Greater Charlotte Biz 2009.10 by CLT.biz & Charlotte Biz & Greater Charlotte Biz

LuxuryTec

•

System Operations Success

• The Design Center of the Carolinas

•

Industrial Test Systems

October 2009

ALL THINGS CHARLOTTE Observer Publisher Reads Opportunity Into Changing Future

Ann Caulkins President and Publisher The Charlotte Observer Publishing Company

CHANGE SERVICE REQUESTED 5601 77 Center Dr., Ste. 250, Charlotte, N.C. 28217

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

704.535.7100

2009

Exit 5 Tyvola Rd.

2010 Aston Martin !

! Maserati

DBS

GranTurismo

2006

2007

! Ferrari

! Maserati

F-430 Spider Yellow/Black $178,500

Quattroporte Silver/Black $66,900

2009

2006

! BMW

M5 Black/Black $76,900

650CI Black/Black $44,900

1999

2007

! Ferrari

! Aston Martin

F355 Silver/Black $74,900

South BLVD.

I-77 & Tyvola Road 416 Tyvola Road Charlotte, NC 28217

DB9 Grey/Beige $119,988

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in this issue

cover story

The Charlotte Observer Ann Caulkins is optimistic about the future for the region’s standard-bearing daily newspaper that has written its own story of frequent budget cuts to address intense competition in a brutal economy. She’s happy to tell the good news: online advertising is solid and growing, the Web site is more user-friendly, and readership for all The Observer’s offerings has never been higher.

LuxuryTec LuxuryTec is neither a marketing agency nor a product manufacturer. According to its founder Brian Reid, “It is a technology company that utilizes various state of the art techniques to allow brands to reach their consumers in untraditional but valuable ways.”

publisher’spost legalbiz

4 5

bizhealth

bizxperts

Transforming the Business of Law to Meet the Needs of Business

Making Healthy Work and Lifestyle Choices

Receiving the power we need requires everything to work flawlessly, with everyone doing the right things at the right time. Perhaps that’s why SOS Intl, a provider of training and compliance consulting, has followed that formula to success in the energy industry.

Smart Salvos, Select Strategies and Succinct Solutions

SOS Intl

Design Center Carolinas The DCC exemplifies owner Ram’s mission to develop properties of significance to the community, genuinely unique, and embue them with more value than their square footage. As they reinvigorate this property, they think things are looking up!

october 2009

departments

employersbiz

bizoutlook

biznetwork ontop bizbits

37 38 42

Legislative and Regulatory Highlights for Area Employers Regional Economic Analyses and Forecasts

on the cover:

•

System Operations Success

• The Design Center of the Carolinas

•

Industrial Test Systems

October 2009

Ann Caulkins President and Publisher The Charlotte Observer Publishing Company

ALL THINGS CHARLOTTE Observer Publisher Reads Opportunity Into Changing Future

Industrial Test Systems The Jaunakaises provide customers all over the world with instruments and chemistries to test water quality parameters for traces of elements such as arsenic, lead, cadmium and mercury, providing accurate results immediately and at little cost.

LuxuryTec

Ann Caulkins President and Publisher The Charlotte Observer Publishing Company

Photography by Wayne Morris

YEARS

1999 -2009

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www.sangerheart.org

Carolinas Heart & Vascular Institute at Carolinas Medical Center, Charlotte Cardiology Associates and Sanger Clinic have provided leadership, innovation and compassionate care for over 50 years. These respected groups are now Sanger Heart & Vascular Institute, the region’s undisputed leader in comprehensive cardiac care. No matter where you live, work or play, you’ll find more specialists and specialties, more in-depth capabilities, more advanced technology, a long history of success, and heart-saving access through the only medical center air transport. Our innovations and list of firsts include the region’s only heart transplant program, pediatric heart specialists, congenital surgery, clinical research, a cardiac teaching program, nationally-renowned specialists and much more. After more heart procedures with greater success than anyone else, people know who to trust with their heart. And they know their heart’s in the right place.

[publisher’spost] 704-676-5850

Here’s A Radical Idea! It is time to unleash the power of the American consumer on health care costs. In the midst of this health care reform debate, there is little discussion about engaging consumer action on health care costs. Americans know how to shop. We shop for food, clothing, cars, homes, appliances, furniture, technology and entertainment. We even shop for our education, religion and politicians. So why not shop for health care? We are worried about skyrocketing health care costs as well as the growth of our federal deficit. We know that we cannot afford higher premiums, higher deductibles and higher John Paul Galles health care costs without some ability to manage our health care spending. Collectively, we need to become consumer activists to cut health care costs. Unfortunately, a great many of our best and brightest consumers have succumbed to complacency and stagnation—someone else provides for their health care needs more than amply. Lulled into a false or at least momentary sense of security, these folks have been “disabled,” neutered of any desire to change the health care system, and they are understandably cranky when the subject comes up. To begin the conversation we should draw a distinction, often overlooked: the difference between shopping for health care and shopping for health insurance. Shopping our health care certainly won’t replace the need for health insurance. There will be always be unforeseen emergencies and unexpected instances of complex or long-term care; that is the precisely why we need health insurance and why we’ve set up Medicaid and Medicare. Shopping for health care is different. Have you ever stopped to ask about your health care costs before you receive care? The first question asked when you enter a clinic, hospital or doctor’s office is who your insurance carrier is or what coverage you have. Presently, unless you are worried about your out-of-pocket costs or your percentage of the deductible, that is usually the end of the discussion. Shopping becomes more attractive to those with high deductibles where the incentive is to avoid, limit or reduce costs. Last year when my father was hospitalized for a broken hip, the charges for his surgery and care for one week in the hospital was over $87,000 in the last weeks of his life. While I am grateful for the procedures and care he received and for his Medicare coverage, I cannot fathom how his hospital bill could be so high. We were unaware of the costs he would incur until we got the bill from the hospital about two months after his care. Talk about sticker shock, I was amazed. I’d look for someone to thank, but I can’t help feeling like a sucker, because some of those dollars are not going to be available for our roads and bridges, our children’s education, our federal deficit, or even our own health care. One small provision in the recent proposal offered by the Senate Finance Committee would require hospitals to provide a list of their standard charges for services. That provision ought to be extended to doctors and clinics as well. Wouldn’t you like to know how different doctors, clinics and hospitals charge for different services? The system of payment for services has become incredibly complex with negotiated rates that are different for the various insurance providers as well as for Medicare and Medicaid. Uninsured individuals are off another rate card altogether—one that allows them as much as a 20 percent discount or more from the standard rate to assist them with more affordable coverage. Hospital charges vary widely over a broad range of negotiated procedures with little or no consumer engagement. Spending nearly 18 percent of GDP on health care is unacceptable. If health care costs had simply grown at the rate of inflation since 1970, our annual costs would be reduced by about $5,000 per American. That is about 10 percent of today’s median income. I think we would all rather have higher incomes than higher health care costs. As a nation, we cannot afford to spend an ever greater percentage of GDP on health care and remain an active competitor in the global economic arena. We must do better. We must do our part. We must do all we can to beat back health care spending by living healthier lives and making better and more informed health care decisions. We do need systemic health care reform, but it ought to include incentives that encourage us to get out there and shop! We’ll show them how to cut spending! biz

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

october 2009

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

Associate Publisher/Editor Maryl A. Lane x104 mlane@greatercharlottebiz.com

Creative Director Trevor Adams x103 tadams@greatercharlottebiz.com

Account Executives sales@greatercharlottebiz.com Marsha Bradford x106 Dave Cartwright x107 Bradley Jackson x107 Sandra Ledbetter x106

Contributing Writers Ellison Clary Casey Jacobus Marcia Merrill Jill Purdy

Contributing Photographer 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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Wishart Norris Henninger & Pittman

Wishart, Norris, Henninger & Pittman, P.A.

AT T O R N E Y S AT L AW

[legalbiz]

Transforming the Business of Law to Meet the Needs of Business

"SOME OTHER TAX CHANGES

You have probably heard that the North Carolina sales tax increased by 1 percent on September 1st. You may not have heard that sales tax is going to be charged on quite a few more goods and services. If you sell items online, offer digital media downloads or sell software by electronic downloading either directly or over the Internet, you may need to collect sales tax on those sales starting January 1, 2010. You know you have to withhold estimated income taxes from your employees’ paychecks. A new change in the law will require you to withhold amounts you pay to certain “independent contractors” as well. The law impacts amounts you pay “other than wages” which you would already withhold taxes from. This required withholding generally applies to independent contractors with

Individual Tax Identification Numbers (ITIN) or who are nonresidents of North Carolina. An ITIN is issued to people who are not able to obtain a Social Security Number or entities. In addition, it will apply only to the independent contractors you pay $1,500 or more during the year. The amount to be withheld will be 4 percent of the total compensation paid to the independent contractor. Also, another tax surcharge is in place: The surcharge on individual income taxes paid in North Carolina seems to have gotten quite a lot of press. However, don’t miss the 3 percent corporate income tax surcharge and how it may impact you if you own a C corporation. The North Carolina Department of Revenue will be providing more guidance on these issues later this year.

RECEIVABLES ARE GREAT;

CASH IS BETTER

When your business needs cash and your customers aren’t paying, you need to be certain that you don’t violate any North Carolina or federal laws in your collection process. Remember, you can’t: !#Threaten the debtor (yes, there have been complaints filed about creditors literally strong-arming the debtor); !# Contact the debtor or otherwise attempt to collect the debt if the debtor has filed bankruptcy; !#Call the debtor’s employer; ! Reveal the debt to a third party; or !#Call the debtor at unreasonable times or after the debtor has asked you to stop calling. If you take any of these actions, you can face criminal charges and fines for your or your employees’ behavior (and sometimes the behavior of the collection agency you may use). As always, in these times especially, your best action is to evaluate your credit risk first. Even large and well-respected companies are having to pay C.O.D.!

