwright Bradley Jackson

Contributing Writers Ellison Clary Thom Callahan 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: editor@greatercharlottebiz.com. • Editorial: maryl.a.lane@greatercharlottebiz.com. • Advertising: jgalles@greatercharlottebiz.com. • Subscription inquiries or change of address: subscriptions@greatercharlottebiz.com. • Other inquiries: please call or fax at the numbers above or visit our Web site www.greatercharlottebiz.com. © Copyright 2009 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.

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C E N T R A L

P I E D M O N T

C O M M U N I T Y

Trade

CPCCâ&#x20AC;&#x2122;s trades programs prepare students for a high-demand, good paying career. r "EWFSUJTJOH BOE (SBQIJD %FTJHO r "JS $POEJUJPOJOH )FBUJOH BOE 3FGSJHFSBUJPO r 0 1 8 5 $SPXEFS $POTUSVDUJPO *OTUJUVUF r &MFDUSJDBM BOE &MFDUSPOJDT r (SBQIJD "SUT BOE *NBHJOH 5FDIOPMPHZ BOE 'MFYPHSBQIZ r /PO %FTUSVDUJWF &YBNJOBUJPO

For more information 704.330.2722 or www.cpcc.edu

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C O L L E G E

Work Force Training and Development

[workforcebiz]

Hitting the Nail on the Head CPCC Trains for Critical Shortages

ccording to recent trends, the United States will face a critical shortage of trained workers and skilled technicians in the construction, electrical, and HVACR (heating, ventilation, airconditioning and refrigeration) fields over the next decade. As a result, the Bureau of Labor Statistics reports that collectively, these industries will experience a 25 percent increase in employment growth between now and 2016, creating a significant demand as more and more construction moves toward green technology. Central Piedmont Community College (CPCC) strives to produce graduates equipped with the skills needed to succeed in these technical careers. At CPCC’s Harper Campus in southwest Charlotte, qualified instructors lead students through a variety of technical career courses each day, training the trade force of tomorrow.

Heating,Ventilation, Air-conditioning and Refrigeration Proper temperature control, humidity and air quality are critical to creating the perfect storage, living and work environments, especially in the South. Each day, HVACR technicians are hard at work making it possible for each of us to go about our daily lives in a more comfortable way. As a result, HVACR technicians are in high demand. Many people cannot tolerate the high temperatures that result from a faulty A/C unit in their home or business, or the possibility of losing the perishable foods being stored in their malfunctioning refrigerator/freezer. Graduates of CPCC’s associate’s degree in air-conditioning, heating and refrigeration technology learn how to troubleshoot these “hot” issues, and know how to assist in the start up, preventive maintenance, service, repair, and/or installation of residential and light commercial systems.

Construction Helping the college do this is the O.P & W.T. Crowder Construction Institute at Harper Campus. CPCC students benefit from the institute’s affordability, innovative curriculum and handson approach to learning—applying learned techniques at actual construction sites. Shortterm training is also available in masonry and carpentry, along with apprenticeship programs in electrical and plumbing. For those who seek to further climb the building trade career ladder, CPCC offers an associate’s degree in construction management. Designed to move students into a senior-level position, the program provides individuals with skills in safety, planning and scheduling, productivity, human relations and Spanish for the workplace.

Looking Ahead As technologies evolve and become more energy efficient, it’s important to look outside the energy production box and instead evaluate energy management. That’s why CPCC has started to implement green energy methodologies into the basics of its technical career curriculum. Students are learning more about building green and how it may be applied in their area of study. Construction students are studying how solar panels may power the structures they are building, aspiring HVACR technicians are evaluating the effectiveness of solar water heaters in residences, and electrical program students are investigating the success of wind mills in energy generation. Says CPCC Construction Division Director Steve Corriher, “Green technology is where the industry is going and CPCC will be at the forefront, producing qualified workers prepared to take the country’s work force into the 21st century.” For more information on CPCC’s technical career options, visit www.cpcc.edu/campuses/harper. biz

Electricians Becoming an electrician is currently a safe and smart career choice for aspiring CPCC technical career graduates. As the population and economy continue to grow, electricians will be needed to install and maintain electrical devices and wiring on residential and commercial properties. CPCC’s associate’s degree in electrical/electronics qualifies students for a variety of jobs in this emerging industry, including positions in both the construction and industrial maintenance fields.

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This section is intended to highlight work force training and development programs and initiatives delivered by community colleges within the Charlotte region. Community colleges are invited to submit substantive content ideas to editor@greatercharlottebiz.com.

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[bizXperts]

Smart Salvos, Select Strategies and Succinct Solutions

hire carefully, especially now

BONDING & SURETY

FINANCIAL SERVICES

{

EMPLOYEE BENEFITS

also be used. You should keep your interview process consistent. That makes it easier to compare candidates, and it makes for a more objective and fair process. 3. Be open and honest. You want candidates to be honest with you, and you should also be honest with them. Every company has its quirks. There’s no point in setting people up to be surprised. Be open about Denise Altman what your company can offer and what it can’t. Don’t over-sell the company or position. 4. Take enough time. My theory is that you can fill a position quickly or you can fill it wisely. You can’t always do both at the same time. If you get in a rush, you’ll settle. In this labor market, that doesn’t make good sense. If you don’t have time to do it right, get help. Making a bad hire will cause your company pain in the future. The market is offering you an opportunity to get the best people in your organization. Take advantage of the opportunity and do it right! Denise Altman is president of Altman Initiative Group, Inc., helping companies develop better hiring and employee management processes. Contact her at 704-315-9090 or visit www.altmaninitiative.com.

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PROPERTY & LIABILITY

{

Turbulent times like these offer many challenges to business owners. They can also offer some opportunities. The availability of good talent is one such opportunity. It is unfortunate that people lose their jobs when the economy is soft, but having so many good people in the job market can be a real benefit to you if you’re replacing someone or adding staff. Your hiring process should take advantage of the fact that you have more options. We suggest the following steps in your process: 1. Know what you’re looking for. It sounds simple enough, right? However, too many business owners and managers begin searching without a clear definition of what they need. A good job description and behavioral profile of the job are important. The job description is a practical exercise. It should list the primary and secondary duties of the job, and should be the basis of performance reviews in the future. If you can’t spell out what you want someone to do, you can’t very well hold them accountable for doing it, can you? 2. Screen carefully. Your interview process should contain skill-based and behavior-based questions. Every question you ask should have a purpose, and you should know what an acceptable answer will sound like. Behavioral and skills assessments should

{

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$%&'(

Smart Salvos, Select Strategies and Succinct Solutions

[bizXperts]

the importance of asset protection planning part IV !

Three months ago we introduced you to Adam and Andrea, a desperate couple who, after failing to adequately establish an effective asset protection plan, sought out the advice of their friend Jack. Jack advised them to follow his patented four-step plan. We have discussed the pitfalls of his first two steps. Here, we tackle his final two steps, which were to keep their insurance company in the dark about potential lawsuits and to declare bankruptcy if all else failed. Unfortunately, Jack’s advice would put in jeopardy the one asset protection plan Adam and Andrea had gotten right (insurance) and send them through a process (bankruptcy) that has undergone radical changes recently—mostly to the benefit of creditors and not debtors. Insurance Insurance is an effective asset protection tool. There are many different types of insurance—far too many to discuss here. However, there are two aspects of an insured’s contractual relationship with its insurer that warrant discussion—the duty of cooperation and the insurance company’s duty to defend versus its duty to indemnify. Virtually every insurance policy requires the insured to cooperate with the insurer. Cooperation requires communication. Adam and Andrea, as early as possible, need to inform their insurance company about any claim or potential claim that may be covered by insurance. In fact, as will be discussed below, it is a good idea to submit a claim to insurance even if there is only a remote chance it is covered by the policy. If Adam and Andrea settle the claim on their own or fail to inform the insurance company of the claim, there is a high likelihood that the insurance for that claim will be void. Thus, Adam and Andrea, and any of their exposed assets, would be the target for collection on that settlement or judgment. The reason that any claim or potential claim—even if it is unlikely to be covered—should be sent to an insurance company is that an insurance company has both the duty to defend and the duty to indemnify its insured. The duty to defend is the duty the insurance company has to pay for a lawyer to defend Adam and Andrea against any lawsuit. The duty to indemnify is the duty to pay for any judgment that arises out of a claim. Upon receiving notice of a claim, the insurance company would have three basic options. One, it could acknowledge that the claim is covered and would be responsible for defending and paying any judgment. Two, it could issue a reservation of rights letter, which communicates that it will begin to defend Adam and Andrea, but it is not convinced the claim is covered so it may stop at some point or it may refuse to pay a judgment. Three, it could deny the claim in its entirety leaving Adam and Andrea to both defend the claim and pay any damages, which is what would occur if they never told the insurance company about the claim anyway. If the claim should have been covered by insurance, Adam and Andrea would have a cause of action against the insurance company directly for not

p u r s u i n g a b a l a n c e o f b u s i n e s s a n d l i fe

defending and agreeing to indemnify them. Accordingly, it is almost always more advantageous to communicate with the insurance company even if the possible claim might not be covered. Bankruptcy Bankruptcy is complicated and was made more complicated by the new bankruptcy laws that went into

Bob Wishart

Unfortunately, Jack’s advice would put in jeopardy the one asset protection plan Adam and Andrea had gotten right (insurance) and send them through a process (bankruptcy) that has undergone radical changes recently—mostly to the benefit of creditors and not debtors. effect in 2005. Adam and Andrea’s plan to leave their debt behind by declaring bankruptcy likely would run smack into one of the changes that was enacted in 2005. In the past, debtors facing serious financial problems could file Chapter 7 bankruptcy, which in essence requires the debtors to liquidate non-exempt assets and they get to start over debt-free. However, under the new laws, debtors who file for Chapter 7 bankruptcy may have to undergo a “means test” based on their state’s median income. If the debtor has assets above that median income and can pay at least $100 per month for five years, that debtor must proceed as a Chapter 13 bankruptcy rather than a Chapter 7 liquidation. Under Chapter 13, the debtor engages in a repayment plan in which that debtor repays unsecured creditors with regular payments over five years. If the debtor fails to comply with the repayment plan, the court will dismiss the bankruptcy and the debtor would lose all protections that forced the debtor to file in the first place. Thus, Adam and Andrea cannot rely on a backstop of bankruptcy as an asset protection tool as it may be an option that ties them up for five years. Rather, Adam and Andrea, as early as possible, should have explored trust and estate protection, corporate protection, and asset diversification that would effectively protect their assets in most circumstances, including the ones they ultimately faced. Bob Wishart is a founding partner and head of litigation of Wishart, Norris, Henninger & Pittman, P.A., a law firm which focuses on helping business owners define and achieve their business and personal objectives. Contact him at 704-364-0010 or visit www.wnhplaw.com.

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[bizXperts]

Smart Salvos, Select Strategies and Succinct Solutions

)**+,-./-&!

the benefit of losses !

Loss, of any type, is an unavoidable part of our lives. But within the universe of losses we can suffer, economic and financial losses have been particularly prominent recently. As difficult as losses may be to overcome, the income tax consequences from financial losses you may have experienced in most instances can provide a financial benefit. Losses for income tax purposes are characterized in one of three broad categoriesâ&#x20AC;&#x201D;those related to personal use property, those arising from a trade or business, and those associated with investments. When many of us would consider a loss to have occurred, however, differs significantly from when a loss for income tax purposes has occurred. Decreases in value rarely are recognized for purposes of determining taxable income. For a loss to produce an income tax benefit the owner of the property must relinquish ownership of it for a noncharitable reason. For example, selling, abandoning or confiscation of property can produce a loss that is recognized for income tax purposes; gifting items to others that have lost value normally will not provide a tax benefit. Determining the amount of loss is usually established by comparing what you paid to acquire the property sold, abandoned or confiscated and comparing it to the value of the property, if any, received in exchange. In instances where the relinquished property was acquired by bequest or gift, the amount paid for the property by the decedent or the donor is generally used to determine whether a taxable loss has occurred. Losses associated with property used personally are seldom recognized for income tax purposes. An exception to the general rule relates to losses resulting from theft or casualty such as flood, hurricane or tornado. Losses directly resulting from these events are always deductable for income tax purposes unless the loss is reimbursed by insurance. Generally speaking, for individuals, only the portion of the total loss from theft or casualty that exceeds $100 plus 10 percent of adjusted gross income is deductible. Losses arising from the conduct of a trade or business are divided into two classes. One class, called passive losses, consists of losses arising from a business if the owner is not actively engaged in its activities or with managing it or if the income of the business is derived almost entirely from the use of property. Rent received from leasing real property is an example of income derived from the use of property. Passive losses generally can only be used to reduce passive income. For example, a net passive loss sustained in one tax year from leasing office space can reduce or eliminate net passive income generated in the same

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tax year from leasing a location to a retail business. The other category consists of losses from all other businesses which can reduce taxable income of any type almost without limitation. In addition, an election can be made allowing these trade or business losses to be carried back and reduce taxable income in previous tax years generating an John Blair immediate tax refund. Consequently if a business owner expects a loss in the current tax year consideration should be given to accelerating expenses into the tax year to increase the loss which then can be carried back to a prior year and generate a larger tax refund.