"WHEN CONGRESS ACTS. . . One thing appears to be certain: tax rates, deductions, credits and exemptions are going to be different starting in 2010. Business owners in particular are attempting to make the most of this fall of 2009 by planning for increased capital gains tax rates, increased ordinary income tax rates, increased gift tax rates (or the loss of certain valuation discounts on gifts) and increased restrictions on the use of certain estate planning options. Congress has not made the future of income, estate and gift taxes clear, and the future may not be clear until November or December of this year. Because of this reality, many people are saying, “Plan now or pay (more) later.” That is good advice!

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

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The Financial Accounting Standards Board (FASB) is moving closer to a decision about, in effect, requiring all leases to be accounted for as “capital leases.” This means that the lease would be reflected on your business’ balance sheet, whereas, as an “operating lease,” it would not have. This change in accounting could have impacts on the expense deductions you can take each year for tax purposes. Also, this change will most likely affect any financial covenants you have with your bank. Nothing has been formally decided by FASB yet, but expect to see some additional actions before the end of 2009 and early in 2010.

{ FTC Red Flags—Do You Have Yours? } If you don’t have yours, you had better get them by November 1st! !"#$%#&#'()$!'(&#$*+,,-..-+/$"(.$.#0$1+2#,3#'$4.0$(.$0"#$ &#(&)-/#$5+'$6+,7)-(/6#$8-0"$-0.$9#&$%)(:$9;)#. (subject to the FTC delaying enforcement again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

Wishart, Norris, Henninger & Pittman, P.A. partners with owners of closelyheld businesses to provide comprehensive legal services in all areas of business, tax, estate planning, succession planning, purchases and sales of businesses, real estate, family law, and litigation. For more information, please call Robert Norris at 704-364-0010 or visit www.wnhplaw.com.

october 2009

[bizhealth]

" Guidelines for Early Detection Screening Mammography Annually starting at age 40 CBE (Clinical Breast Examination) Every three years for women 20 to 39 Annual for women 40 and older BSE (Breast Self Examination) Monthly starting at age 20 Breast MRI " High risk (greater than 20% lifetime risk)—yearly "#Moderate risk (15-20% lifetime risk)— Discuss benefits and limitations with doctor "#Low risk (less than 15% lifetime risk)— not recommended

4+.#$)$%%

"Awareness. Detection. Prevention.

Corporate Wellness Initiatives for Breast Cancer Awareness can boast newly confirmed prevention measures. Yes, early detection is the critical key to reduced long-term costs and comprehensive treatment options; but implications from a recent report published by the American Institute of Cancer Research (AICR) suggest that over 70,000 U.S. breast cancer cases could be prevented each year—that is nearly 40 percent.

! Launch your awareness campaign: Make a difference !#Provide educational workshops on prevention and detection !#Host presentations by breast cancer survivors or expert speakers ! Facilitate corporate screening programs !#Ask freestanding radiology centers to customize program for your employees ! Negotiate discounts for your employees for annual screenings !#Arrange slotted days/hours for mammography screenings !#Sponsor a team event like Race for the Cure or the Avon Walk !#Provide and circulate materials in the office and on your company Web site ! Launch diet and exercise programs; provide healthy recipe tips to your employees

!"#$%%

"I’m Addicted to Stress

Given our current economic conditions, lots of employers and employees are working in overload-mode. Many are having to find time to accomplish more with less. At what point does it become bad for you?

Some folks prefer to have more going on around them, but this heightened stress for an extended period of time can narrow your perspectives and impair your judgment in everyday situations. Under pressure, the brain is stifled from thinking broadly and creatively, and is forced to recognize only the impending danger of the most immediate situation at hand. Occasionally, it’s great to be able to block everything out and react fast to a task that needs your attention. But beware; a constant or extended state of anxiety can leave your body and health headed in the wrong direction. Depression, heart disease and obesity can sneak up on you. Be proactive now and do not wait for your body to slow you down. Make sure you fit in a dose of each of these daily: ! Exercise—studies show that regular exercise actually burns off the adrenal hormones known as fight-or-flight. ! Fun—yes, schedule it in every day. Positive emotions help to balance out the stress response versus the relaxation response. ! Rewards for accomplishing your daily goals—take 15 minutes at the end of each day to prioritize the next day’s tasks. Decide which four items are the essentials for the next day’s work, and then reward yourself for your accomplishments. Dr. Dino Kanelos Carolina Family Healthcare

october 2009

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"Preventing Breast Cancer: (AICR Recommendations)

1. 2. 3. 4.

Because of the link between excess body fat and cancer, AICR recommends aiming to be as lean as possible without becoming underweight. AICR also recommends being physically active for at least 30 minutes every day. If you drink at all, limit consumption to two drinks a day for a man and one for a woman.

AICR also recommends that mothers breastfeed exclusively for up to six months and then add other liquids and foods. Evidence is convincing that mothers who breastfeed reduce their risk for breast cancer. There is also probable evidence that children who are breastfed have a lower risk of gaining excess weight as they grow.

“

567

“We estimate that almost 40 percent of breast cancer cases in the U.S.—or about 70,000 cases every year—could be prevented by making these straightforward everyday changes.”

~AICR Director of Research Susan Higginbotham, Ph.D., M.P.H., R.D.

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Making Healthy Work and Lifestyle Choices

!8$$9

"Sleep, Sweet Sleep

If I’ve heard it once, I’ve heard it a thousand times… “Help! I can’t sleep and I’m going crazy! It’s been weeks since I had a decent night’s sleep and I just can’t take it anymore!” We have all been there, whether it was stress at the office, the kids, too much coffee, finances; something kept us up! For some, however, it is a way of life. Insomnia can be so regular for some folks, that they have actually forgotten what it means to have a real restful night’s sleep. Insomnia is a common sleep disorder, but it can also be a byproduct of other situations such as restless leg syndrome, teeth grinding or bruxisim, anxiety, bipolar disorder, and depression. If you’re having trouble falling asleep, consider the following tips: ! Exercise regularly 3 to 4 times weekly for at least 30 minutes. While at work, take 10 minutes when you are feeling overwhelmed to walk around the block. Fresh air and physical activity can relieve mental pressure. ! Double-check your medication list for the side effect insomnia. This is very typical with decongestants. ! Do not drink coffee or other caffeinated beverages after 2 p.m. ! Check your sleep hygiene habits. Are you eating, reading or watching television right before going to bed? ! Turn the lights off! If there is an excess amount of light at night, your melatonin response does not kick in as well as it normally would leading to difficulty falling asleep.

Bottom Line: Think critically about yourself as a whole. Are you taking care of your body and protecting your mind? Work smart, and have sweet dreams. Neal Speight, M.D. Center for Wellness

"Do you Prefer White or Red? Although we’ve known for years that red wine causes teeth to stain, a new study reveals that white wines increase the likelihood of dark stains on teeth. The acids in white wines create grooves and rough spots on the teeth, enabling the harsh chemicals in other substances to penetrate deeper and cause stains. However, due to its highly pigmented substance known as chromogen, red wine results in stains that are significantly darker. Experts suggest that connoisseurs need not cut back on their consumption, as there are many options to prevent the discoloration, such as using a toothpaste with a whitening agent.

Christian Yaste, D.D.S. Ballantyne Center for Dentistry CharlotteDrs.com facilitates the active sharing of information between consumers and doctors by providing comprehensive health and wellness resources including: research on health and wellness topics, articles written by local experts, online forums and discussions, and community events and career listings. Become an advocate for your own health and visit www.CharlotteDrs.com.

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

[bizhealth]

"Teeth Are An Inspiration for Automakers and Engineers The automotive and aviation industries are intrigued by a new study revealed last month about the strength of teeth. Mechanical engineers at three universities found answers to how our teeth, with enamel only as strong as glass, can hold up under extreme pressure over many years. After applying mechanical grades of pressure, researchers were able to study the results both on the surface and deep within the tooth. What they found was a very sophisticated and extraordinary composite material that, over time, reacts under pressure by developing a network of micro-cracks in a multi-layered and wavy system. This helps to diffuse pressure. Further, teeth have a natural ability to self-heal these microcracks over time in order to prevent fractures. When the automakers and engineers studied this process, they immediately compared the nature of the tooth to their alreadysophisticated materials used to create car and airplane bodies - single-thick layers of glass or carbon fibers. Upon impact, the glass and carbon fibers tend to fracture. These architectures lack the layers of wavy, non-grid-like structure found in our teeth. The ability to replicate the nature of the teeth—the enamel’s wavy hierarchy, micro-cracking systems, and their ability to self-heal—could mean lighter, stronger aircrafts and possible new space vehicle inventions. It also means we are on the cuff of new innovations for stronger crowns.

"Can We Really Prevent Cancers? We’ve known for a long time that there are direct correlations between excess body fat and various types of cancers. The implications of the recent AICR report encourage even greater corporate responsibility relating to wellness. Employees spend the majority of their time in a work setting, often skipping meals, with no real nutritional strategy. Good nutritional strategies not only increase stamina and brainpower, but certain foods and ingredients can help prevent and fight cancer-forming cells. There are numerous agents found in fruits and vegetables that interfere with cell-signaling pathways in cancer cells. Additionally, green tea contains catechins and flavonols that have been shown to slow or prevent the development of cancer. The food we eat is the most powerful medicine we have! The phytonutrients in fruits and vegetables can help to turn on our healthy genes and turn off the bad ones. There is a whole emerging scientific study on this called epigenetics. Encourage healthier nutritional strategies by providing healthy alternatives at the snack bar. Have fresh fruits on hand, green tea as an alternative to coffee, and lead by example in your organization. Prevention and early detection saves lives. Michael T Smith, N.D. Carolinas Natural Health Center

october 2009

[bizXperts]

Smart Salvos, Select Strategies and Succinct Solutions

"#$!%&'#

new approaches to search engine marketing !