As difficult as losses may be to overcome, the income tax consequences from financial losses you may have experienced in most instances can provide a financial benefit. The final category of loss is associated with investments and relates to an asset class normally called capital assets. Consequently, they are called capital losses. This category is directly related to money invested as opposed to efforts expended or for the use of property. Capital assets can vary from undeveloped land to shares of Microsoft. Similar to passive losses, capital losses are permitted to offset or reduce gains produced from the sale of capital assets almost without limitation. For all non-corporate taxpayers, however, if total capital losses exceed capital gains during a tax year no more than $3,000 of taxable income from other categories can be offset by capital losses. The portion of capital losses that exceed $3,000 plus capital gains in a particular tax year are carried over to succeeding tax years where they can be used to reduce capital gains as well as $3,000 of income from other categories. Capital losses can continue to be carried-over until fully utilized. Not surprisingly numerous exceptions to these general rules make reporting losses complicated. However, while the financial impact of losses is difficult to endure, they can be partially mitigated by the income tax benefits they can produce. John D. Blair Sr. is a managing partner at Blair, Bohle & Whitsitt, PLLC, a CPA firm that provides accounting, assurance, tax compliance and planning services in addition to strategic planning and tax minimization strategies to privately held businesses. Contact him at 704-841-9800 or visit www.bbwpllc.com.

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Smart Salvos, Select Strategies and Succinct Solutions

0%*1-+(+&2

[bizXperts]

leveraging portfolio management to manage and deliver change !

Economic changes continue to evolve, creating new challenges and pressures to organizations and the individuals working for them. As a business leader, effectively managing change to weather the storm or simply survive has become paramount. While we can acknowledge change is a given, the real question is how to manage and deliver change that produces positive results. One of the best tools we use to effectively manage and deliver change is portfolio management. Ideally, this tool is supported by program management and project management. We’ll fight the buzzwords and agree upon some basic definitions. •Portfolio management is the practice of managing, aligning and optimizing multiple independent “programs” to improve an organization’s performance, with a focus on measurable investments and returns. •Program management is a standardized process of managing interdependent projects to deliver organizational / functional improvement. •Project management is a discipline of planning, organizing and managing resources to successfully achieve specific goals, objectives, milestones and deliverables. While program management is focused on selecting the right mix of projects, project management is focused on flawless project execution. In its simplest terms, think of portfolio management as a tall oak tree. It provides the roots for growth and serves as a strong foundation to deliver and manage change for an entire enterprise. Program management acts as the supporting limbs and branches, providing continuity and balance within a function or major

process. Project management cultivates healthy foliage, ensuring consistent project execution and finite scope and duration. The adoption and integration of these practices is essential to managing and delivering change successfully within your organization. Effective strategies include: Using techniques to focus on project-level execution by meeting goals, objectives, budgets, timelines, etc. in a manner T.J. Eberle that encourages and fosters the implementation of change. Leveraging program management tools and techniques to ensure linkage and alignment between projects and key elements of the organization in need of integration. Employing portfolio management to analyze and report on the returns of change investments; this macro-level approach ensures that the change portfolio is managed effectively and delivers the desired outcomes. Within each of the three areas, there are many tools to tactically execute the change needed within your organization. The adoption of the portfolio management philosophy enables an organization to plan, execute, track and effectively manage and deliver change into an organization—a key ingredient to survival and expansion in difficult economic times. T.J. Eberle is president and CEO of NouvEON, a regional business and technology consulting firm. Contact him at 704-944-3155 or visit www.NouvEON.com.

25 Years In Business

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Blair Shwedo Owner and President SouthEastern Petroleum Systems, Inc.

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by ellison clary

[bizprofile]

SouthEastern Caters to Customer Demand

here were many lessons learned in 2008. One standout is the assumption that gas can be pumped whenever it is needed. Hurricane Ike taught most Carolinians how vital the flow of petroleum products is to everyday life. As a petroleum equipment distributor, Charlotte-based SouthEastern Petroleum Systems, Inc. (SEPS) is in the business of responding to this need and thrives on the ability to move product from tanks, in and above the ground, to nozzles which fuel vehicles. The company based off Brookshire Boulevard installs, services and maintains commercial and retail vehicle fueling systems of all sizes. Typical projects include petroleum handling equipment and its installation for retail convenience stores costing in the neighborhood of $300,000, with additional expenditures for maintenance, to equipment and installation for operators of private fleet fueling systems where the costs can range anywhere from $50,000 to over $500,000 depending on the size of the fleet and types of vehicles. “Our strategy is to focus on our customer’s specific needs,” says Blair Shwedo, owner and president of SEPS. “We understand who our customers are and we tailor our products and services accordingly.” Filling a need Shwedo traces that credo to what he learned from an influential mentor three decades ago. Fresh out of the UNC Chapel Hill, Shwedo signed with Union Carbide in Charlotte where senior sales representative Curt Brown took him under his wing. “Find a need and fill it,” Brown taught Shwedo. “Find out what the customer is looking for and then turn around and meet their needs.” That simple philosophy has served Shwedo well. When he bought the company in 1992 from its founder, it was

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primarily service-oriented and, with four employees, the business base was limited to the Charlotte vicinity. Today the firm boasts 27 employees and annual revenues in excess of $6 million. And in addition to the Carolinas, they are licensed to operate in Georgia and Virginia. The company has a 15,500-square-foot facility in Charlotte and 5,000 square feet in Columbia, S.C. It also has a special projects presence in Atlanta. “It’s been an exciting adventure,” says General Manager Chris Blumberg, who joined SEPS a year after Shwedo took control. “You just get up every morning and go for it again,” she says. “I love what I do.” Strong on service, SEPS handles both retail and commercial business. Retail convenience store owners !

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range in size from the single mom-and-pop operators to the national chains and major oil companies. “We have a lot of factory training and we are authorized to service and install a large variety of products,” Shwedo says. A tour of the Charlotte warehouse reveals a staggering assortment of equipment. There are pumps that push petroleum out of huge underground tanks and into the fuel dispenser used to fill a vehicle. There are various gadgets for the dispenser itself, from electronics for credit card transactions at the pump to hoses and nozzles. Then there are scores of items for the cash prepay and post pay options, environmental monitoring and protection equipment, and fuel management programs. There are even breakaway valves on dispenser hoses for the absent-minded motorist. “If somebody drives off with the nozzle still in the tank, which happens a whole lot more than you’d think,” Shwedo chuckles, “the valve will break. It will separate. Then you can come back and reconnect them, if it doesn’t get damaged dragged down the highway.” SEPS stocks a large variety of specialty products. Filters for dispensers that allow

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for using an ethanol-blended fuel were big six months ago when gasoline bumped $4 a gallon. Now they languish in the warehouse. Another special product Shwedo points to is an absorbent cloth that shuns water but absorbs oil. Not in the warehouse, but a major part of any service station, are gasoline storage tanks. A standard 20,000-gallon tank has a 10-foot diameter and is about 35 feet long. For installation, SEPS digs a hole 16 feet deep to bury such a tank on a bed of stone, and then covers it with three feet of crushed stone and concrete. Generally, a convenience store will use a 20,000-gallon tank for 87 octane gasoline and a 12,000-gallon vessel for 93 octane. A blend valve at the dispenser creates the mix that produces 89 octane. For diesel, a typical station may use an 8,000-gallon tank. SEPS also deals in software and hardware that accounts for gasoline dispensed—fuel management programs. Private fueling for some companies is essential, for others it is a business choice. As the expense of fuel represents a larger percentage of a firm’s cost to do business, the benefits of an on-site private fueling system, once feasible for only large fleets, are now being enjoyed by smaller fleet owners. “With the continuous fluctuations in fuel prices, our customers have been able

to put money to the bottom line through management systems that automatically track and account for fuel usage by vehicle and/or user,” says Shwedo. “When people invest in fuel management, they typically save a lot in product, because it provides accountability and discourages theft. In some instances, inventory can be reduced because operators know in real time what volume they are using and can schedule deliveries accordingly.” Another big commercial seller for SEPS is fuel tanks for reserve generators, the type many office buildings depend on to kick in when electrical power is interrupted. Blend of customers and installations Area locations where Shwedo’s company has performed projects include aboveground tanks with high-tech fueling systems for ground support vehicles at airports.

ur strategy is to focus on our customer’s specific needs. We understand who our customers are and we tailor our products and services accordingly.” ~Blair Shwedo Owner and President

At marinas on Lake Norman and the Intracoastal Waterway, the firm has installed and maintains boat fueling systems. Marinas are an interesting challenge according to Shwedo because the proximity to water means all fittings must be extra tight, using pipe with a hard metal shell, to avoid leakage. “Marina jobs are like a normal commercial job on steroids,” Shwedo says with a head shake. “Emergency generator fueling offers its own challenges,” Shwedo continues, “as we

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often find ourselves dealing with uptown mobilization challenges such as traffic, parking and off-loading of equipment.”

verybody has issues and problems. It’s how you handle the problems that make you a good contractor. SouthEastern is very responsive, and that starts with Blair.” ~Larry Hunter Environmental Manager Southeast Division, Circle K Stores, Inc.

Shwedo justifiably takes pride in 24/7 service, attests Larry Hunter, environmental manager for the Southeast Division of Circle K Stores, Inc. Shwedo’s firm is the primary gasoline contractor for Circle K stores throughout North Carolina and the majority of South Carolina, says Charlotte-based Hunter. “Everybody has issues and problems,” Hunter says. “It’s how you handle the problems that make you a good contractor. SouthEastern is very responsive, and that starts with Blair.” On a recent Saturday afternoon, a Charlotte Circle K sought fast service for a minor product release. “SouthEastern was on the site within an hour,” Hunter says. “I don’t know how you can ask anybody to do any better than that.” Shwedo highlights performance as the most rewarding part of the business. “It’s stepping back after completing an installation and seeing a happy customer and a functioning system that you can be proud of,” he says. “I get excited when I go to a job and see our people working hard. We do have great professionals. If I could name the number one reason for our success it would be our dedicated and talented staff.” Not surprisingly, when hiring, Shwedo looks for “an alertness, an ability to understand and learn and grasp new concepts. A work ethic.” Experience with petroleum is nice but not necessary and neither is a college degree. “High school, yes, we do like to see people with the ability to finish things,” he says. “If you didn’t finish high school, it might mean you’ll leave us short, too.” Committed to the industry Active in his industry, Shwedo is the current president of the national Petroleum Equipment Institute (PEI). The organization

boasts 1,500 members, illustrating how fragmented the industry is. Attempts at consolidation through mergers have largely failed, Shwedo says, because of a strong strain of individualism. “From a general standpoint, it is a very competitive field,” Shwedo says. “But when you start to break it down, each one of the companies that we compete with has a little bit of a niche focus. We’re probably more serviceoriented,” he says, adding, “We are very wellbalanced between commercial and retail.” The industry runs the gamut from small operations with about $1 million annual sales to those with multiple offices and yearly sales as high as $60 million. He believes the Institute can be invaluable for a company such as his, which is a dead ringer for what the organization’s surveys show is the typical petroleum equipment firm. He praises the PEI’s “10 Group” concept through which executives of 10 companies from widespread geographic territories meet twice a year to share best practices. “The more you put into PEI, the more you get out of it,” Shwedo says, adding that he and two of his employees soon will attend a seminar in St. Louis for service and construction managers. At 51, Shwedo plans to lead the company for many more years. He’s done some thinking about what that future will look like. “We’re anticipating a fair number of changes,” he muses. “Some of it has to do with biofuels, ethanol and biodiesel. Compatibility of materials is an issue in handling them. The

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infrastructure is going to have to grow. There’ll be more tanks. It will be good for business.” With much higher performing diesel engines poised to invade this country from Europe—where 50 percent of cars now sold are diesels—Shwedo predicts a boom of such vehicles on American roads in a few years. The new diesels are powerful, fuel-efficient, quiet and smokeless, he says. Environmental concerns will continue to grow, Shwedo forecasts, and adds that he’s confident his industry will adjust to greenfriendly measures. Keeping up with changes, many related to new regulations, is perhaps the most challenging element of operating a petroleum equipment business, he concedes. “Sometimes it can be frustrating, when you’re piecing together a system for a customer, and the rules are changing as you’re putting it together.” A recommendation that’s been on a customer’s shelf for a few months may cry out for an update when that customer gives Shwedo the go-ahead. Shwedo might point to a product that has been introduced since the recommendation was made and say, “We’d feel better if you put it in there.” A bit farther down the road, Shwedo is fairly certain the electric car, in some form, will be a player in individual transportation. Noting his age, Shwedo surmises, “I will be able to retire with plenty of petroleum still being dispensed in our market area. But the energy situation doesn’t stagnate. People that choose not to keep up with the changes will disappear.” biz Ellison Clary is a Charlotte-based freelance writer.

SouthEastern Petroleum Systems, Inc. 101 Lawton Road Charlotte, N.C. 28216 Phone: 704-394-3178 Principal: Blair Shwedo, Owner and President Established: 1967; current ownership since 1992 Additional Offices: Columbia, S.C. Employees: 27 Annual Revenue: $6 million Business: Petroleum equipment distributor; installs, services and maintains retail and commercial vehicle fueling systems. www.sepsusa.com

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[bizprofile]

by thom callahan

FOCUSED ON THE

FINE PRINT

The Remi Group Penetrates Equipment Maintenance Management; Scrutinizes Contracts, Magnifies Savings

any businesses rely upon a great deal of electronic equipment for their dayto-day operations. And in most cases, when that equipment breaks down or malfunctions, the maintenance contracts that were purchased from the Original Equipment Manufacturer (OEM) are filed away somewhere or worse, nowhere to be found, leaving the owners at the mercy of an OEM provider-now servicer. Rarely do owners consider the coverage and costs of these contracts. Enter, The Remi Group, which, since 1998, provides equipment maintenance management programs and helps companies nationwide gain a clearer understanding of their true maintenance expenditures, enabling them to eliminate unnecessary costs and reduce inefficiencies.

America—health care, government and so on—it’s just the opposite; they buy maintenance contracts on everything,” says Schuster. In addition to providing more organized, efficient and lower-cost equipment maintenance, The Remi Group can also provide companies with a distinct cost savings in these tight economic times. “Maintenance contracts are almost always overlooked when businesses address fiscal matters to cut costs. Most businesses tend to focus on salaries, health care, and real estate expenses in order to reduce expenditures,” Schuster says. !

Real Cost Savings Dan Schuster, The Remi Group founder and CEO, has seen his business grow rapidly with the increase in electronic equipment and equipment maintenance contracts. “These days there are maintenance or service contracts on everything from a consumer purchase at an electronics store on up. However, unlike consumers who don’t typically buy the extended warranties because they don’t gauge them to be of good value, in corporate

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Dan Schuster Founder and CEO The Remi Group, LLC

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“Maintenance contracts are almost always overlooked when businesses address fiscal matters to cut costs. Most businesses tend to focus on salaries, health care, and real estate expenses in order to reduce expenditures. Nobody’s looking at the equipment they currently own and what they are spending annually to maintain it. We point out that the money being spent may not be serving their financial interests and we show them how to change that.” ~Dan Schuster Founder and CEO

“Nobody’s looking at the equipment they currently own and what they are spending annually to maintain it,” furthers Schuster. “We point out that the money being spent may not be serving their financial interests and we show them how to change that.” Ron Calhoun, president of The Remi Group elaborates: “Our value proposition is the last spoke in the expense wheel that’s yet to be tightened. Virtually every other expense on that wheel has been addressed but maintenance contracts. It’s because of the non-integrated nature in which the buying decision is usually made— the purchasing decisions and maintenance decisions are entirely separate. We focus on ‘the fine print’ and add value which is often overlooked or unconsidered.” When clients sign with The Remi Group, they still have the autonomy to select the vendor of their choice to perform the equipment maintenance and repair. The only difference now is that they don’t have to bother with calling the vendor, scheduling the repair, collecting the paperwork, or making the payment. Also, the headache that accompanies managing multiple vendors and a

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myriad of service contracts is virtually gone. The Remi Group program covers a client’s equipment 24/7 and consolidates all of its maintenance contracts—with one anniversary date—under one manageable contract. Bob Saull, senior vice president of sales, summarizes the whole process: “What we’re doing is transitioning the client from prepaid service contracts to service on a time-and-materials basis. Our goal is to ensure service quality and equipment uptime, while achieving the best return for each dollar invested in the maintenance of the client’s equipment.” The Remi Group is also mindful so as to not compromise any service requirements that were included in the client’s original service contract. “We ensure that all of the service vendors are reimbursed in a timely manner,” Schuster declares. “We have a huge network of qualified, reliable vendors that we depend upon and we want our vendors happy,” Schuster remarks. How the Program Works The Remi Group itself does not affiliate with any OEMs, service providers, or leasing

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companies. “We provide an unbiased solution that serves only the needs of the client,” says Schuster. When service on equipment is needed the client calls The Remi Group’s Service Center and a dispatcher calls the client’s preferred service vendor and then manages the entire service event from start to finish. The dispatcher confirms that the client receives satisfactory service. All paperwork is sent directly to The Remi Group for processing and payment. “A decade ago, service dispatch was not so much in demand, but as operating budgets have gotten leaner and as support staff has gotten smaller, clients want the convenience of dialing just one number for service and relying on us to handle the rest,” Schuster says. “It makes their jobs a lot easier.” The Remi Group also gives their clients the option of calling the vendors directly for service if they prefer. The Remi Group program has been in place in one of the nation’s largest “for profit” health care systems since June of 2001. “At the time, the tracking of maintenance and repair expenditures was inconsistent across many

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confronted the complex needs of a multihospital system, while being sensitive to the unique strengths and requirements of each location within the system,” Howison continues. “Our commitment to total customer satisfaction has led to a long-term relationship that delivers growing savings year after year for the entire system.” The Remi Group underwrites their program with the financial backing of A-rated insurance companies such as General Fidelity Insurance Company (owned by Bank of America), Zurich North America, and Royal & Sun Alliance Canada.

“Our clients can be assured that any maintenance obligation will be met. Our program is backed by some of the strongest and most financially secure insurance companies in the industry,” Calhoun notes. Transparency In addition to hospital and health care providers, The Remi Group has programs in place with commercial, educational, financial and government institutions, including seven current statewide contracts. “It’s a portable model; we started out in the health care industry and then quickly moved !

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“What we’re doing is transitioning the client from prepaid service contracts to service on a timeand-materials basis. Our goal is to ensure service quality and equipment uptime, while achieving the best return for each dollar invested in the maintenance of the client’s equipment.”

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of the facilities,” notes Schuster. “The system had no visibility into what they were spending on the maintenance of their equipment.” “Due to the fact that many of the system’s facilities were spread over an entire state, we immediately realized that our centralized program model would be pivotal to success,” Howison explains. “The key was to develop a program that worked in partnership with their existing in-house clinical/biomedical engineering department at each location.” “We developed a customized solution that

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Our goal is to improve equipment performance, decrease equipment downtime, improve service vendor responsiveness and performance, and eliminate all the unnecessary hassles and distractions associated with managing your equipment portfolio.

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into government, banks and even grocery stores,” Schuster says. “The program has worked in every market segment that we have tried it.” “The list of equipment covered on the program is extensive, but it’s basically anything that is electronic in nature and plugs into a wall,” Calhoun offers. “We cover medical equipment spanning from low-end clinical to high-end diagnostic imaging. We also cover laboratory and research equipment, general office equipment, IT, communication, security, and mail room equipment.” “Another major benefit of the program is the fact that we capture and report upon all aspects of the program including vendor participation, equipment performance, and cost metrics.” Calhoun says. “That transparency is very important to us because it’s client-centric, not Remi-centric or OEM-centric,” Saull observes. Transparency in reporting affords The Remi Group clients a history of all service events that he says is “information equipment manufacturers would never provide in their reports to their clients.” “All program information is accessible 24-7 on Remi Online, our customer internet interface. Clients have real-time access to all aspects of their equipment information,” COO Brent Howison adds. “This information gives our clients the power to make informed decisions concerning choice of service vendors and new equipment purchases.” Many business owners can relate when told by a vendor that their equipment is becoming obsolete, can no longer be maintained, needs an upgrade, or needs to be replaced. Schuster raises an interesting question, “Why would we rely on the same guy who sold the equipment to be in complete charge of maintaining that equipment and not walk away thinking there’s an inherent conflict of interest?” The Remi Group has been serving the State of New York with their equipment maintenance management program since April 2002. While cost savings and enhanced management oversight were both important, management reporting and

having comprehensive information on equipment performance was vital to the state. To meet the state’s evolving needs, Remi created—and continually adds to—a suite of customized reports for them available around-the-clock through Remi Online. “Our account services and information technology team works closely with the State of New York staff to ensure that they receive all of the information necessary to help them do their jobs,” Schuster adds. “We believe in information transparency, so when our client asks for custom reports or information, we find a way to meet that need through Remi Online.” Spreading Out Like many start-up companies, The Remi Group didn’t begin with large clients or even a lengthy client list. “We were working on small deals 10 years ago and an occasional big one. We were determined to get our message out there that we have an alternative solution to high-priced equipment service contracts,” Schuster declares. “We are still pushing that message and it is resonating, especially in times like these when everyone has to reduce spending and cut costs,” Howison adds. The Remi Group is diligently working to build brand awareness through their direct marketing efforts. With the flagging economy, there is no doubt more businesses are looking for ways to be more frugal particularly in the government and health care sectors. “Because tax revenues have fallen so dramatically in the government segment, they’re looking at cutting back programs that serve citizens,” Schuster observes. “One of the reasons government entities choose our program is because they are being forced to do more with less. Extending the lifecycle of electronic equipment rather than replacing it is much more advantageous. Our program extends the useful life of equipment by making sure that the equipment is properly maintained.” Saull points out that by scheduling preventive

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maintenance regularly, The Remi Group is able to keep the equipment up and running and extend its useful life. “With aging equipment, the cost of a maintenance contract with an OEM will typically increase between 3 and 8 percent annually,” Saull says. “If a three-year contract for that same piece of equipment is signed with The Remi Group at a savings of 20 percent compared to the OEM price, that price is fixed and is capped for the next 36 months.” The Remi Group currently has multiple statewide contracts in progress and has even branched out into Canada and has plans for business opportunities in the European Union. “Historically we’ve gone where our message has resonated the quickest. While we are Charlotte-based, we have a national value proposition that is moving toward an international audience,” notes Calhoun. While The Remi Group competes against many “highly motivated” OEMs employing hundreds of thousands of technicians nationwide, “The OEMs tend to drive their profits through the service side of their business, which is where we can exist and operate more efficiently and serve all of a client’s equipment needs across the board,” Schuster explains. Calhoun suggests, “Companies contemplating tough budgetary decisions—especially now— should take a close look at their equipment maintenance expenditures first…because they may be surprised at the cost versus value.” biz

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WE PROMISE TO PROVIDE OUR CUSTOMERS WITH QUALITY NEW AND PRE-OWNED OFFICE FURNITURE AND ACCESSORIES AT AFFORDABLE PRICES. OUR CUSTOMERS SPEAK FOR THEMSELVES. Larner’s has been an amazing asset to my business—guiding me through two moves, and now a third in the works! Larner’s always has the best advice, and finds the best combination of used and new pieces to keep us up to date. Our goal at In the Public Interest is to create a comfortable place for good counsel, and the partnership we have with Larner’s has truly helped us achieve that!

Thom Callahan is a Charlotte-based freelance writer.