Last year, Google announced that it had traced links to over 1 trillion unique, active Web pages (URLs). Today, more and more customers rely on the Internet as their first (and sometimes only) source to locate and select which company gets their business. With ever increasing competition, it has never been more important (and more difficult) to uniquely position and promote your Web site online so that customers and prospects alike will find and connect to your business quickly and easily. If your Web site is getting lost in the shuffle, perhaps it is time to update your approach. Think “Smart Search.” Start with a plan… Before composing your Web content, make sure that you have first clearly defined your “5 Ws.” What are you really selling or promoting? Who is your target audience and what attracts them? Where are your markets located? When are customers most likely to purchase your services? Why should someone buy specifically from you? Answers to these fundamental questions will help identify the online information that is most needed, determine page structure and titles, guide navigation decisions, highlight critical search phrasing (keywords) to represent your services, and suggest what descriptive text will best convey the most compelling story. There are no short-cuts… Establishing productive and sustained search engine rankings is directly tied to the amount of precise, relevant, consistent

and desired content that is presented and maintained within your Web site. Questionable practices involving the use of unrelated meta tags, excessively duplicated content, links from unrelated third party Web sites, and overly frequent site submission, rarely improve and often damage search engine performance. Even with the purchase of pay-per-click advertising, which can temporarily push Kip Cozart Web site links near the top of designated search results pages, ads must accurately reference your true Web site content in order to really generate a meaningful customer sales and marketing response. Page-by-page promotion… For best results, every page within your Web site should be individually optimized for search engine promotion, complete with topic-specific page titles, detailed and germane text, matching keyword meta tags, supportive links and other relevant content. In other words, if the information is important enough to be posted on a page in the first place, it should also be specifically optimized for search engine inclusion in its own right. Duplicate sets of generic page titles and meta tags that are simply copied throughout the entire Web site are ineffective. Kip Cozart is CEO of CC Communications, a Web design, programming and Internet media company. Contact him at 704-543-1171 or visit www.cccommunications.com/ bizXperts for more search engine marketing suggestions.

andrewroby.com Your home. It’s the one investment you can’t ignore no matter what else happens. When the time is right, we’re ready to help you invest in your home’s future – in the kitchen or bath, with a value-adding addition, or an ROI renovation. When you invest in your home, your daily returns are better. Helping people invest in home since 195O. 7O4.334.5477

october 2009

Remodeling !"New Construction !"Handyman

making it home since 1950

General Contractor w w w. g re a t e rc h a r l o t t e b i z . c o m

Smart Salvos, Select Strategies and Succinct Solutions

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[bizXperts]

a sunset of provisions !

When enacted in 2001, the Economic Growth and Tax Relief Reconciliation Act (EGTRRA) contained in its last section a sunset provision. While certain sections of the legislation have subsequently been made permanent, this aspect of the legislation meant that after 2010 it will be as if it had never been enacted and the tax code reverts to what it was prior to 2001. Or as the inimitable Yogi Berra might say, “It’s like déjà-vu, all over again.”

For all taxpayers, it is important to understand the impact this sunset will have on their tax liability. Because as Yogi wisely said, “You’ve got to be very careful if you don’t know where you are going, because you might not get there.” Why was a provision like this necessary? In large part, it ensured the legislation complied with the U.S. Senate’s budgetary rules, one of which basically was that spending and tax policies contained in a budget resolution could not increase the deficit in future years. As the federal deficit for the current fiscal year is projected to exceed $1.8 trillion, it’s quaint to consider that there was a time when Congress took steps to prevent the deficit from annually exceeding $700 billion. For all taxpayers, it is important to understand the impact this sunset will have on their tax liability. Because as Yogi also wisely said, “You’ve got to be very careful if you don’t know where you are going, because you might not get there.” EGTRRA covered eight areas of the tax law. Three sections focused on reducing individual income taxes and one on tax incentives for individuals to offset the cost of post-elementary school education. A minor section provided alternative minimum tax relief. There were two significant sections; one dealt with estate and gift taxes and the other with pensions and retirement arrangements. Fortunately, the Pension Protection Act of 2006 repealed the sunset provision of EGTRRA related to all of its 38 pension and retirement arrangement changes. Consequently, those will not be considered here. A key reason for enacting EGTRRA was to reduce marginal tax rates for individuals. Under pre-EGTRRA law, the highest marginal tax rate for individuals was 39.6 percent. EGTRRA reduced it to 35 percent. In addition, it created a new 10 percent income rate bracket for a portion of taxable income that had been taxed at 15 percent and reduced the existing 28 percent, 31 percent and 36 percent rates to 25 percent, 28 percent and 33 percent respectively. Beginning in 2011, however, the current EGTRRA rates will increase to those that existed prior to it and income brackets currently tax at 10 percent will be taxed at 15 percent. EGTRRA also repealed the phase-out of personal and dependent

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

exemptions and itemized deduction limits imposed on higher income taxpayers beginning after 2009. Repeal as used here has a unique, ethereal quality in that both the phase-out and deduction limit return to the tax law in 2011. What this means for many taxpayers is that deferring income recognition to a later tax year may no longer be John Blair as economically beneficial as it is when rates are stable or decreasing. When income tax rates are stable, a given amount of income recognized in the current tax year or in a later tax year results in the same amount of tax. But deferring income recognition to a later year produces an economic benefit by allowing a taxpayer to invest in the current year money that would have been used to pay income taxes and realizing returns on these investments that would otherwise be foregone. Conversely, with income tax rates increasing, deferring a given amount of income to a year after 2010 carries the cost of additional tax, a cost that is difficult to eclipse given the low returns currently available from many investments that carry minimal risk. Serious consideration, as well, should be given to making gifts before 2011. For gratuitous transfers of property during 2010 the maximum rate gift tax rate under EGTRRA will be reduced to the maximum individual income tax rate of 35 percent. Whereas, on January 1, 2011 the maximum rate that will be imposed increases to 55 percent. For estates of decedents fortunate enough to die in 2010, the benefit will be that the estate tax is repealed. An important ancillary to the repeal is that any appreciation in the property held by a decedent will be effectively transferred to the recipients of said property and subject to income tax when sold. Consistent with the sunset provision of EGTRRA, however, the estate tax returns January 1, 2011.

What this means for many taxpayers is that deferring income recognition to a later tax year may no longer be as economically beneficial as it is when rates are stable or decreasing. The U.S. Naval Observatory’s Astronomical Applications Department defines a sunset as the time when the upper edge of the disk of the Sun is on the horizon. Beginning in 2010, the EGTRRA provisions not yet made permanent will be just above the horizon. In 2011 they will sink below it. John D. Blair Sr. is a managing partner at Blair, Bohlé & Whitsitt, PLLC., a CPA firm that provides accounting, assurance, tax compliance and planning services in addition strategic planning and tax minimization strategies to privately held businesses. Contact him at 704-841-9800 or visit www.bbwpllc.com.

october 2009

[bizXperts]

Smart Salvos, Select Strategies and Succinct Solutions

./#)+'&0#!1*2)3

some business insights from those at the top… !

Selected CEO comments shared each month at recent The Alternative Board meetings across greater Charlotte and the U.S. Investing in Yourself Our businesses, especially in these times, keep us on our toes. We are on the go constantly and, at the end of the day, get home to family exhausted! It is important to invest time in yourself. Get away for a weekend or a day and just Jeff Raynor relax. Visit friends, do some sporting activity, walk on a beach, whatever! Regardless, when you come back you will be re-energized and look at your world in a different light. ~Jeff R., Charlotte, N.C. Too Many Inquiries? Are you receiving lots of inquiries with potential customers? Are they qualified? While sales is a numbers game, you need to make sure you remain focused on your core competencies. If you are spending too much time on prospects that aren’t qualified, then your marketing process isn’t doing its job. Disqualifying a prospect is invaluable. Make sure your Web site and other marketing materials are very clear about “who” you work with. ~Bonnie K. Golden, Colo. Help Your Accounts Receivable and Keep Customers in Business As we keep tight control on our accounts receivable, we noted several customers stretching (and some exceeding) credit limits. We decided it was

important to get control of those customers’ accounts, but also wanted to help them stay in business. We met with each, explained the situation and told them that we would like to continue working with them, but would need to bill them weekly and they must remain current. We e-mailed the bill to them on Monday and they paid by noon on Tuesday. The results so far have been great—everyone is paying on time, some have increased their purchases, and one even has thanked us! ~Trace B. Fond du Lac, Wis. Would Your Absence Post a Threat to your Business? One of my business success factors is the ability to leave my business behind for a month and expect it to function the same or better. This includes managing unexpected life events. A close relative or even you can become seriously ill and need to be absent from day-to-day business. How ready is your business for that? Do you have the right people and processes in place to handle such a situation? Or will your business derail when the first toner cartridge is out of ink? It is something you should work on; it may take months or years to achieve. It is crucial to keep in mind as a successful business owner. ~Dharma A., Aurora, Colo. Jeff Raynor, Certified TAB Facilitator and Strategic Business Leadership Coach, heads TAB Carolinas, part of The Alternative Board—a global, small business CEO-peer group and executive coaching firm. Contact him at 704-554-6200 or visit www.TABCarolinas.com.

career SWOTT analysis !