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11325 N. Community House Rd., Ste. 300 Charlotte, N.C. 28277 Phone: 1-888-451-8916 Principals: Dan Schuster, Founder and CEO; Ron Calhoun, President; Brent Howison, COO Employees: 55 Charlotte-based; 12 business development specialists and program managers nationwide Established: 1998 Business: Provides equipment maintenance management programs for hospitals and health care facilities, government entities, financial institutions, educational institutions, grocery stores, and commercial businesses nationwide. www.theremigroup.com

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Photo:Wayne Morris

(l to r) Eric B. Dana, CFO Joe Cogdell, V.P., General Counsel and Secretary William J. McMahon, President and CEO Frank Wenz, V.P. Plant Operations Michael Cooper, V.P. Technology (in background) Lloyd Swaringer, Manager, Quality and Marketing CoaLogix, Inc.

his is about a Charlotte company that beat the Chinese government and other global giants for a worldwide energy award. It’s about a firm whose technology makes it easier to buy American and keep dollars in this country. Its products lead to cleaner air, land and water. The company is CoaLogix, Inc., across the Catawba River from Mount Holly. It makes coal more environmentally compatible for electricity generation while cutting the cost of burning it. It does this through two subsidiaries, SCR-Tech LLC and

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MetalliFIX LLC. SCR-Tech regenerates catalyst that coal-fired electric plants must use to comply with environmental restrictions. MetalliFIX removes and fixates mercury—a toxin—from plant emissions and remediates the mercury, keeping it out of the food chain. “At CoaLogix, we’re focused on coal-fired power plants,” says William McMahon, president and chief executive. “We are in the holistic application of technology. We focus on coal environmental impact reduction, on how to burn coal logically.” “The basic premise is that coal is not going away,” McMahon adds. “If you look at the United States, 50 percent of our energy consumption is by coal.”

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by ellison clary

[bizprofile]

Clean

Coal

!"#"$%&#

COALOGIX CLEARS THE AIR $

Ammonia is added to the flue gas.

Flue gas containing nitrogen oxides is admitted from the boiler to the SCR.

The gas mixture flows over catalyst elements, which cause the nitrogen oxides and ammonia to react.

% The reaction converts the nitrogen oxide to pure nitrogen and water. The flue gas then continues through the catalyst channels for additional treatment or atmospheric discharge.

Selective catalytic reduction (SCR) systems are a means of reducing the nitrogen oxide emissions of power generators. Figure shows the typical design features and location of an SCR catalyst reactor installed in a coal-fired power plant.

“At CoaLogix, we’re focused on coal-fired power plants. We are in the holistic application of technology. We focus on coal environmental impact reduction, on how to burn coal logically.” ~William McMahon President and CEO

“Coal has to be a part of our future,” he continues. “Just to maintain our way of life, we’ve been growing at about 1.6 percent a year for gross national product. Our electricity use grows with GDP. That doesn’t sound like much, but it’s 8,000 megawatts a year. We think coal has to produce at least half of that going forward.” CoaLogix helps coal-fired electric generating plants reduce their environmental footprint through technology. SCR-Tech reconditions catalysts (think filters). Over time, these catalysts get clogged with fly ash and other contaminants that render them ineffective at removing nitrous oxide from emissions. Nitrous oxide helps trigger formation of greenhouse gases.

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Until SCR-Tech came along, electric companies sent clogged catalysts from their coal-fired plants to landfills. These catalysts typically are the size of a compact car and weigh about 3,000 pounds. McMahon shows a photo of spent catalyst from one typical-sized coal-fired plant. It fills a 25,000-squarefoot CoaLogix warehouse and the units are stacked near the rafters of its high ceiling. “In this catalyst are things like arsenic, vanadium, heavy metals,” McMahon explains. “Our process actually regenerates this catalyst and puts it back into service rather than going to a landfill.” By restoring these catalysts to full performance, SCR-Tech can reduce a coal-fired plant’s landfill impact by 75 percent. Further, because it can !

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(left) Visitors observe an SCR catalyst module cleaning through the patented ReGen process. (top right) CoaLogix can clean and regenerate any type of SCR catalyst, thus reducing landfill impact. (lower right) SCR catalyst regenerations can be tailored to individual power plant catalytic and NOx reduction needs.

regenerate a used catalyst for 60 percent of the cost of a new one, utilities save big money. A new catalyst costs $6,000 to $7,000 per cubic meter, McMahon explains. A typical coal-fired electric generating unit will have $5 million to $6 million worth of catalyst. “Our customers have about $1.2 billion of catalyst in their power plants,” he adds. “About one-third of that has to be replaced every year. There’s a replacement market of about $400 million per year, not counting the inspections, tuning and general SCR management we also perform.” SCR-Tech also buys catalyst and regenerates it. In its west Charlotte warehouse, the firm has about 2,000 megawatts of catalyst, cleaned and ready to customize with the right mix of chemicals for an individual customer. SCR-Tech performs so well that CoaLogix won the 2008 Platts Global Energy Award for Commercial Technology of the Year. Platts bestows a group of honors annually to recognize leadership and innovation and they are considered the Academy Awards of the energy industry. CoaLogix beat out hundreds of nominees and six finalists, including the China National Offshore Oil Corporation, Lennox Industries and Salt River Project. Patriotic Element Is Big But there’s a patriotic element even bigger than beating out a Chinese government entity, McMahon says. That’s because the vast majority of coal burned in the United States is domestic, while catalyst manufacturers are either overseas or owned by foreign parent companies. “If you keep buying new catalyst, then landfilling it, you’re taking heavy metals and things that are produced in other countries and putting them

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in our landfills—and you’re sending profits outside the country,” McMahon says. “By regenerating with an American company, we’re not putting the catalyst in the landfill, we’re doing it for 60 percent of the cost of new and we’re hitting tighter environmental restrictions.” More stringent environmental considerations play a major role in the growth of MetalliFIX, as well. “The mercury removal market today, just with state regulations, is about $800 million to $1 billion,” McMahon says. “The federal government is looking at a flat 90 percent removal requirement.

When that happens—and it’s a question of when and not if—it’s about a $3 billion-ayear market.” McMahon calls MetalliFIX a “very simple system” that involves an injection into a plant’s flue gas desulphurization system. Recent tests of the MetalliFIX process by the Energy & Environmental Research Center, a nonprofit that does work for the U.S. Department of Energy, produced rave reviews. “Their exact words were: ‘We’ve never seen anything like this,’” says McMahon. Born in Manhattan and raised just north of New York City, McMahon earned a bachelor’s in nuclear engineering from Georgia Tech, an M.B.A. from Xavier University, and an advanced management degree from Duke University’s Fuqua School of Business. Unique technology was a strong draw for McMahon when he took the reins of SCR-Tech in 2005. “The technology was just unbelievable,” he recalls. “I knew this was going to be a fun business.” He and wife Barbara, a South Carolina native, moved to Charlotte from Boston after SCR-Tech’s German parent had sold it to Catalytica Energy Systems. Phoenix-based Catalytica was looking for new management in Charlotte and McMahon, a nuclear engineer who has run multiple energy-related businesses, suspected Catalytica might not be committed to SCR-Tech for the long haul. The opportunity McMahon thought he sniffed materialized when Catalytica merged with another company and put SCR-Tech on the market. McMahon found backers in Acorn Energy, Inc. of Montchanin, Del. (Nasdaq: ACFN), and

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EnerTech Capital, Inc. of Philadelphia, Pa. He engineered a sale in November 2007. McMahon says he and his management team own “a significant portion of the company in options.” Immediately, McMahon and crew established CoaLogix as a holding company for SCR-Tech and soon after purchased worldwide exclusive rights to the technology that is the basis for MetalliFIX. Management Team Sparks Growth “The company has been growing very quickly,” McMahon says with understatement in his voice. He praises his management team that includes Eric Dana, chief financial officer; Joe Cogdell, general counsel; Mike Mattes, executive vice president of operations; Frank Wenz, veteran vice president for plant; and Mike Cooper, vice president of process as well as research and development. Including McMahon, these leaders have logged a combined 160 years of experience. The business backlog has swelled from $300,000 to almost $15 million. The work force has jumped from 20 employees to 50 and the company runs two 12-hour shifts, seven days a week. A project that had taken a month now is done in a week. “A typical power plant is about 500 megawatts,” McMahon says. “Today, we have over 10,000 megawatts under contract, so that’s 20 plants. We probably have another 100 transactional-type customers.” Utility clients include a roster of familiar names such as Dayton Power & Light and the Southern Company. For Charlotte-based Duke Energy, CoaLogix has performed projects at Belews Creek Steam Station and Gibson Station. Along the way, CoaLogix has earned customer praise. “The catalyst was regenerated with short notice, resulting in a fast turnaround situation,” says Frank

(top) To stay ahead of demand, CoaLogix is rapidly expanding its regeneration facility in Charlotte, N.C. (bottom) The CoaLogix patented process regenerates severely-plugged and partially deactivated SCR catalyst.

“To maintain our lifestyle, we’ve got to produce more electricity and do it such that we’re not dependent on other countries. When people hear that, they’re very excited about what we do.” ~William McMahon President and CEO

Wszelaki, director of the Monroe Power Plant on the Detroit Edison System. “The hurdles CoaLogix was able to navigate were substantial, including long work hours, trucking issues and shop space.” McMahon’s looking for new technologies to add to the CoaLogix playbook. “We’re going to stay in reducing the environmental footprint of coal-fired boilers,” he says. “That’s not to say we won’t work with power plants that are powered by gas, as our technologies are applicable.” He’s certain the company will expand. Right now, CoaLogix is on an 800-acre campus off Mount Holly Road, about one mile from a bridge across the Catawba River into Gaston County. With 125,000 square feet, the company is running some operations from mobile units. McMahon is looking to grow in the Charlotte area near term but, in five years, he foresees a number of international offices. And CoaLogix might soon opt for an initial public stock offering, McMahon suggests. Company Handles Two Big Hurdles Helping utilities come to terms with using the services of SCR-Tech and MetalliFIX presents two big hurdles. “Our utility customers, especially in this capital market, are faced with questions like how do I spend money, when do I spend money and how do I get the money to spend,” McMahon says. He and his management team use computer programs to show customers and prospects how to proceed prudently. There’s always the natural aversion to change, which the CoaLogix business represents big time. “Utilities are not great embracers of change,” McMahon smiles, but he adds that most power generation executives understand the role his services can play. “This is my fourth start-up and, in every case prior to this, I had to convince people that the market was really there,” McMahon says. “In this case, I don’t have to convince anyone.” As they scramble to mitigate emissions, “Our customers are having to place a chemical plant

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on the back of their mechanical plant,” he says. CoaLogix helps them operate with all systems working together, in what McMahon calls the holistic approach to optimizing emissions. Although finding good people for CoaLogix is a challenge, developing them once they are in the fold is one of McMahon’s favorite pursuits. “I’m 53,” he says. “What’s really great is bringing the younger people along—building the team here. That’s what I like. It’s what I’m good at.” On the horizon, McMahon sees dramatic utility consolidation, fueled by ever-more-stringent environmental rules. CoaLogix will have fewer customers, but those it serves will be much bigger. And he thinks they’ll be more demanding. Meanwhile, McMahon is pleasantly surprised by the positive reactions he finds in Charlotte when he explains the CoaLogix mission. He tells people coal is a domestic resource and it’s 50 percent of the fuel the United States uses for energy production. Then he adds his patriotic pitch: “To maintain our lifestyle, we’ve got to produce more electricity and do it such that we’re not dependent on other countries. When people hear that, they’re very excited about what we do.” biz Ellison Clary is a Charlotte-based freelance writer.

CoaLogix, Inc 11701 Mount Holly Road Charlotte, N.C. 28214 Phone: 704-812-4060 Established: 2003 (as SCR-Tech LLC), CoaLogix since 2008 Principals: William J. McMahon, President and CEO; Michael F. Mattes, Exec.V.P.,V.P. Sales and Marketing; Eric B. Dana, CFO; Michael Cooper,V.P.Technology; Frank Wenz,V.P. Plant Operations; Joe Cogdell,V.P., General Counsel and Secretary Parent Companies: Acorn Energy, Inc. (Nasdaq: ACFN) and EnerTech Capital, Inc. Subsidiaries: SCR-Tech LLC; MetalliFIX LLC Employees: 50 Awards: Platts Global Energy Award for Commercial Technology of the Year, 2008 Business: A leading provider of SCR catalyst regeneration technologies, mercury remediation technologies, and management services; wide variety of service offerings including SCR catalyst management, cleaning and regeneration, as well as consulting services designed to help power plant operators optimize their SCR system operation and achieve NOx compliance at lower costs. www.coalogix.com

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[biztech]

Tactical Technology Tips

»Constructing (Reengineering) your “next generation” Web site Characteristics of a “Next Generation” Web Site When business-related Web sites first emerged in the early 1990s, they were typically seen as a ancillary adjunct to an organization’s entrenched traditional business model. Most 1st generation Web sites simply echoed established corporate protocols and limited aspirations to that of reinforcing basic brand awareness and inviting the occasional sales inquiry. At the time, Web sites were seen primarily as a supplemental advertising vehicle, and not much more. Fast forward to today’s digital marketplace, modern Web sites no longer just promote the business, but rather they function as a direct and comprehensive working extension of the business itself.Your “online business” now reproduces and streamlines many of your most fundamental operational and communication interactions. More and more frequently, customers no longer perceive any significant difference between communicating with you through your Web site or e-mail versus interacting with your company through direct person-to-person contact. Today’s challenge (and opportunity) lies in your ability to translate traditional core business processes to a more responsive and more efficient online environment, through the construction of a “next generation” Web site.

service, support and retain each of your individual groups online. Most 1st generation Web sites tend to focus only on a single audience group; typically, new prospects. A next generation Web site strategy Examples of Common should encompass and conCore Business Processes nect to each key player within your business model, including prospects, existing customers, Sales employees, partners and Marketing Customer influencers, media, ven& Support & Public dors and others. Service Relations Recognize that modern Core Web sites are “multi-dimenBusiness Processes sional,” exchanging different content with different audiProduction Product ences in different ways, & Development Operations all through an organized “web” of branded Web sites, landing pages, personalized data centers, e-mail, multimedia, blogs, RSS feeds, and other vehicles. The key is to Comparison of 1st Generation and Next Generation Web Sites establish an active online communications channel for each group of participants that contribute to your “Next Generation” Web Site 1st Generation Web Site business’ success. The Web site operates as a fully functioning extension of The Web site is “secondary” to the organization’s Consider your company’s unique, competitive the organization, supporting and enhancing many of its core traditional ability to sell, deliver and support its business processes. products and services. value proposition. What is the single most imporDynamic Web Site Structure Static Web Site Structure tant reason individuals choose to do business with Personalized, targeted content for individual audience members Preformatted generic content written to be you instead of someone else? Whatever the answer, or groups, sometimes restricted by private password login. viewed equally by everyone at the same time. convey this quality clearly throughout your online Multi-Dimensional Content Presentation 2-Dimensional Content Presentation Enhanced by Animation, Audio and Video Tools Primarily Text & Stationary Images business model. Content is produced, shared and updated regularly, sometimes Content is produced and updated infrequently, For example, if your unique selling point is “locaon an automated basis or retrieved at-need by the individual as visitors are only expected to visit the Web user with the aid of advance content search tools. site once or twice a year for general information tion,” post your address front and center on every purposes only. page. Integrate Google Maps and Google Earth with Content is targeted to serve multiple audiences, including Content is created to serve a single, broad audiprimary content, demonstrating your proximity to key prospects, current customers, employees and associates, ence regardless of their individual needs or role. vendors, suppliers, etc. landmarks and travel lanes. Consider personalizing Supports Multi-Channel Interaction Offers Only Limited, Single-Channel Interaction e-mail messages with the recipient’s own specific drivUse of Intuitive Data Collection, Blogs, Social Networking, Emphasizing Simple, Standard Message On-Demand Documents, Live Chat, Click-to-Call, Remote Forwarding or Basic Order Collection ing distance to your store. Whiteboard Sharing, Webcasts, etc. Determine how your audience will likely access Designed only for basic desktop computer Designed for multiple display environments, including desktops, display your content. 1st generation Web sites were built with digital signage, cell phones, PDAs, GPS devices the assumption that visitors will view pages using Examine How Your Business Does Business traditional desktop computers with 15” monitor screens. Today, Internet Before you overhaul your Web site, examine your current business access provides a wider array of display and interaction scenarios, includpractices and identify your primary communication tasks. Your next gen- ing wide screen monitors, Web-connected cell phones or other portable eration Web site should build upon those same activities. Once you have display appliances (PDAs), outdoor digital signage, GPS devices, and the defined the unique core processes that drive your business in the off-line list keeps diversifying. Internet content will be reconfigured to support world, consider how you might reproduce, streamline and enhance those emerging forms of interaction beyond the keyboard and mouse click, components utilizing the connectivity of the Internet. including use of a dial pad, toggle selector, voice command, and shortcuts Define your different audiences and consider how you might attract, like Click to Call and Live Chat.

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Tactical Technology Tips

Don’t overlook peer collaboration and social networking opportunities, as well. New communication channels are available using free services as LinkedIn and Plaxo. Open communities, such as Facebook or YouTube can introduce you to new customers, while engagement services, like Twitter, can gauge immediate public feedback and test market impressions. Replicating Your Core Business Processes Online Marketing & Public Relations. (a) Instead of attempting to collect all Web site responses using a single lengthy generic contact form, offer several targeted shorter inquiry forms, positioned to serve your different audience communication needs instead—sales inquiry, employment inquiry, appointment request, investment inquiry, news/information inquiry, bill payment, account question, etc. (b) Invite visitors to register to receive e-mail alerts for news that interests them the most. (c) Convey your unique “corporate personality” by featuring brief, on-camera interviews with key company officers. Sales. (a) Consider offering a step-by-step guide to help customers configure their own service packages from self-guided menus and then submit them for pricing confirmation and order processing. (b) Immediately connect online visitors to a knowledgeable sales representative through Live Chat, providing a non-threatening forum where prospects may immediately address specific sales questions. (c) Provide on-demand product demonstrations with pre-produced video presentations. Customer Support & Customer Service. (a) Provide a personalized customer service profile page that contains the individual’s account information and payment history, links to service request form(s) and self-serve resources. (b) Improve retention by appending a personalized satisfaction survey to all e-mail correspondence. Survey responses can be sent directly to stakeholders within your organization for one-to-one follow-up, while aggregate data is displayed in online dashboards to aid monitoring and issue management. Production & Operations. (a) Create an interactive FAQ process, accepting and posting answers to frequently asked questions submitted by prospects, customers, staff and associates. (b) To support long-term projects, offer personalized dashboards to client and staff members posting assignments instructions and milestones directly to each desktop. (c) Provide cost-efficient online training events, using live Webcasts and Web-based reinforcement tests.

» Examples of Supporting Core Business Processes Online Marketing & Public Relations

Sales

Customer Support/Service

Production & Operations

Product Development

➡

➡ Company History Achievements Announcements Markets/Location Staff Directory Staff Biographies Staff Recruitment Corp. Involvement SEO & Promotion Contact/Admin Contact/PR

Product Overview Product Benefits Demonstrations Feature Comparison Specifications Product Literature Online Events Pricing Overview Quote Request Contact/Lead Ecommerce

Client Profile Invoices/Bill Pay Account History Account Documents Project Document Activity Reports Service Request Project Status Resources/Links Instructions/Help Satisfaction Survey

Project Status Board Delivery Schedules Project Documents Group Messaging Self-Serve Ordering On-Demand Tools RSS News Feed Procedure Guides Interactive FAQ Product Upgrades Training/Education

Feedback Polling Client Suggestions Product Staging Test Marketing Product Trials Mentoring Programs Competitive Analysis Lifecycle Monitoring Distribution Channel Service Maintenance Referral Programs

~ ONLINE ~

p u r s u i n g a b a l a n c e o f b u s i n e s s a n d l i fe

[biztech]

Product Development. (a) Encourage prospects to “design their own products and services” using a series of interactive questionnaires. Specialized requests could be quickly passed to the sales team, while more common requests could be considered for future product releases. (b) Create online user groups for your key products, inviting existing customers to join interactive discussion forums with your internal product developers. Consider a Progressive, “Ramp-Up” Approach With so many opportunities available to upgrade your Web site, the task might appear fairly daunting at first, especially given today’s common workplace time and budget limitations. Consider rolling out new “next generation Web site” features, one at a time. Look again to your company’s traditional core processes. Define those few activities that are the most essential to your different audiences, and build from there. For example, to speed your organization’s cash flow, introduce e-mail invoicing and online bill payment for your customers. Popular bookkeeping software, such as QuickBooks and Peachtree, offer built-in online capabilities at little or no extra cost. You may also easily add downloadable PDF copies of the customer’s past statements and invoices, posted to a personalized and password-protected customer account profile page. Learn As You Go Encourage ongoing feedback from each audience group and be willing to make changes along the way. You can test ideas and modify your operation model more quickly and cost efficiently within your virtual business environment. Just remember that upgrades to your Web site should benefit both you and your user groups equally, to ensure that the new online process will be successfully adopted and produce the desired results. Also remember to closely monitor your progress. Your Web site tool set provides simple ways to gauge your audience’s response to various online initiatives. For instance, plot evolving “track records” for individual customers or sales prospects by automatically logging online interaction events within your contact relationship management (CRM) process. Categorizing responses to various online initiatives, offers, and opinion polling activities over time will help you to more accurately predict future buying patterns and common service needs. Measure your next generation Web site’s return on investment (ROI) by establishing simple benchmarks, such as comparing the cost of mailing printed correspondence to customers versus the cost and impact of sending one-to-one e-mail messages, and calculate your savings. Your next generation Web site will help you gain greater insight about your customers and contributors, take advantage of evolving technologies, gain operational efficiency through self-service automation, and redefine and position your organization for future advancement. This section is intended to highlight technology tips for tactical advantage in making businesses more competitive. This month’s feature is presented by Kip Cozart, CEO of CC Communications, a Web design, programming and Internet media company; www.cccommunications.com; 704-543-1171. To submit substantive content ideas contact maryl.a.lane@greatercharlottebiz.com.

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[bizprofile]

by janet kropinak

)3./4./* APPROACH Metrolina Plastic Surgery helps you redefine yourself

“Medicine is not only a science; it is also an art.” ~Paracelsus

Dr. Broc Pratt is an artist, albeit not in the conventional sense of the term. He doesn’t paint landscapes. He doesn’t sculpt from clay or stone. He doesn’t look at the world from behind a camera. But he uses his vision and these same skills to contour and shape the body in ways that create balance, increase function, and strengthen self-esteem, creating a living masterpiece in each patient he sees. As a firm believer that the integration of art and medicine is the best approach to achieving optimal results and patient satisfaction, Pratt utilizes his extensive training, experience and discriminating eye for detail in the pursuit of body symmetry and revitalization. Contouring a career Three years into his surgical residency with Carolinas Medical Center, Pratt found himself drawn to plastic surgery and challenged by the diversity it offered. Upon completion of his residency, he elected to dedicate an additional year of research in minimally invasive surgery. His training culminated in a fellowship in plastic and reconstructive surgery at UNC Chapel Hill. Pratt returned to Charlotte as a faculty member and clinical instructor of plastic surgery at Carolinas Medical Center. The position, he says, afforded him the unique opportunity to be involved in a variety of complex reconstructive procedures as well as fulfill the needs of the elective cosmetic surgery patient. The experience fortified Pratt’s emerging passion for aesthetic surgery and his desire to use his talents to help patients achieve physical improvements and, at the same time, enhance their self-esteem. Pratt soon found his vision aligned with that of Metrolina Plastic Surgery (MPS), a 20-year-old practice, and its founder Dr. Edward Bednar. Bednar had established the practice, offering his patients a rare combination of skilled surgical techniques and award-winning artistic talent. His world-class competitive status and training in painting, woodcarving and sculpting were largely responsible for the MPS emphasis on an artistic and philosophical approach. !

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Dr. Broc L. Pratt Partner Metrolina Plastic Surgery, P.A.