A SWOTT analysis is a tool used by businesses to size up internal capabilities and deficiencies, growth opportunities, the potential external threats to the future, and trends within the industry and economy. SWOTT stands for strengths, weaknesses, opportunities, threats and trends. With the changes that have been taking place in business and the economy, it is time for each of us to conduct Bill Crigger our own career SWOTT analysis. A solid SWOTT analysis can provide the basis for creating a personal development strategy that allows you to capitalize on your capabilities, capture the best opportunities within the company, while preparing you to defend the threats that may impact your career progress. Start by taking five sheets of paper and label each with one of the SWOTT headings. Methodically begin to capture your thoughts and ideas. You can sort and prioritize these lists later. STRENGTHS: To determine your strengths, list the tasks that you do well and enjoy; your work experience, special or unique skills and qualifications; training and transferrable skills. What did you learn last year that added to your skill sets? Look at performance reviews. What skills/interests do you have that employers want? WEAKNESSES: Assessing your weaknesses can be more difficult because no one likes to admit that he/she has weaknesses. Try looking at yourself as others see you. What can you improve? Look at prior performance reviews;

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look at desired job postings—what skills are you missing or that are areas of concern? Solicit feedback from peers, mentors, close friends and former bosses. OPPORTUNITIES: Look again at the job posting. You can turn these opportunities into skills, credentials, and certifications. Where do you see yourself in 3 to 5 years? What are your career expectations? If all jobs paid one dollar, what job would you choose? THREATS: Any external factor that will keep you from achieving your career goals is a threat, such as changes in the company and the economy, competition from others, a maturing industry, emerging industries. TRENDS: Do some research—what is the projection for your industry and your job? What is the next new trend? Prioritize each of the aforementioned lists. Use these lists to draft an individual developmental set of goals and objectives. TIP: Appraise yourself candidly and honestly. Don’t be too modest or overly critical—strike a balance. If you struggle with making the strengths and weaknesses list, consider using an assessment or career exploration instrument to help guide you. It can also help with the personal career development plan. Bill Crigger is president of Compass Career Management Solutions, a career transition and human resource consulting firm. Contact him at bcrigger@ compasscareer.com or visit www.compasscareer.com to learn more about career SWOTT analysis.

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THE EMPLOYERS ASSOCIATION Trusted HR Advice, Tools & Training

Legislative and Regulatory Highlights for Area Employers

[employersbiz]

"Survey finds employers face 10.5 percent health care cost increases

Health care costs are expected to increase on average 10.5 percent in the next 12 months, according to Aon Consulting, which surveyed more than 60 leading health care insurers, representing more than 100 million insured individuals, and found that health care costs are projected to increase by 10.4 percent for HMOs, 10.4 percent for POS plans, 10.7 percent for PPOs and 10.5 percent for CDH plans. These are slightly lower than one year ago, when HMO cost increases were 10.6 percent and POS plans were 10.5 percent. PPOs and CDH plans remain steady at 10.7 percent and 10.5 percent, respectively.

Prescription drug costs are expected to increase 9.3 percent, which is slightly lower than the 9.4 percent trend rate one year ago. The specialty pharmacy trend rate is 13.2 percent, up from 12.4 percent one year ago. Aon Consulting points to the sluggish rate of drug adoption across the board, compounded by the FDA’s reduced rate of drug approvals—especially for new molecular entities and biologic products—as the contributing factors leading to this decline. In addition, health care rate increases for

HMO

Health Maintenance Organization

POS

Point of Service

PPO

Preferred Provider Organization

CDH

Consumer-Directed Health

retirees over the age of 65 are projected to be 6.6 percent for Medicare Supplement plans and 7.3 percent for Medicare Advantage plans, down from 7.3 percent and 7.7 percent, respectively, one year ago. Source: www.aon.com The Employers Association provides comprehensive human resources and training ser vices 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.

“Aon Consulting conducts a health care trend survey twice a year to forecast the expected future increase in employer-provided health plan claims cost, before any plan changes, based on input from leading health plan actuaries,” explains John Zern, Aon Consulting’s U.S. Health & Benefits Practice director. “While we’re seeing a slight decrease in the trend rates, it’s still at double digits, and this year, it’s compounded by a struggling economy, lower wage increases, and in some cases, salary freezes.” Aon Consulting’s U.S. Health & Benefits Chief Medical Officer, Dr. Paul Berger, acknowledges there has been progress in lowering the medical trend rate during the last several years, but emphasizes there’s still significant work to be done. He suggests wellness and health promotion initiatives are critical in the next phase of lowering the medical trend rate. “Approximately 30 percent of workers have chronic medical conditions, which account for 65 percent of this nation’s medical spend,” says Berger. “Wellness programs provide a strong platform for effectively managing chronic conditions and preventing future problems, but it’s up to the individual to take advantage of the programs offered. Behavior change is never easy, but those willing to make changes in this capacity benefit from better health and lower health care costs.”

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Brian P. Reid Founder and President LuxuryTec

"SeatTux, a seat cover for sports arena pull-down seats, is one of the Fabric HD product lines. Constructed with the washable performance fabric and professionally engineered to fit the seats in a specific venue, SeatTux has the flexibility to be customized with any image or message. Each SeatTux can be easily removed as a souvenir for the fan or installed semi-permanently.

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by casey jacobus

[bizprofile]

CREATING A

[LuxuryTec’s Brand is Your Brand]

uxuryTec defies easy classification. It is neither a mar- revenue sources, as well as creating customer satisfaction and loyalty. keting agency nor a product manufacturer.According to Some of its projects have even resulted in patented products. its founder and president Brian Reid, “It is a technology company that utilizes various state of the art techniques Who’s in the mirror? to allow brands to reach their consumers in untradiReid was born in Atlanta, raised in both the Carolinas and in tional but valuable ways.” Richmond, Virginia. A southerner who went north to college, he was Senior Vice President Ken Kovasala calls LuxuryTec “a media tech- captain of the football team at the University of Connecticut. When nology company that makes some he graduated in 1994, he discovered cool and innovative products that “that the NFL didn’t need any slow reach consumers in some measurguys” and went into the financial serable and memorable ways.” vices industry. The company started with an At the time he got the inspiraidea that surfaced one summer day tion that led to the founding of in 2005 when Reid was playing with LuxuryTec, he was managing 250 his four children on Lake Norman. employees in an executive sales “Why would a boat manufacturer position out of Atlanta. In the three sell boats for thousands of dolshort years since then, LuxuryTec lars and then let its buyers go to a has gone from one employee (Reid) marine shop to outfit those boats?” to seven, including his wife Gennifer, Reid wondered to himself. “Why who is director of operations. has no one licensed life jackets or "Dubbed “Mirror Image,” there is a sensor in the product Since its inception, LuxuryTec has boat fenders?” which changes the mirror from a mirror image of the created a number of unique products, Reid was able to use new techpatron to a colorful backlit brand advertisement. When many of which encourage interacnology to create brand-identifying someone moves within the range of the sensor, which tion with consumers. Chief among boat fenders and to match their can be adjusted from one to five feet, it becomes a mirror. these is an advertising product for color exactly with those used by When they move away and outside the sensor’s range, the restroom mirrors. Dubbed “Mirror the boat manufacturers. Chris Craft mirror changes back to a backlit ad or promotion. Image,” there is a sensor in the prodbecame his first customer. uct which changes the mirror from “We saw the life vest and boat a mirror image of the patron to a fender covers as a blank canvas and set about to show boat manufac- colorful backlit brand advertisement. When someone moves within turers how they could capture more revenue at their point of sale,” the range of the sensor, which can be adjusted from one to five feet, explains Reid. “The success of the project fortified our belief in the it becomes a mirror. When they move away and outside the sensor’s need for our unique approach to branding, and LuxuryTec was born.” range, the mirror changes back to a backlit ad or promotion. LuxuryTec touts an array of cutting-edge services, custom-designed What follows is exactly the type of brand adoption LuxuryTec and to assist clients in driving incremental brand equity and generating new its clients are looking for: the viewer becomes actively involved $

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"Another product created and patented by LuxuryTec is the JohnyTux, a removable reusable custom fit jacket constructed for portable restrooms. Using Fabric HD technology, the jacket provides another opportunity for sponsors to generate revenue by selling the advertising space, while also eliminating the costs involved with trying to hide portable restrooms at concerts, sporting events, festivals or other outdoor events.

"LuxuryTec has also developed the technology that allows the printed fabric to stick to almost any surface, from fabric, wallpaper or drywall to stainless steel, wood and stone. The wall graphic application is dubbed Wallzilla. This product line is comparable to competitive products such as Fathead, but is superior for its durability, flexibility and workability.

"LuxuryTec has also utilized the new technology to create a product it calls “Framezilla,” in which aluminum framing structures are covered with interchangeable fabric images. At sporting events Framezilla delivers crystal clear imagery, which doesn’t wrinkle and eliminates glare. This is particularly valuable when television cameras are recording the event.

with the brand itself. Once confronted with the magic mirror, it becomes very difficult to ignore and demands another look. LuxuryTec has recently signed agreements with Clear Channel Airports Group, as well as ISP Sports that represents 60 college stadiums and arenas. “We know that people are guaranteed to do two things at a sporting event,” says Reid, “go to their seats and visit the restroom. Mirror Image is a product which the venue, our client, can offer to their sponsors that is sure to reach every attendee at an event.” The images in the mirror are easy to change, allowing a sponsor to match up their product or message with the targeted audience or consumer attending the event. So, if Monday night is a basketball game, Coke will showcase Diet Coke and Sprite, for instance. If Tuesday night is Disney on Ice, they’ll run Vitamin Water. If there is a tractor pull on Wednesday, the product displayed in the mirror could be Monster Energy drink. What’s more, the sponsor could choose to direct the advertising to a gender specific audience, displaying ads for Old Spice in the men’s room and Secret deodorant in the women’s room, for example. LuxuryTec has also added an optional fragrance component, allowing the mirror to dispense the aroma of the product being shown in the mirror. If there is a display for a brand of coffee in the mirror, the room may dispense a coffee scent. “Fragrance has been proven to elicit memories that create an emotional response,” explains Reid. “University studies have proven that the olfactory sense is the strongest of the five human

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“

}

We know that people are guaranteed to do two things at a sporting event, go to their seats and visit the restroom. Mirror Image is a product which the venue, our client, can offer to their sponsors that is sure to reach every attendee at an event.”