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“As a physician, quality patient care is of the utmost importance to me,” underlines Pratt. “I believe that teamwork, communication and patient education are essential to patient satisfaction. We had the same approach to patient care,” he remembers. “There was an immediate visceral bond; we clicked right away.” In March of 2008, Pratt became a partner in MPS. The timing of Pratt’s arrival was convenient as it has allowed Bednar, who is currently enjoying sabbatical, to take a step back from his administrative responsibilities of the practice, passing the torch to his new partner. “Dr. Pratt relates to patients in a way that endears them to him,” remarks Kandace Hill, patient coordinator. “He sees it as an essential part of his job to educate people that the decision to have plastic surgery should not happen lightly and to make the right decisions for themselves.” Hill is responsible for responding to inquiries from potential patients and sending them a packet of detailed information on the MPS practice, the procedure and Pratt. Then a consultation is scheduled, which includes an exam and discussion of medical history and medications. Hill explains, “Dr. Pratt is very thorough and must feel satisfied with the results of the exam before agreeing to proceed with any procedures.” “It’s important to provide as much knowledge and information as possible at the time of consultation to help my patients make sound, informed decisions,” Pratt confirms. “I find that when a patient is part of the decision-making process, the sense of collaboration often replaces the anxiety about the procedure.” Hill adds: “Dr. Pratt’s professional manner gives each patient confidence in his knowledge while his bedside manner lets them know he cares about their individual results.” Pratt says it is their service that sets them apart from other clinics. “We are committed 24/7 to the needs of our patients.” Panoply of possibilities Once a procedural plan has been put in place, Pratt reviews before and after photos of similar procedures with the patient to gain a better understanding of their hopes and expectations. “These photos are used to show the spectrum of results possible following a procedure,” comments Pratt. “The goal is to give the patient what you think they want by picking the most appropriate course of action with the least amount of problems.” This upfront approach is in contrast to clinics who use high-tech software designed to show post-op results. Pratt cautions that these programs are oftentimes only offering “smoke and mirrors.” “It is impossible to factor in such things as tissue compliance, skeletal irregularities as well as other unforeseen variables,” he explains. The most popular surgical procedures offered by MPS include breast augmentation, breast lift,

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liposuction, tummy tuck and blepharoplasty (eyelid rejuvenation surgery). Breast augmentation can enhance the body contour of a woman, who, for personal reasons, feels her breast size is too small, correct a reduction in breast volume after pregnancy, or balance a difference in breast size. Similarly, a breast lift raises and reshapes sagging breast tissue resulting from pregnancy, nursing, and/or simply the force of gravity. Liposuction is a technique to remove unwanted fat deposits from specific areas of the body, such as the abdomen, butt, hips, thighs, knees, calves, and ankles. One of the most in-demand procedures at MPS is the tummy tuck, or abdominoplasty, which removes excess skin and fat from the middle and lower abdomen. The procedure is performed on an out-patient basis under general anesthesia in the clinic’s fully accredited on-site private surgical suite. One patient praises Pratt’s skills in returning her body to “normal” after a 100-pound weight loss. The doctor performed a tummy tuck, which took care of the loose and lax skin that remained, and she says went a long way to restoring her confidence and self-esteem. She is so pleased with the results that she is considering further enhancements to make her look even more youthful, not an unusual occurrence with Pratt’s patients. A common procedure among both men and women alike is eyelid surgery, also known as blepharoplasty, which removes fat, usually along with excess skin, from the upper and lower eyelids. Eyelid surgery can correct drooping upper lids and puffy bags below the eyes—features that make a person look older and more tired than they feel, and may even interfere with vision. Pratt is also well-trained in specialty areas such as labiaplasty and vaginal rejuvenation. He comments that, although these procedures tend to be talked about less, they are still quite common. For those looking to enhance their looks but not interested in going under the knife, MPS has several options to help keep them looking healthy, the most popular being Botox. Botox injections are a diluted form of botulinum toxin which is injected into facial muscles to weaken the muscles that form wrinkles. Juvederm is also commonly used by Pratt to treat patients who want fuller lips and/or who are unhappy with facial creases. And recently, MPS began carrying Latisse, a new product on the market which just gained FDA-approval, which is designed to treat hypotrichosis of the eyelashes by increasing length, thickness, and darkness. While Pratt readily admits that their services are all elective, he does understand the impact the results have on patients. In particular, Pratt says he finds helping mothers restore their post-baby body particularly rewarding.

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One young mother is very pleased with Pratt’s breast augmentation and lift to correct the effects of nursing. She comments how natural and proportionate to her body the results were and how she is considering having him perform some additional procedures. “We may not be saving lives,” he says frankly. “But what we are doing is helping restore confidence. We’re helping our patients feel a little more comfortable with who they are and hopefully when they leave our office they leave with their head held a little higher.” Recession causes wrinkle According to the American Society of Aesthetic Plastic Surgery roughly 12 million cosmetic surgical and non-surgical procedures were performed last year in the U.S., creating a $13 billion industry. With the economy in a recession and discretionary spending down, these numbers aren’t likely to see much growth in 2009. Surgeons and practices across the country are reporting a decline in both patient volume and gross billings.

Botox injections are a diluted form of botulinum toxin which is injected into facial muscles to weaken the muscles that form wrinkles. Last year, the procedure was performed more than 1.6 million times in the U.S., a 46 percent increase since 2000 and a 2,356 percent increase since 1997. An interesting consequence of these recessionary times is the growth they’ve seen in the number of male patients seeking to enhance their appearance. “The economy has made the marketplace more competitive, and we’ve definitely seen an influx of men looking to gain an edge before reentering the work force,” explains Pratt. “Men are coming in for Botox treatments, fillers, liposuction, and eyelid tucks—anything that is going to give a more youthful and healthy appearance.” But even before the recession Pratt says he was seeing more men open to the possibility of plastic

e may not be saving lives. But what we are doing is helping restore confidence. We’re helping our patients feel a little more comfortable with who they are and hopefully when they leave our office they leave with their head held a little higher.” ~Dr. Broc Pratt Partner

But even amidst troubled times, Pratt remains optimistic: “We are blessed that business is steady, people are still interested, despite what the economy is doing.” He adds: “We haven’t seen a decline as much as a shift in services.” He explains that with financing becoming more challenging for patients, some are forced to delay their surgeries for months or make negotiations in their procedural plan. “We are seeing patients getting a lot more creative when it comes to paying for their procedure,” he comments. Another shift in the industry is toward nonsurgical procedures; the lower cost and often nonexistent recovery period is drawing in followers in record numbers. “We’ve seen interest in Botox shoot through the roof,” Pratt comments. And they aren’t alone, last year the procedure was performed more than 1.6 million times in the U.S., a 46 percent increase since 2000 and a 2,356 percent increase since 1997. “As consumers continue to feel the pinch, we’re likely to see more people turning to fillers as a way to improve their looks and delay surgery,” Pratt says.

surgery. One young man tells of suffering from obesity through his adolescence, despite vigorous dieting and exercise, and coming to Pratt embarrassed and self-conscious because he couldn’t lose the fat around his breasts. He remarks about Pratt’s professional demeanor in both explaining the options and making him feel at ease. After Pratt performed a male breast reduction (gynecomastia), he now feels confident with his body. In addition to battling the economy, Pratt says public misconception is another obstacle of the job. “The Internet is great because it puts a lot of information out there, but on the same note, the Internet is bad because it puts a lot of misinformation out there.” He explains that patients often come in with fears and reservations which are spurred by misinformation they acquired from one source or another. “We end up having to do quite a bit of reeducating people once they are here,” he says. “We do our best to demystify the process and create an open atmosphere which encourages people to ask questions and be proactive about becoming informed.”

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One way MPS is helping educate the public is through monthly informational seminars, which include an open forum for questions and a discussion of trends and procedural options, as well as an opportunity to meet Pratt and his staff. Hill adds that during the seminars patients often find that, “Dr. Pratt’s straightforward tactics and positive personality, combined with his expertise in the field, make him unique in the market.” Pratt encourages those looking to improve their looks, in subtle or not so subtle ways, to consider the possibilities and begin educating themselves on the abundance of options available. Similar to their patients, MPS has successfully undergone a transformation of its own with Pratt taking the helm; but their signature artistic approach to individual care and natural looking results remains the same. biz Janet Kropinak is a Charlotte-based freelance writer.

Metrolina Plastic Surgery, P.A. CMC Pineville Medical Park Building 400 10620 Park Road, Suite 102 Charlotte, N.C. 28210 Phone: 704-541-7654; 800-294-5842 Principal: Broc L. Pratt, M.D., Partner; Edward Bednar, M.D., Partner Awards: Ambrose Paré Award for outstanding student of surgery, Carolinas Laparoscopic and Advanced Surgery Award for outstanding contributions to minimally invasive surgical research, North Carolina Chapter of the American College of Surgeons Clinical Research Award, and the Southern Medical Association Research Award. Business: Full-service practice offering wide range of plastic surgical and non-surgical procedures including breast enhancement, body contouring, surgery after weight loss, fat transfer, labiaplasty, face, Botox, injectable fillers and skincare. www.metrolinaplastic.com

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Les Farnum Roberta Farnum Owners Home Instead Senior Care of Mecklenburg County

by janet kropinak

[bizlife]

Helping

Hands

Home Instead offers in-home care and companionship

veryone shares similar concerns about health care for their parents, grandparents and loved ones as they reach retirement age and beyond. Perhaps your mother gets confused and can’t keep her doctor appointments and medications straight. Or your dad seems depressed and lonely and doesn’t want to get out of bed. Maybe your grandfather needs regular attention for his Alzheimer’s while you’re at work. Every day, all across America, families are struggling to cope. Many are raising children, working demanding jobs and trying to care for a senior family member. That’s because America is aging in record numbers. By the year 2020, the number of seniors will equal the number of 20 to 35 year olds. Advances in medicine and healthier lifestyles will help seniors work longer and continue to lead more productive lives. But the numbers also tell another story. More and more children need to help care for their parents. These family caregivers eventually run out of hours in the day, the stress becomes too great, and the balance is broken. Enter Home Instead Senior Care of Mecklenburg County, a company that delivers care and companionship services right to your loved one’s home. Acting as a helping hand to those

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struggling to get it all done, Home Instead offers trusted care and support that fits the individual needs of your family. A better way Les and Roberta Farnum, franchise owners of Home Instead of Mecklenburg County, got into the business of caregiving because of a need in their own family. They had been looking into available options for Les’ mother and grandmother and were disappointed by the lack of choices offered. “The experience really opened our eyes to the need for a service like this,” remembers Roberta. “We realized that there were probably a lot of people out there living with the same frustrations, so we went in search of a better way.” !

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“Home Instead has trained my CAREGivers with the proper knowledge of caring for the elderly. I am able to remain in full control of my life and my home with Home Instead caring for me.” ~Dolores Olson Client

In 1999, the Farnums, who at the time were living in Tennessee, were introduced to Home Instead Senior Care, a network of independently owned and operated senior care franchises that stretches across North American and around the world. The goal of Home Instead is to assist with the day-to-day tasks that sometimes make it hard for seniors to remain living independently in their homes. Offering help with everything from

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personal care to meal preparation, light housekeeping to companionship, Home Instead tailors their services to meet each client’s scheduling needs and preferences. The Farnums were so impressed with the Home Instead services that they contemplated opening a franchise themselves. They conducted extensive research and talked with multiple franchise owners, and decided to proceed, setting out in search of a desirable location for their new business venture. “We looked at quite a few cities, and after studying the demographics, it appeared that Charlotte had the most growth potential,” Les recalls. So, in 2000, Les and Roberta opened the doors to Mecklenburg County’s first non-medical home care organization. Recognizing each others’ strengths, Roberta and Les divided business responsibilities. Les, who had previously managed a manufacturing facility, handles the day-to-day operations, as well as the financial aspect of the business. Roberta, whose background was in consulting, is in charge of the company’s strategic business planning and marketing. “What makes us a good team is that we respect each other,” says Les. In addition to their individual strengths, the Farnums share a passion for seniors and helping families cope during life’s transitional periods. This passion is also a requirement for any CAREGiver employed by Home Instead. Over the past nine years, Home Instead has grown to over 200 CAREGivers, a testament to the expanding need for their services. The Farnums stress the importance of hiring qualified and trustworthy people as a necessity to Home Instead’s continued success.

“We are asking people to trust us to send someone into their home to care for their loved one; that is a big responsibility and one we don’t take lightly,” attests Roberta. Understanding that oftentimes the CAREGivers are there when a family member can’t be, each CAREGiver goes through rigorous background checks and extensive training. “We offer to our clients CAREGivers who are thoroughly screened, extensively trained, insured and bonded, matched to your preferences, professional, reliable and dependable,” assures Les. As a further service to their clients, Home Instead also takes care of scheduling, taxes, benefits, insurance and worker’s compensation for the CAREGivers. “Our process is set up in an effort to make life simpler for the seniors and their families,” says Les. “Our mission is to offer care and companionship to the seniors as well as peace of mind to their families.” And it appears Home Instead is succeeding at both. Stories say it all The Farnums credit their process of matching CAREGiver to family with much of Home Instead’s success. They employ several client relations managers who work with each prospective client to find them a CAREGiver (or group of) who best matches their needs. An introduction is made, and the final decision rests with the senior and their family. One daughter’s testimony: “Mom gets out of bed for Gladys, Paula and her other CAREGivers whereas she may not want to for others,” comments Sally Fri. “I don’t think twice whether mom’s okay when she’s with her CAREGivers. They are there however long it takes to help mom do as much as she can for herself in an effort to maintain her independence and dignity. With Home Instead CAREGivers at my mom’s side, I finally found peace of mind I didn’t have before.” Dolores Olson echoes these sentiments as she speaks of her own experience: “Home Instead knows how to truly care for people.” When asked about the quality of her CAREGivers, she is quick to sing their praises. “Since Home Instead tries to give me the same CAREGiver as often as possible, it’s easy to develop a close, personal relationship with them,” she comments. “The CAREGivers I enjoy the most are the ones that observe what I need and when I need it. Home Instead has trained them with the proper knowledge of caring for the elderly. I am able to remain in full control of my life and my home with Home Instead caring for me.” Stephanie Hoffman, who enrolled the help of Home Instead in caring for her mother is also

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COMPANIONSHIP CARE STATISTICS: • The cost to U.S. businesses due to lost productivity of working caregivers is $17.1 billion to $33.6 billion per year. • The average caregiver costs an employer $2,100 per year. • It is estimated that 46 million adults are currently providing care to an adult relative or friend and more than 138 million Americans or 66 percent of the population believe they will need to provide care to someone in the future.

• By the year 2020, the number of seniors will equal the number of 20 to 35 year olds. • An estimated 37.2 million people or12.4% of the population are 65 and older. • The U.S. population age 65 and older is expected to more than double in the next 50 years, from 35 million in 2000 to 86.7 million in 2050. • The 85+ population is projected to double from 4.7 million in 2003 to 9.6 million in 2030 and double again to 20.9 million in 2050.

(MetLife Caregiving Cost Study: Productivity Losses to U.S. Businesses, Family Caregiving in America: Facts at a Glance, U.S. Census Bureau, Administration on Aging)

quick to discuss benefits of the program and how the experience has helped both of them.

“We are asking people to trust us to send someone into their home to care for their loved one; that is a big responsibility and one we don’t take lightly.” ~Roberta Farnum Owner

“When we realized how difficult it was becoming for my mom to function in her day-today activities, the stress level for all of us became almost too much to bear. You wrestle with the choice between caring for yourself and your children, spouse and career or caring for the parents you love so much,” she remembers. “It really is the most unfair decision anyone will face in their lifetime.” Although initially hesitant about leaving her mother in the care of a stranger, Hoffman credits Home Instead with offering a life-changing experience to her family. “The peace of mind Home Instead has given us by pairing our mom with our angel Lucy is beyond words,” she explains. “We have known since the very beginning that the decision we made was the right one. Our only regret is that Lucy and my mom couldn’t have met and been friends earlier on in life.” Roberta says it’s these stories that she finds most rewarding. “Knowing you are helping people and truly making their lives better is such a gift,” she comments. Okay to ask for help A recent study from the MetLife Mature Market Institute shows the cost to U.S. businesses due to lost productivity of working caregivers is $17.1 billion to $33.6 billion per year. The MetLife Caregiving Cost Study: Productivity Losses to U.S. Businesses, produced in conjunction with the National Alliance for Caregiving, states

the average caregiver costs an employer $2,100 per year. But even with these staggering numbers in their corner, the Farnums agree, Home Instead isn’t always an easy sell. Perhaps the biggest obstacle they face is helping families overcome the initial anxiety over seeking help. Roberta and Les work hard to help people cope with feelings of guilt over not being able to do everything themselves. “There are two important things for family caregivers to remember: the first is that they are not alone,” Roberta says. And again, the numbers back her up. It is estimated that 46 million adults are currently providing care to an adult relative or friend. Furthermore, 66 percent of the population—more than 138 million Americans—believe they will need to provide care to someone in the future. “The second is that it’s okay to ask for help,” she continues. And for Home Instead clients, help comes in many forms. For some, it includes personal care services such as assistance with eating, grooming, dressing or bathing. Others use their CAREGiver for companionship services which may include respite care, arranging appointments, or playing a friendly game of Scrabble to stimulate mental awareness. Still other seniors and their family members appreciate the help of a CAREGiver to prepare meals, do some light housekeeping or run errands. Additionally, CAREGivers are trained to deal with Alzheimer’s patients. The Farnums say nearly half of their client base suffers from some sort of dementia. Clients can arrange for Home Instead care for as little as a few hours a day, or 24 hours a day, seven days a week. Billing is set up on an hourly basis with costs depending on the required services. Home Instead also offers assistance to family members in addressing the need for an outside caregiver with their loved one. “It is an important and often difficult conversation to have,” comments Les. “As the aging process unfolds, we see a role reversal and this transition can be hard on all parties. We encourage people not to wait for a crisis before they ask for help.”

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While the economic downturn hasn’t diminished the need for their services, the Farnums say they are seeing people holding off in soliciting help, which they caution is often costlier in the long run. “What people don’t always realize is that a little help can go a long way,” says Roberta. “If these people get just that little bit of help sooner, it can save the family the expense of a lot of help later.” Dependability, quality care and accountability have earned the Home Instead network a deep level of trust with clients, their family members and friends, and thousands of health, medical and social professionals. To date Home Instead has helped more than 2,000 seniors and their families in Mecklenburg County and the Farnums are excited by the prospect of extending their offerings. With an expansion of their Lake Norman office underway and the addition of a south Charlotte location which they expect to be operational in the next few years, they are well-positioned to meet our community’s growing needs. biz Janet Kropinak is a Charlotte-based freelance writer.

Nediri, LLC dba

Home Instead Senior Care of Mecklenburg County 2151 Hawkins St., Suite 201 Charlotte, N.C. 28203 Phone: 704-344-0801 Principals: Lesalyn (“Les”) and Roberta Farnum, Owners Established: 2000 Employees: Over 200 CAREGivers Additional Offices: Huntersville, N.C. Business: In-home care for seniors in the greater Charlotte area; services include companionship, meal preparation, light housekeeping, medication reminders, shopping, errands, Alzheimer’s care, personal care and more. www.homeinsteadcharlotte.com

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[employersbiz]

Legislative and Regulatory Highlights for Area Employers

»How Charlotte Companies Are Weathering Current Economic Crisis Survey Says... According to a survey recently administered by The Employers Association compiling results from 431 Charlotte area businesses of diverse size and industry, Charlotte companies are slashing everything from salaries to benefits to jobs to weather the current economic crisis. Not surprisingly, approximately 68 percent of the respondents consider current business conditions to be fair or poor, and 43 percent expect business results for 2009 to be worse than 2008. ECONOMIC SURVEY OF CHARLOTTE COMPANIES DESCRIBE CURRENT BUSINESS CONDITIONS AS: 21.3% Poor 46.4% Fair 27.4% Good 4.9% Strong EXPECT BUSINESS RESULTS IN 2009 TO BE: 42.9% Worse than 2008 40.1% About the same as 2008 16.9% Better than 2008 CHANGES IMPLEMENTED TO WEATHER THE CURRENT ECONOMIC CRISIS: 42.7% Eliminating pay increases 22.9% Reducing pay increases 40.6% Eliminating or reducing scheduled bonuses 19.0% Eliminating or reducing company’s 401(k) match 7.3% Eliminating or reducing company’s contribution to defined benefit plan 4.9% Eliminating or reducing benefits other than retirement 25.2% Increasing employee contribution for health insurance 51.8% Implementing a hiring freeze 42.0% Implemented permanent layoffs in 2008 29.0% Anticipate further layoffs in 2009 18.2% Implementing temporary layoffs 26.3% Reducing the hours or days of operation 10.0% Implemented a total temporary shut down for one week or longer in 2008 7.6% Anticipating a total temporary shut down for one week or longer in 2009 2.4% Offering incentives for voluntary retirement 45.8% Changing or reducing travel and entertainment policies 13.8% Eliminating or reducing executive perks 10.3% Eliminating or reducing employee recognition programs Source: The Employers Association, January 2009

HR Communication is Vital for Successful Reduction in Force Organizations that find themselves in the unfortunate position of having to proceed with a reduction in force (RIF) will rely heavily on their HR departments to communicate with not only the employees that will be leaving, but also with the employees that will be staying. Employees whose positions aren’t cut in a RIF often feel a sense of guilt for not being laid-off like so many of their coworkers, and a sense of insecurity about their own employment status. Balancing the needs of employees who are staying with those that are going is certainly an HR challenge. Communication before is just as important as after. If your organization does find that it needs to undergo a RIF, the communication that flows from HR will be vital to the success of the layoff both during the RIF in showing gratitude to those that are leaving and especially after reassuring those who are staying. It’s “business as usual” before the RIF. “HR should be professional in any and all communications both with employees and outside parties

who might have an interest in the layoff,” according to Dr. Steven V. Cates, DBA, SPHR. “Beyond that, it will be important for a great deal of internal communication to occur in preparation for the RIF.” Initially, HR should participate in a review of organizational charts to determine how many employees need to be laid-off, who should remain on their existing job, who should be transferred to a new job and which employees are to be laid-off. HR will also need to discuss employees’ past performance records. HR will need to determine the company’s willingness to offer early retirement or voluntary severance options prior to a layoff. “The costs of such programs must be weighed against the costs of brand image, corporate image, community image, particularly among surviving employees and prospective employees,” says Cates. “History has shown when such early-out programs were offered the positive results far outweighed the initial costs.” Train for new responsibilities. Quite often RIFs result in the combining of previously separate job responsibilities. If employees are going to be laid-off and jobs combined, then it may be critical for HR to begin training the remaining employees who will assume new responsibilities. Communicate with terminated employees. There are basically three ways of notifying employees that they are about to be part of a mass layoff: 1. Holding direct meetings between management and all employees; 2. Hosting a video-conference for employees in multiple locations; and 3. Mailing letters from management directly to employees’ homes. “Affected employees should then have private meetings with their management and spend time with HR to discuss severance pay and benefits and possible outplacement assistance to help them find new jobs quickly,” says Cates. Focus affected employees on their future. “Layoffs have been proven to affect employees similarly to the loss of a loved one,” Cates points out. Helping employees move quickly through the stages may be the most positive assistance HR can provide: 1. Communicate that the layoff is not personal, but is instead a business decision; 2. Communicate with the employee to explore what they would like to do; and 3. Communicate a future-oriented perspective by finding positive opportunities that allow laid-off employees to see a bright future. “A major part of this process is helping employees understand that they need to look towards their future,” encourages Cates. “HR can aid this by providing outside counseling and outplacement assistance.” Communicate with those who remain. Equally as vital, if not more so, is communication lip Pink S with those employees who remain. They must be E YOU ’ R encouraged to focus, to be productive and not to !! worry about their own job security—hardly an F I R ED easy task. HR must focus on goals and objectives. “This is a time for solemn reflection on why the company was forced to reduce its employee head count and what must be done to prevent this in the future. Staying performance-oriented and away from emotional swings will be very important for HR,” says Cates. ! cont. on p.44

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[biznetwork] Thank you to our advertisers who make this publication and its distribution to over 100,000 readers possible! Enjoy their products and services as Charlotte’s leading business-to-business suppliers. 21

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[ontop] Awards & Achievements Herman Stone, founder and CEO of Consolidated Theatres, has been awarded the Order of the Long Leaf Pine, the highest civilian honor that can be bestowed by the Governor in the state of North Carolina. Advertising & Media SPARK Publications has been awarded seven national MarCom Awards at the 2008 Marketing Communications competition. Manning Design Group, Inc. has promoted Heidi Curette director of design for its Raleigh and Charlotte offices. Cindy Anderson of RSM McGladrey Inc. has been named CFO for the firm. Marilyn Baldwin Richards has been named to the WTVI and The Charlotte-Mecklenburg Public Broadcasting Authority board for 2009. WTVI has been awarded two Marilyn Richards EMMY awards. ABZ Design Group has named Maria Tranquillo art director and added Becca Rosal and Stephanie Siedlecki as graphic designers. Bluegrass Promotional Marketing has named Billy Booe to the newly created director of recruiting position. FASTSIGNS South Tryon has appointed Amy Sosa as account executive for the company. Hickoryâ&#x20AC;&#x2122;s Gotham, LLC has hired Caroline Trado as studio manager. Business & Professional Robinson, Bradshaw & Hinson, a Charlotte-based corporate and commercial law firm, has earned a Top 100 national ranking in 2008 for its trademark practice from the Trademark Insider. Mason Alexander, managing partner of the Charlotte office of labor law firm Fisher & Phillips LLP, has been named to the list of 2009 North Carolina Super Lawyers. The firm has elected Charlotte attorney J. Michael J. Michael Honeycutt Honeycutt to the partnership. Five attorneys from the Charlotte office of Poyner Spruill have been named the 2009 North Carolina Super Lawyers list. The firm has also added Kelsey N.H. Mayo, Charles A. Pettigrew, Shannon E. Hoff and Sarah L. DiFranco as associates. Four attorneys from Hedrick Gardner Kincheloe & Garofalo, L.L.P. have been honored as North Carolina Super Lawyers 2009, and

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[ontop]

ESCAPE THE ORDINARY

two as North Carolina Rising Stars 2009. Robert R. Marcus and Larry B. Sitton, business litigation attorneys in the Charlotte office of Smith Moore Leatherwood LLP, have been named 2009 North Carolina Super Lawyers. Susan Rhodes, workers’ compensation attorney with the Law Offices of Michael A. DeMayo L.L.P., has been named a board certified specialist in workers’ comSusan Rhodes pensation law through the North Carolina State Bar Association. Record Storage Systems has recently promoted Claude Mitchell to vice president. Trinity Partners has promoted Charles Jones to managing director of the firm. Gina Allen has joined CEO Inc. as executive assistant.