senses in determining purchase behavior. These studies show that consumers will spend more time viewing a brand that has a pleasant aroma, thus increasing their recall and recognition of the product.” What’s on the wall? Using a technology that allows high resolution imagery to be imprinted on a woven fabric the company calls Fabric HD, LuxuryTec has developed several other innovative products largely geared toward outdoor sporting events. The competitive advantages of Fabric HD are that it is more durable, flexible and effective than alternatives, as well as being more economical and eco-friendly. SeatTux, a seat cover for sports arena pulldown seats, is one of the Fabric HD product lines. Constructed with the washable performance fabric and professionally engineered to fit the seats in a specific venue, SeatTux has the flexibility to be customized with any image or message. Each SeatTux can be easily removed as a souvenir for the fan or installed semi-permanently. Another product created and patented by LuxuryTec is the JohnyTux, a removable reusable

Brian P. Reid Founder and President

custom fit jacket constructed for portable restrooms. Using Fabric HD technology, the jacket provides another opportunity for sponsors to generate revenue by selling the advertising space, while also eliminating the costs involved with trying to hide portable restrooms at concerts, sporting events, festivals or other outdoor events. LuxuryTec has also utilized the new technology to create a product it calls “Framezilla,” in which aluminum framing structures are covered with interchangeable fabric images. At sporting events Framezilla delivers crystal clear imagery, which doesn’t wrinkle and eliminates glare. This is particularly valuable when television cameras are recording the event. LuxuryTec has also developed the technology that allows the printed fabric to stick to almost any surface, from fabric, wallpaper or drywall to stainless steel, wood and stone. The wall graphic application is dubbed Wallzilla. This product line is comparable to competitive products such as Fathead, but is superior for its durability, flexibility and workability. Wallzilla can be removed and replaced hundreds of times over its life without losing adhesion.

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Easy to install, remove and transport, Wallzilla allows for brand campaigns and visual marketing to be changed frequently. It can be used on any surface, indoors or out, without using nails, screws, duct tape or other traditional hanging mechanism. It doesn’t damage the walls or leave any sticky residue behind when removed. “It’s as easy as peel and stick,” confirms Reid. LuxuryTec has recently announced collaboration with Maps.com, a leading supplier of high quality maps and related products, to develop large-format wall maps. These maps will be used for business, educational and individual purposes. The adhesive Wallzilla maps will offer users a more versatile option than the traditional paper product. Again, the large maps can be applied to any surface, then removed and re-placed without damaging either the wall or the map. “We don’t want to be in the map business,” explains Reid. “Our goal was to find the most experienced and well-respected map aggregator in the industry and provide them with the technology to market a new product.” Wallzilla can be used in a large number of interactive ways. Current plans call for its use in advertising posters and promotional items, direct mail, print advertising, and product packaging, such as DVD and CD covers, shoe boxes, etc. The product can also be scented to match any aroma; LuxuryTec can produce a Wallzilla that looks exactly like a cup of coffee and smells like one too. Who else? Collaboration with other companies is the keystone to LuxuryTec’s almost-instant success. One of its first partnerships was built with Repucom International, a brand and broadcast analysis provider. A global leader in the measurement of sports broadcast content, Repucom International was able to determine a value for LuxeryTec’s products through an analysis of the potential brand exposure. “When we took our seat covers to Repucom International, they ranked them as high as anything they have ever measured,” says Reid. “Getting an ROI analysis prior to investing gives our clients a measurable solution before they commit financially.” Other important partners for LuxuryTec are Advanced Digital Textiles and Shutterfly, Inc. Advanced Digital Textiles, a Monroe-based company, has the expertise to electronically create an exact reproduction of the most complex and original artwork. In addition to helping Luxury Tec turn concept into reality, Advanced Digital Textiles handles all of Luxury Tec’s fabric printing needs. Other printing needs are assigned to Shutterfly, a California company which maintains a second facility in Charlotte. Shutterfly is able to

combine its on-demand printing expertise with state-of-the-art equipment to print personalized marketing materials. “By assembling a group of industry-leading partners, we are able to provide our clients with solutions that are measurable, memorable and of the utmost quality,” asserts Reid. “We recognize the importance our clients place on receiving a return on every dollar invested, particularly in today’s environment.” Where are we going? LuxuryTec appears to have a bright future. Starting up during an economic downturn, the company has relied on the latest technology to succeed. Its next challenge, according to Reid, is to continue growing. While LuxuryTec has

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achieved its current success totally through word-of-mouth, Reid says a public relations initiative is coming soon. And Reid, whose vision started things moving just three years ago, has plenty of new ideas. He foresees many new adaptations for Mirror Image. The company is already experimenting with a countertop vanity mirror and a shoe mirror at the request of two retailers. Reid predicts more uses for Mirror Image in dressing rooms in department stores, displays in malls, and other retail locations. Another new direction may be the growing home improvement market. LuxuryTec has already patented a Wallzilla tile sticker which allows consumers to design with an exact tile replica sticker before choosing their wall tile. Wallzilla can also be adapted for interactive direct mail campaigns. When combined with the fragrance option, it can be used in many innovative ways. Kovasala has complete confidence in LuxuryTec’s future. Impressed by the company’s potential, he joined the management staff just eight months ago, leaving a job as vice president of sales with McGregor Golf. At LuxuryTec, he handles the company’s relationships with business partners like Clear Channel Sports, Titleist Golf, Footlocker and McDonalds. He, too, is prepared to see the company flourish. “Brian is young, bright and energetic,” he explains. “LuxuryTec is not a mature company; it has plenty of room to grow. The sky’s the limit.” biz Casey Jacobus is a Charlotte-based freelance writer.

Luxury Tec, LLC dba

LuxuryTec 11330 Vanstory Drive Huntersville, N.C. 28078 Phone: 704-897-0492 Principals: Brian P. Reid, Founder and President; Ken Kovasala, Senior Vice President Established: 2006 Employees: 7 Proprietary Products: Mirror Image, Fabric HD, SeatTux, JohnyTux, Wallzilla, Wallzillaroma Business: A visual brand identity company that creates and utilizes innovative and state-of-the-art media technologies to allow companies to reach their consumers in untraditional but direct and measurable ways, driving brand equity and generating revenue. www.luxurytec.com

october 2009

standing (l to r) Rocky Sease CEO SOS Intl Matt Sadinsky President PREP Intl seated (l to r) Robin Podmore President INCSYS Marck R. Robinson President PowerData Corp.

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by marcia merrill

[bizprofile]

TAKING CONTROL of the Power Grid

{ SOS Intl Teaches That Knowledge IS Power}

ou enter a room, flip on the lights and turn on your TV. Instantly you are bathed in light, with your TV blaring at you.You take it all for granted … unless nothing happens. Receiving the power we need requires everything to work flawlessly, with everyone doing the right things at the right time. Perhaps that’s why SOS Intl, a provider of training and compliance consulting, has followed that formula to success in the energy industry.

A Powerful Idea

The power industry is, not surprisingly, heavily regulated on state and federal levels by the government. Reliability standards are issued and enforced by the North American Electric Reliability Corporation (NERC), an organization that ensures the reliability of the bulk power system in North America. NERC introduced certification testing for system operators in 1998. All of those who took the test that year were due to recertify in 2003. This meant that a large group of system operators would have to retake and pass the test again in 2003.While some of the larger utilities had training departments, most didn’t and would need help. No one was more aware of this potential risk than Matt Sadinsky and Rocky Sease. At the time, they were both working at Grid South, a regional transmission organization, as directors of human resources and system operations, respectively. However, Grid South was closing its doors, so Sadinsky and Sease viewed it as an opportunity to employ their own talents. With the new NERC standards as impetus, Sease developed a plan to offer NERC preparedness training to electric utilities, offering classroom training and consulting. He quickly picked up training clients in the U.S., as well as consulting clients in Germany, Australia and the U.K.

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Matt Sadinsky had a slightly different vision. He, too, began consulting, but wanted to provide online automated training accessible 24/7. Sadinsky had the background to pull it off, but needed the subject matter and technical expertise. He joined up with Sease and the partnership was born. Sease was already well-known in the power industry across the southeastern United States. As a registered professional engineer and a NERCCertified System Operator, he had actively participated in development and implementation of operating policies at NERC and the Southeastern Electric Reliability Council (SERC). As an organizational development consultant, Sadinsky had worked in human resources in the energy industry as well as a variety of other companies including Magellan Laboratories, the New York City Transit Authority, and Continental Can Company. Sadinsky and Sease understood that they were creating a business to $

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respond to a specific market need.They knew they needed to move quickly. Within weeks, SOS Intl was up and running. Sease was teaching all day for his existing clients, and working most of the night developing training. Sadinsky was working long hours as well, selling their services and building the online university and company infrastructure. In November, 2002, Dominion Virginia Power in Richmond hired SOS to provide NERC training for their staff of system operators. All of the operators subsequently passed their NERC exams. SOS quickly gained a reputation in the industry as a game changer. One Dom VA Power executive commented, “We hired you to help our team to pass—well, the first couple of operators scored 92 percent and now the rest of the team is committed to trying to beat those scores!” Soon after, Southwest Power Pool (SPP), one of the NERC reliability regions, found the SOS Intl Web site in an online search and contacted Sadinsky. They liked SOS’s training philosophy and wanted a meeting. “At that point, we weren’t even sure we should commit to the expense of a trip to Little Rock,” laughs Sease. With scant resources, they made the trip. Much to their delight, they came away with an endorsement as a preferred vendor for Southwest Power Pool and their member utilities.The calls started pouring in. It was heady times for Sease and Sadinsky, a mix of the exciting realization that their business model was going to work, along with the drudgery and details of getting it all done.

system operators may spend their entire careers without ever seeing a voltage collapse or a blackout, recognizing and acting on a looming emergency or recovering quickly from a failure is at the core of system reliability. The power desk is almost always quiet and uneventful, but operators need to be ready to respond instantly to any kind of emergency.

More Power to Them

Months later, in August 2003, a massive blackout swept the northeastern United States, leaving 58 million in the dark. People demanded to know what had happened. In response, NERC issued recommendations to ensure that utilities would be better prepared to manage the grid, avoiding future black-outs. Among these was a mandate for 32 hours of Emergency Operations training recommending simulation. Talks were fairly far along with Robin Podmore and his partner Marck Robinson. So together, SOS, Incremental Systems and Power Data developed a curriculum using the PowerSimulator, called Emergency Operations with PowerSimulator (EOPS). Unlike basic tabletop exercises, this PowerSimulator could be accessed online at any time. Initially EOPS ran pre-programmed exercises. But before long, customers wanted the simulator to reflect their exact systems and to

SOS was also carving out a niche in customer service. While others were offering “tent training”—traveling to a site, setting up, teaching, and moving on—SOS was offering instructor-led and online training, testing, follow-ups, 24x7 access and direct phone and e-mail access. “We provided programs second to none, and also provided service second to none,” explains Sease. “In fact since Sadinsky and I were up all hours working, we would respond to e-mails at 2 a.m. or 5 a.m., whenever they came in.This also really reinforced our service mentality and our reputation. About this time, Sadinsky and Sease made contact with Robin Podmore, the developer of EPRI OTS, a state-of-the-art PC-based simulator.They were impressed and talks began. Sadinsky and Sease had an idea what this could do for their training classes. While

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"System Operations Success

mirror real-time incidents. So SOS, along with their strategic partners, developed Custom Power Simulator (CPS), which has been used widely throughout America. “We were in the right place at the right time,” says Sease. “We had a very reasonably priced, well-serviced, high-quality training system to meet evolving NERC requirements.” Plugging In

“We believe we’ve changed the face of training in the power industry. By offering online and simulation training as well as classroom and on-the-job training, we’ve helped revolutionize the way people plan for, budget and deliver training,” Sadinsky explains. And in fact, when looking at their statistics, it’s not hard to believe. SOS has worked with

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“your business development advisors”

“

trust+strategy+integrity+planning+insight+experience

We provided programs second to none, and also provided service second to none. In fact since Sadinsky and I were up all hours working, we would respond to e-mails at 2 a.m. or 5 a.m., whenever they came in. This also really reinforced our service mentality and our reputation.”

it all adds up!

Daniel, Ratliff & Company

301 S. McDowell St., Ste. 502, Charlotte, NC 28204 704.371.5000 • www.danielratliff.com

Rocky Sease CEO

more than 750 clients in all eight regions of the U.S. and Canada. In fact, in 2008, they issued more than 46,703 continuing education hours to 1,444 system operators. SOS’s training extends well beyond North America. The U.S. Army Corps of Engineers (COE) began using EOPS coursework to train personnel in the Ministry of Electricity across Iraq and Baghdad in 2006. Since then, SOS strategic partner Robin Podmore has visited Iraq several times to facilitate model building on a tool called the BRICK (Bulk Reliability in a Compact Kit). It offers portable simulation, and is now in use across 24 companies, states, cities and regions in the U.S., Canada, Australia, New Zealand and Iraq. SOS Intl has continued to stay ahead of the curve by developing new products, platforms and services to meet their customers’ needs. One way they have grown is through their move into Compliance Consulting. As industry requirements evolve, every company has to go through NERC audits to prove they meet the standards and are doing their part to make the grid reliable. “We want to make sure our customers are prepared in every way. We send top talent, $

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with years of relevant experience, onsite to look over systems and processes and make recommendations. Our clients say it takes a huge burden off of them,â&#x20AC;? Sease explains. As with so many industries, the energy industry is seeing more and more baby boomers retiring and taking years of practical and real-life experience with them. There are now more new hires from schools and colleges as well as the military. Yet, speed in developing expertise is critical. SOS has responded by tailoring programs with an understanding of how these younger workers learn. They see it as critical to train across the generational divide. â&#x20AC;&#x153;Older workers are digital immigrants while the younger workers are digital natives,â&#x20AC;? explains Sadinsky. Weâ&#x20AC;&#x2122;ve found that simulations in team training help bridge this gap.â&#x20AC;? Our clients say that causes their operators to respect each other more and, in pressure cooker simulations, to work together better,â&#x20AC;? he adds. The Spark of the Future

In fact, Sease and Sadinsky are so driven by market needs, that theyâ&#x20AC;&#x2122;ve formed a new company, PREP Intl (Prequalified Ready Employees for Power Intl). Both men see it as a natural progression. They acknowledge that training does have its limits; it is only as good as the people receiving it. And that is the role that PREP plays. It provides career development, assessment and recruiting process consulting to the energy industry. PREP is currently working with the City of Cleveland. Cleveland was losing people on its power desk to retirement, maternity leave and health issues. They needed help and turned to PREP. PREP was able to provide them with key talent on an interim basis in the Cleveland area that worked out so well, it led to permanent employment. SOS and PREP are studying how they can be most effective under the new Smart Grid model. The goal of the Smart Grid is to promote reliability and offer more environmentally friendly energy, using such sources as wind power or solar energy. There will be

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a lot of emphasis on assuring reliability by using computers and other technologies to monitor and control the generation and flow of electricity. â&#x20AC;&#x153;Standards are always in a state of flux,â&#x20AC;? says Sease. He sees that as an ongoing source of business for SOS, and readily admits that the changing NERC regulations have been good for business. When asked how he sees SOS continuing to grow, he answers, â&#x20AC;&#x153;For now, weâ&#x20AC;&#x2122;re going to keep doing what weâ&#x20AC;&#x2122;re doing, more hard work helping adults learn, keeping our focus on our customers, providing high-quality service and ensuring their readiness.â&#x20AC;? â&#x20AC;&#x153;For future growth, we are exploring taking the model weâ&#x20AC;&#x2122;ve used in the electric industry and applying it to other industries. We think there is some applicability and are looking forward to seeing what we can do,â&#x20AC;? says Sease. â&#x20AC;&#x153;With the evolution of the power grid, we are on the verge of the largest investment in capital infrastructure of our lives. Those organizations who hire and train the best will win,â&#x20AC;? vows Sadinsky. And if history and our past success is any indication, clients of SOS Intl and PREP Intl will be right there among the winners. biz

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Marcia Merrill is a Charlotte-based freelance writer.

System Operations Success, International LLC dba

System Operations Success, International LLC (SOS Intl) 13950 Ballantyne Corporate Pl., Ste. 314 Charlotte, N.C. 28277 Phone: 704-752-3534 Principals: Rocky Sease, Co-founder and CEO; Matthew L. Sadinsky, Co-founder and COO Related Company: Prequalified Ready Employees for Power International LLC dba PREP Intl, providing pre-hiring assessment and selection services to ensure that energy companies invest in the best job candidates, engage in effective career developmental processes, and ensure organizational excellence. Established: 2003 Employees: 20 Trainees: Has trained over 8,000 energy professionals in all 50 states, and Canada, Iraq and Australia Business: Provides energy professionals, teams and companies with training and compliance consulting services to build reliability in the bulk electric system. www.sosintl.com

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Photo:Wayne Morris

Ann Caulkins President and Publisher The Charlotte Observer Publishing Company

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by ellison clary

[bizprofile]

ALL THINGS CHARLOTTE

Observer Publisher Reads Opportunity Into Changing Future

t might surprise some, but Ann Caulkins is optimistic about the future for The Charlotte Observer, the region’s standardbearing daily newspaper that has written its own story of frequent budget cuts to address intense competition in a brutal economy. For The Observer’s publisher, it’s a crisis that started as early as 2002 when Caulkins noted escalated media fragmentation and a growing propensity among readers to get news from the Internet. Exacerbating these trends was the economic downturn that followed the sale of The Charlotte Observer and other Knight-Ridder newspapers to The McClatchy Company. To date The Observer has endured five rounds of job-ending buyouts and has consolidated important print sections, but Caulkins sees better days ahead. “Ad revenues seem to be coming back marginally around the chain,” she says, referring to the McClatchy empire that includes 31 daily and 44 non-daily publications. “The Observer is typical of that,” she adds. “The fact that our ad revenue is stabilized, is predictable, we really do feel good about that.” She’s happy to tell other good news: Online advertising is solid and growing, the Web site is more user-friendly, readership for all The Observer’s offerings has never been higher, and McClatchy’s Carolinas newspapers are learning to share content and talent. All that is reflected in the way she articulates The Observer’s aspirations. “We’re going to provide you with the news and information on our local communities the way you want to get it,”

she says. “We need to do that online, on your mobile device and in print. That makes us more of a media company than a newspaper company. We really have to think that way.” So she sees a future that’s sunny as she sloshes through storms. Weathering the Storm Earlier this year, Caulkins says she endured maybe her darkest hours. She recalls the day she had a conversation with her McClatchy boss who, because of advertising declines, asked for cuts so large that she could not imagine how to comply. She went to bed early that night, fretting about the slashes and how to maintain the integrity of her 123-year-old newspaper. Over the course of the next two weeks, she and her top reports somehow found ways to meet the financial goals without injuring the product inordinately. Then, only 10 days later, as advertising continued to deteriorate, she got a call from corporate asking for a second round of cuts. Again, she and her team wielded the scalpel skillfully and The Observer survived the operation. In July, McClatchy reported net income of $42 million for the second quarter, up from $20.1 million for the similar period in 2008. Income for the first half of 2009 shrank but earnings per share grew after adjustments for unusual items. Gary Pruitt, chairman and chief executive, spoke of an improving trend in ad revenues and outlined a number of measures that he said “reflect our hard work on the expense $

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{newmedia}

{innovation}

{community}

{reliability}

{connection}

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{buildinghistory} side.” His report is reminiscent of many financially stressed companies, but the effect on individual newspapers is daunting. “There was a tremendous amount of angst, everywhere in the building,” Caulkins says. Yet she and The Observer work force, now 595, have persevered. Everyone, including Caulkins, is taking a week-long furlough without pay. Employees have told her they much prefer these imposed holidays to cutting even more jobs. Each of the McClatchy newspapers makes its own decisions on how to cope with tight finances, but none of the major publications has dropped production days. “The daily habit is important,” Caulkins affirms. “If you interrupt people’s daily habit and they start to get their news elsewhere, you have a problem.” Some rue the loss of circulation, but Caulkins attributes much of the drop to newspapers themselves lopping off distant and hard-to-service customers. The Observer has done this, to the chagrin of some, she adds.