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Construction & Design The Associated Builders and Contractors of the Carolinas has presented Edifice, Inc. with an Eagle Award for construction of the Aquesta Bank headquarters building in Cornelius, N.C. Da Vinci Design Group Aquesta Bank has been awarded Contractor of the Year award for a Whole House Renovation (in the $250 000 - $500 000 category) by the National Association of the Remodeling Industry of Greater Charlotte. The Home Builders Association of Charlotte has named Elliot Elliot Mann Mann of Standard Pacific Homes the 2008 Distinguished Builder of the Year and Tammy Nash of Carter Land Surveyors and Planners the 2008 Distinguished Associate of the Year. Tammy Nash Education & Staffing Jennifer O. Appleby has been named 2008 Charlotte Businesswoman of the Year by Queens University of Charlotte’s McColl School of Business. Jennifer Appleby Tim Newman, CEO of the Charlotte Regional Visitors Authority, has been elected chairman of the board of trustees of The Art Institute Tim Newman of Charlotte.

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[ontop] Engineering ARCADIS Vice President Dennis Kachmarsky has been named the water resources department manager in the Charlotte office.

Dennis Kachmarsky

Finance & Insurance Ryan F. Platt, MBA, founding partner of Personal Strategy Group and director of special care planning with Hinrichs Flanagan Financial, Ryan Platt has received the 2008 Community Quarterback Award from the Carolina Panthers. Todd A. Rose, financial planner, has joined the personal strategy group at Hinrichs Flanagan Financial. James N. Reichard, CPA and managing partner at Greer & Walker Investment Advisors, LLC, has been appointed to serve as a member of PKF North James Reichard American Network’s Investment Advisory Services Committee for 2009. Dixon Hughes has named Hunter Cook as member-in-charge of its manufacturing and distribution group. Elliott Davis, LLC has added Allison Bowman Allison Leslie Bowman as firm-wide communications manager. Daniel, Ratliff & Company has added Sheila Ann Clausen, CPA, as the firm’s newest tax director. Sheila Clausen

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Government & Nonprofit The Levine Foundation has awarded a $100,000 challenge grant to Brookstone School. Health Care Griffin Home Health Care has been awarded accreditation status by the Accreditation Commission for Health Care, Inc. for its Durable Medical Equipment services. Crystal Health Care Services has hired Brian White as business development manager. Manufacturing Andrea Stewart and Kendall Hassett have joined commercial signage manufacturer SouthWood Corporation as sales representatives.

Andrea Stewart

Kendall Hassett

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[ontop] Real Estate Commercial/Residential Paul Koehnke, an Allen Tate Realtor in the Center City office, has earned the Graduate REALTOR Institute designation. T.R. Lawing Realty, Inc.’s David A. Kennedy, property manager, has earned the Graduate Realtors Institute designation. Brenda C. Armstrong, property manager, has been named to chair the 2009 Fair and Affordable Housing Advisory Council of the CRRA. Henderson Properties has acquired Tracy Leaman as the supervisor of its community services department, Julie Shadrick as a community association manager associate, and Lisa Ratledge as a Realtor in the sales division.

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Retail & Sports & Entertainment Michael A. Bader has joined Signature Event Group as executive chef.

Technology Peak 10, Inc. has been named as a finalist in the Front-Line Customer Service Team of the Year category in the third annual Stevie Awards for sales and customer service. Co-founder and President David Jones has been named the 2009 Chair of the North Carolina Technology Association. Michael Brunson, support analyst, has been recognized as the HDI Charlotte Analyst of the Year for the second straight Michael Brunson year. Distribution Technology has recently promoted Rod Griffith as its new director of integrated logistics sales. Sparqware has named Ryan Kirby chief technology officer and Dan West vice president for business development. Exervio Management Consulting has added Jeff Friedman to its leadership team in Charlotte. Mariner has named Shash Hegde as BI development specialist and hired Michael McCarthy as business development manager. Customer Connect Associates has hired Mark Boyer as senior business consultant and practice manager for Salesforce.com. biz

201 South Tryon Street, Suite1500 Charlotte, North Carolina 28202 704.377.0239 • greerwalker.com SP102FnaCBs(C)6.0

To be considered for inclusion, please send your news releases and announcements in the body of an e-mail (only photos attached) to editor@ greatercharlottebiz.com, or fax them to 704-6765853, or post them to our business address—at least 30 days prior to our publication date.

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12/1/08

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GREER & WALKER, LLP C E RT I F I E D P U B L I C A C C O U N TA N T S

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Sharp’s multi-functional copier printer with Open Systems Architecture has a programmable touch screen that allows you to customize it to tie into your company’s software. So you can incorporate such things as your document management system, your security system, your accounting system...even your internet provider. It’s that flexible. So flexible in fact, you could use it to order a pizza, if you felt like it. Plus, in addition to you getting a great printer, at Sharp Business Systems you 4404-A Stuart Andrew Boulevard 704.523.3333 get great local service too. Fax 704.525.1506 Drop by our office and see www.carolinas.sharp-sbs.com how simple it is to use Open Systems Architecture WHERE THE ACCENT IS STILL ON QUALITY to order your pizza.

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[bizbits] Project Work Attractive Option in Competitive Job Market Top Project Roles in Current Economy

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Professionals who are trying to land a job may want to pursue project work. Companies that are unable to add full-time employees during periods of economic uncertainty often bring in professionals on a temporary basis, which can translate into opportunities for those who are looking to earn income, make new contacts and enhance their marketability during an extended job search. “In the current environment, it can be challenging for businesses to predict their long-term staffing needs,” says Max Messmer, chairman and CEO of Robert Half International. “Using project or temporary professionals for high-priority initiatives allows companies to maintain productivity without committing to full-time hires until they are certain those positions are sustainable.” “Companies need highly skilled professionals for a wide range of projects that require differing levels of industry expertise and experience,” Messmer points out. “When looking for opportunities, it can be beneficial for job seekers to work with a staffing firm that specializes in their field.” The following are 10 of the most prevalent project roles in the current economy, according to Robert Half: !Credit and collections specialists— Companies are working with these professionals to help manage credit risk and collect from delinquent accounts. In particular, firms seek individuals who can identify ways to reduce inefficiencies and maximize cash flow. !Staff and senior accountants—In any economy, businesses need staff members who can perform core accounting tasks, such as maintaining the general ledger system and analyzing and preparing financial statements. !Mortgage specialists—Fueled by the government’s recent Troubled Asset Relief Program (TARP), many firms within banking and financial services require skilled loan processors, loan servicing specialists and mortgage

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assistants to support the increased activity for loan modifications and refinancing. !Help desk and desktop support professionals—Businesses migrating from older operating systems, upgrading desktop systems and implementing a wider range of technologies are recruiting help desk and desktop support staff. These professionals are needed to answer questions and troubleshoot problems resulting from changes in IT products and services. !Developer/programmer analysts— Applications development professionals are being hired to write code, test and debug software applications, and analyze business application requirements. The most sought after expertise includes .NET, SharePoint, Java and PHP. !Web developers—Web developers are needed as companies expand their online presence and focus on Web 2.0 initiatives and interactive Web functionality. The rise of social media also is contributing to growth in this area. !Bankruptcy/foreclosure attorneys—As the number of consumer and corporate bankruptcies and foreclosures continues to increase, many law firms are expanding these practices. Attorneys with more than five years of experience handling complex bankruptcy and foreclosure matters, including restructuring and litigation, are in demand. !Litigation paralegals—To manage an increasingly high volume of cases, law firms and corporations are forming specialized project teams to handle key aspects of trial preparation and discovery. Litigation paralegals are being sought on a project basis to assist with investigations and pleadings. !Customer service representatives— Businesses rely on these professionals to maintain a high level of customer satisfaction and loyalty, which are especially important in an uncertain economy. Firms also look to these individuals to sell additional products or services to existing customers. !Administrative health care positions—The health care industry continues to grow, and medical facilities seek administrative professionals with health care experience. Positions in demand include: medical file clerk/ scanner, medical secretary, patient registration/ admissions clerk and credentialing specialist. According to Messmer, what starts as a project role may turn into a full-time position: “Businesses frequently draw from the ranks of their temporary staff when making new hires, since both parties have had the chance to evaluate whether the position is a fit.” www.rhi.com

NETWORKING SERVICES

p u r s u i n g a b a l a n c e o f b u s i n e s s a n d l i fe

Local & Wide Area Networks Wiring Routers Switches Servers Wireless Workstations FieldStone Networking Services: Walt Fields at 704-560-4897 or Dwayne Stone at 704-560-4900 www.fieldstonenetworking.com

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[employersbiz]

Legislative and Regulatory Highlights for Area Employers cont.

cont. from p.36

If layoffs occur because companies have not met their forecasted goals and objectives, then HR will need to assist surviving employees in focusing on how those goals and objectives can be met in the future. “Performance orientation will get employees thinking about the future versus what just happened in the past,” observes Cates. Consider becoming a performance-oriented organization. “Performance-oriented firms see fewer layoffs due to the employee culture,” says Cates. “Employees who are performance-driven know that when goals and objectives are not met the consequences are usually negative for employees. On the other hand, in family-oriented cultures, employees often feel betrayed when layoffs occur.” Cates suggests that HR consider adding a performance-oriented element to their business culture and hire employees who embrace it. “These employees also understand and expect their compensation and reward systems to be tied to their performance,” adds Cates. “The company must be willing to support this in order to avoid layoffs in the future.” Planning includes the aftermath of a mass layoff. As is true of most HR functions, careful planning is key. “If layoffs are not carefully planned for and executed properly, organizations can expect violence, vandalism, work slow downs and stoppages and product or service boycotts,” warns Cates. “It is critical that HR assist the management in looking at all options prior to adopting a layoff. If planned for and handled correctly, however,” continues Cates, “the firm may see its image remain intact or even strengthened due to favorable publicity about

the fair, equitable and humane treatment of laid-off employees.” Extra security measures should be taken. Regardless of how fairly or equitably laid-off employees are treated, there remains the possibility of violence in the aftermath of a RIF. Cates suggests that local authorities be placed on alert, that the dates and times of notification be provided, and a “hot line” be created in case of any unexpected violence or disturbance at the firm’s location. “In some cases, in-house security might be used to assist employees to pack personal belongings and escort them to their cars,” says Cates. “This eliminates the possibility of employees becoming emotional and creating disturbances at the work site.” What could you have done differently? In the wake of a mass layoff, HR should ask itself what it did or could have done to avoid the RIF. Cates suggests that HR ask itself the following questions: » Did HR look at both internal and external environmental trends and conditions that may have impacted the firm? » Did HR provide the type of advice and counsel to management that was needed to re-tool the existing work force to take advantage of the work to be done or reduce the labor force by other means before the firm found itself overstaffed? » What strategies did HR put in place to insure the right number of employees were there to support the existing company strategies? (CCH Online) The Employers Association provides comprehensive human resources and training services to a membership of over 865 companies in the greater Charlotte region. For more information, please call Laura Hampton at 704-522-8011 or visit www.employersassoc.com.

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