She’s happy to tell other good news: Online advertising is solid and growing, the Web site is more user-friendly, readership for all The Observer’s offerings has never been higher.

Caulkins knew that The Observer needed help in shaping its online vision. A little over two years ago, she hired technological whiz Jason Silverstein from Yahoo! to make the electronic pages much easier to navigate. They must be doing something right. The site was most recently recognized by The Web Marketing Association with its 2009 Best of Industry WebAward in the newspaper category, the highest possible honor awarded to only one site. The Observer’s site has also been honored as the N.C. Press Association’s winner for general web excellence (best website) in 2009 and finished as a finalist in the Editor & Publisher’s Best Large Newspaper Website EPpy for 2009. (The Wall St. Journal won the EPpy.) Further, the Web site has added “behavioral targeted advertising” so that a client can pick out customer propensities and communicate only to readers who share them. Caulkins admits surprise at the amount of growth in online ad revenue since she arrived at The Observer three years ago. Will online ad money eclipse that of the print product? “Probably,” she says, “but that is many years down the road.” More targeted online sites can be lucrative, she believes. “You can charge for online content that’s tightly woven around a community,” she explains, “like newspapers have done with college football, or pro teams, or like Raleigh (The News & Observer) does with state government.” Collaboration Synergies Caulkins says it’s about attracting as many eyeballs as possible to all forms of communications, and adds that more than a million sets of

eyes examine The Observer’s offerings in a sevenday period. As soon as financially possible, Caulkins maintains, The Observer’s business news will get its own daily section, as it once enjoyed, “because Charlotte is such a business city.” Meanwhile, the Carolinas part of the McClatchy chain collaborates more and more, aided by a frontend system that makes it easier for editors to share stories. Including The Observer, the chain owns seven dailies in the two states. Corporate sees synergies as the papers cooperate. The Observer and The News & Observer have linked newsrooms, and The Rock Hill Herald recently joined. Soon to come aboard is The SunNews in Myrtle Beach and The State in Columbia will follow. Already, Gary Schwab of The Observer is the sports editor for both Charlotte and Raleigh, while the capital publication runs the government desk for both papers. Caulkins also has a collaborative team. She praises Rick Thames, editor of The Observer, for shaping the new culture of shared work. She meets with Thames regularly, as she does with Victor Fields, The Observer’s chief financial officer, Mark Webster, human resources vice president, and Liz Irwin, advertising vice president. All frequently visit Caulkins’ office. Caulkins keeps close communications with editorial page editor Taylor Batten and his staff, too. “It’s such a smart editorial board,” she says, adding that she and the editorial writers hold periodic discussions. “Because we have a group conversation,” she says, “whoever writes the editorial writes a better piece.” Coming Into Her Own Caulkins herself grew up in Shreveport, Louisiana, and worked at The Waco Tribune Herald while studying oral communications at Baylor University in anticipation of a broadcast career. But she decided against it and instead rose through the business side of Knight-Ridder, starting out at The Fort Worth Telegram in 1984, where she was promoted to retail advertising director in 1992. She attended the Simmons Executive Graduate School Program in 1993. She spent the next four years at the Lexington

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Herald-Leader in advertising. She won recognition early on for her leadership in reinvigorating the advertising department, turning in a superior performance during her first year there: Ad revenue increased 13.8 percent and market share gained an impressive 1 percent after a five-year downward trend. But her goal was to be a publisher. And for that she needed exposure to all aspects of the publishing business. She credits Tim Kelly, Lexington publisher, with teaching her the news side. “Tim was an award-winning journalist,” Caulkins says. “He said, ‘I’m going to take you under my wing. I’m going to really expose you to the news side of the business.’ And he did. He was fabulous.” Kelly remembers Caulkins as an apt pupil. “She developed a terrific rapport with the editor, Amanda Bennett, who went on to become editor of The Philadelphia Inquirer,” he says. “We were able to have a lot of discussions about the news side and the editorial pages and how they relate within the community and within the business of a newspaper.” “Nothing’s hard for Ann to figure out,” he adds. “She’s incredibly smart, and once she sets her mind to do something, she’s going to do it.” Caulkins was senior vice president of sales and marketing when she left Lexington in 2002 for The State to be its first woman president and publisher. She was closer to her dream of becoming a publisher of a metro daily; and she focused squarely on Charlotte. The opportunity finally came late in 2005 when Knight-Ridder named her to succeed Peter Ridder at The Observer effective January 1, 2006. Although they sent her back to Columbia when the chain put itself up for sale, the setback was only temporary, because the ultimate buyer, McClatchy, wanted her in the Queen City. She arrived for good in May 2006, just in time to wrestle a sour economy that caused McClatchy to struggle with digesting its purchase. Still, Caulkins tells young people this is an exciting time to get into newspapers. Within the paper there are many directions they can take, as well as newer ones not even identified yet. “That’s very appealing to them,” she says. “For their generation, they are used to a lot of rapid change.” Embracing Change Caulkins certainly embraces change, not ruling out a sale of The Observer’s complex at 600 South Tryon Street. She acknowledges offers, although not as many these days. She adds that, because the

“We’re going to provide you with the news and information on our local communities the way you want to get it. We need to do that online, on your mobile device and in print. That makes us more of a media company than a newspaper company. We really have to think that way.” Ann Caulkins President and Publisher

presses are there, they can’t sell the buildings unless they find another printing option. “This is what should be here,” she smiles as she peers into her mind’s eye. “There should be an office tower, a hotel and a condo development; then, on the bottom, retail and restaurants. And then let me have however many floors I need so I can continue my presence here. That is my fantasy.” That would fit with Caulkins’ vision of Charlotte bouncing back from the recession. “There are going to be corporations that would not have thought of moving here when our center city office occupancy rate was 99 percent,” she says. “So with every tough situation comes an incredible opportunity.” She’s excited about partnering with former Charlotte mayor Harvey Gantt to lead the 2020 vision for center city. “I feel very optimistic about Charlotte and the future,” she says. That 2020 Center City Vision Plan resides at Charlotte Center City Partners. Caulkins is a board member and Michael Smith is president and chief executive. “We enjoy her broad perspective which provides her insights into economic development, neighborhoods, the arts and culture,” Smith says of Caulkins. “That ‘wider view’ will help us create the inclusive and catalytic plan we intend to deliver.” At 47, Caulkins professes motivation from knowing the community depends on The Observer to be its watchdog. “During this rough space in the economy,” she says, “I feel lucky to be in a business that has a mission that is so important. We’ve got to continue.

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This is worth fighting for. That’s why I’ve always loved what we do.” But there’s something else, too. “Extraordinary” is her characterization for The Observer’s work force. “When it’s a pretty bad day, I walk out and see somebody who is really working hard,” she smiles. “I have never been more proud of the team of folks at The Charlotte Observer than I am right now. Our employees are passionate about what we do. And what we do is crucial! We are here to stay.” biz Ellison Clary is a Charlotte-based freelance writer.

The Charlotte Observer Publishing Company 600 South Tryon Street Charlotte, N.C. 28202 Phone: 704-358-5000 Owner: The McClatchy Company, Sacramento, Calif.; Gary B. Pruitt, Chairman and CEO NYSE: MNI Principal: Ann Caulkins, President and Publisher Employees: 595 Founded: Charlotte Daily Observer in 1869 History: Purchased by Knight Newspapers in 1955, Knight merged with Ridder Publications to form Knight Ridder in 1974; purchased by The McClatchy Company in 2006. Readership for print and online: 1,037,000 a week (for print and online) Awards: Recent awards include Robert F. Kennedy Journalism Award for “Cruelest Cuts,” a series on the poultry industry; an ASNE writing award from the American Society of Newspaper Editors for watchdog reporting; two Gerald Loeb Awards for business reporting; among top three finalists for best Web site in Editor & Publisher EPpy Awards. The paper has won four Pulitzer Prizes. Business: Largest newspaper (circulation) in North and South Carolina, reaching over 40 counties; delivers news and information that people need to understand our region; helps safeguard communities through the pursuit of truth under the protections and responsibilities of the First Amendment. www.charlotte.com www.charlotteobserver.com

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by ellison clary

he Design Center of the Carolinas (DCC) has had a significant past. Once a prominent knitting mill in Charlotte’s textile heyday, it was rehabbed in the late ’90s, knitting itself into Charlotte’s urban core as an adaptive reuse of historic buildings offering unique spaces with architectural amenities that appeal to the design community. The DCC dates to 1929 when third-generation hosiery knitter William Nebel built the Nebel Knitting Mill at Camden Road and West Worthington Avenue, in what is now called South End. By the 1950s, it was among the largest and most productive hosiery mills in the southeast. But textiles fell on hard times and eventually native Charlottean Tony Pressley of MECA Properties redeveloped the warehouse-style complex into three office buildings and a courtyard. His late 1990s dream was to transform DCC into a destination. He hoped it would someday cause his hometown to be mentioned with the world’s best-known design cities such as Milan, New York, Chicago and San Francisco. The DCC was part of a groundswell of developer activity to attract the Charlotte design community to South End by its location and by the adaptive reuse of historic buildings offering spacious loft areas and unique character. Building on the synergy of drawing creative types together, compatible and competitive businesses both benefit as well as their customers. The area is also easily accessible—to uptown, SouthPark and the interstates. And with the completion of the Lynx light rail, the access to the area has expanded even further, increasing foot traffic and making it a convenient and quick stop.

[bizprofile]

COLLABORATIVE

MECCA Design Center Reaches for New Heights

Raising Its Profile Having been purchased more recently by Ram Development Company in 2007, the DCC Charlotte landmark is ready to raise its profile—literally. Refueling a new ascent for the DCC is South Florida commercial and residential real estate services firm Ram Reality Services of Palm Beach Gardens, Fla. Ram investments and developments are mainly in the Southeast. In Florida, it concentrates on Miami, Fort Lauderdale, Boca Raton, Tampa, Orlando and Jacksonville. In Georgia, it’s active in Atlanta. In North Carolina, Ram has a presence in the Raleigh area as well as here in Charlotte. Ram has plans to take the historic DCC to new prominence in a city that the firm’s principals have targeted as a valuable investment and growth opportunity. It fits the Ram mantra of making places that are socially responsible, economically vibrant, and environmentally sustainable. “Unfortunately, it’s taken a while to put our stamp on the Design Center because of the economy,” explains Ivy Greaner, Ram’s chief operating officer, citing the obvious downturn. First on Greaner’s agenda is getting the three structures fully leased. Right now, they’re probably 85 percent occupied. True to the creative concept, she wants to keep occupancy concentrated among design professionals. “We believe that architects, engineers, creative people and the like are our best fit,” she says. “The DCC offers unique architectural spaces that naturally $

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says, “The environmental situation is one that can be handled. It’s just an expense. It’s a matter of how you deal with haul off and disposal.” Suchoza’s firm is in its second year in the DCC and is contracted to draw up any expansion plans.

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attract creative people and businesses, and they in turn benefit from the synergy of being located alongside other design businesses.” Concentric Marketing’s Bob Shaw is spearheading a major campaign this fall for Ram to showcase the historic South End as an area of creativity and innovation within Charlotte and the DCC as the bustling hub of it all. The overall theme is “Get Inspired,” inviting forward-thinking businesses and entrepreneurs into a unique environment centered on innovation and inspiration. Beyond promoting this theme through traditional venues such as enhanced signage, a new Web site, a new logo, and media placement, Ram is also working aggressively to further position the DCC as a dynamic creative venue, where there is always something exciting taking place. To achieve this, the building will be home to speaker series, awards shows, conferences, and monthly meetings from a variety of industries. Ram is also inspiring its tenant base to share ideas by setting up quarterly meetings around topics of interest for creative-thinking businesses, hosting lunches to spur conversation, and utilizing social media (Twitter) to further encourage connection. To involve the community, they are organizing with local schools to provide art for the water tower. The rebranding is set to launch officially with the unveiling of the new water tower this month.

Next for Greaner to contemplate is new development on DCC land used now for a parking lot, and possibly acquisition of an adjacent parcel. The development could include a residential high-rise or hotel, complete with retail on sidewalk level. That building has been envisioned for five to 12 floors but it could rise much higher, Greaner says. It would also include a built-in parking deck. “Tony originally had a vision for something like that,” Greaner says of the high-rise. “We believe he was on the right track.” She adds that any DCC expansion would be based on solid growth projections. She has concerns about ground contamination from chlorinated solvents, but adds that Ram sought and received state permission earlier this year to deal with the issue as it redevelops the brownfield. She points out that the DCC itself was cleaned up as a result of a 1996 decontamination project, and that dealing with the brownfield aspect of the adjacent property is “making places that are socially responsible, economically vibrant, and environmentally sustainable,” their goal. Dane Suchoza, owner of DAS Architecture,

Furthering by Design “We were one of the first Design Center tenants,” says Tom Wright, principal architect for Narmour Wright Architects, proudly. “We were the designers of the Design Center.” Wright says he likes Ram’s efforts to enhance the concept that the complex is, indeed, a center for design. “That was Tony’s original idea,” he says. Greaner agrees. “Tony Pressley really invested into taking those buildings and creating a statement and an identity for South End,” she says. “He did a phenomenal job. And he was at a point where he needed someone to help grow it and continue to establish it.” Ram found out about the potential availability of the complex and made inquiries to Pressley. Ram had already established a presence in the Raleigh area, having been attracted to North Carolina by its climate and its growing magnetism for people from across the country. The firm paid about $28 million in 2007 for DCC’s 188,146 square feet. “We really believe in this area,” says Wright. “We’re glad Ram is here and has the wherewithal to keep developing the Design Center into the community it can be. “If we had a hotel on the property in the nottoo-distant future, that would be great,” Wright continues. “It’s wonderful to see the new uses coming up, to really make this South End into an independent community.” David Creech split off from the Narmour Wright firm at the start of this year and houses his new company, Creech & Associates, in nearby DCC space. “We like the fact that it’s an adaptive reuse of an older building,” Creech says. He praises the patinas that include aged wooden floors and exposed brick walls. “All those things are very conducive to what people expect when they come into an office that deals with creativity,” he adds. He also likes the expansion plans. “I’m a

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proponent of density,” he smiles. “We’re on the light rail line. We need to promote continued density along the rails and I think the Design Center should be a leader in that regard.” Doug Grenade operates an office of Cline Design Associates in DCC space he leased in May 2008, after the Ram acquisition. The Raleigh-based firm chose the South End neighborhood for its Charlotte location. “We like being around other design types,” Grenade says. “Not just other architects, but engineers and graphic designers.” He too has bought into the Ram expansion plans. Becoming Native to North Carolina Ram views the Carolinas—and North Carolina specifically—as a commercial and residential market that holds great opportunity, a place where they will be maintaining focus in the future. Ram has already developed 140 West Franklin, a unique mixed-use investment located in the heart of Chapel Hill. This development offers an idyllic location alongside truly striking residential and commercial space. Ram has been working alongside the city and UNC to ensure that 140 West Franklin, in design and purpose, is a true complement to Chapel Hill. “Charlotte, in particular, attracted us because it’s a young, vibrant community,” Greaner continues. “It has the arts and entertainment, it has a great lifestyle. So it has all the fundamentals that attract families, entrepreneurs and talent for the workplace.” Although not yet a resident of Charlotte, Greaner visits often. She says her biggest surprise about the city is that it is even more than she expected. “The charm of Charlotte is that it has a great sense of place,” she says. “It’s got nice neighborhoods, it has people who care, who are involved, and it’s had pretty good vision. The light rail, I think, was great. It really is a nice place to be.”

Greaner is quick to add that her company sees a definite up-tick in the Charlotte economy, and it is ready for action here. “We have found that, although there are a lot of new potential tenants looking to relocate, it’s not just moving around. It’s also people still coming to Charlotte,” she says. The DCC can attract its share of these moves, Greaner believes, because of its history and its opportunity to grow with the South End. Though Ram has looked at other properties in Charlotte, both shopping centers and residential, new and existing, Greaner says emphatically, “The Design Center needs to be the star of the show.” Greaner is quite complimentary of Concentric Marketing. “They live and breathe the Design Center,” Greaner says, “and have been instrumental in our rebranding efforts.” She also coordinates efforts with Charlotte Center City Partners and the South End Historic District. She is particularly proud of the contemplated promotional effort involving the DCC’s historic old-style water tower figure. “What we are going to do on an annual basis is have a contest with local schools to put their art work on the water tower,” Greaner says. “Five years from now,” Greaner says, “I think the Design Center will be the central place within South End. We host weddings in the Design Center as well as other business functions, and even have caterer tenants with space to host events. We don’t want it to be just a place where you come to work 9-to-5 every day, but a place where you enjoy being inspired and a place that has creative energy.” Greaner sums up, “There’s no denying that commercial real estate has become a more competitive business as of late. However, Ram’s mission is to develop properties that hold greater significance to

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the community, stand apart in genuine uniqueness, and generally hold more meaning than basic square footage. With the DCC, I think we are well on the way to achieving this vision.” biz Ellison Clary is a Charlotte-based freelance writer.

Design Center Carolinas LLC dba

Design Center of the Carolinas 1800 Camden Road, Suite 108 Charlotte, N.C. 28203 Phone: 704-971-6517 (Leasing Office) Coldwell Banker Commercial MECA Complex: 52,000 sq. ft. Courtyard at 101 West Worthington Avenue; 45,000 sq. ft. Atrium at 127 West Worthington Avenue; 82,000 sq. ft. Plaza at 1930 Camden Road; and two surface parking lots. Owner: Ram Realty Services/Ram Development Company Headquarters: Palm Beach Gardens, Fla. Principals: Peter Cummings, Chairman; Keith (Casey) Cummings; Ivy Z. Greaner, Managing Partner for Ram and COO Established: 1978 Employees: 135 Business: Ram is an affiliated group of companies comprised of Ram Development Company, involved in retail, residential and mixed-use development and acquisition, and Ram Realty Services, a provider of residential and retail management and leasing services. Currently, the company manages approximately 2.5 million square feet of retail property and 3,000 apartments and is active in Florida, North Carolina and Georgia. www.designcentercarolinas.com www.ramrealestate.com

october 2009

(l to r) Daryl Jaunakais Co-founder and Secretary/Treasurer Ivars Jaunakais Co-founder and President Industrial Test Systems, Inc.

october 2009

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by jill purdy

[bizprofile]

Testing THE WATERS

! ITS is Clearly a Success

rom an out-of-the-way Rock Hill industrial area, Ivars and Daryl Jaunakais work with their small team of 28, providing customers all over the world with Industrial Test Systems, Inc. (ITS) instruments and chemistries to test their water quality parameters. ITS testing products are used across a broad range of industries including municipal water treatment, food and beverage, trucking and automotive, pond and aquarium, pool and spa, educational, and medical diagnostics— and marketed to a broad array of users—organizations, professionals and individual consumers. ITS co-founder and chief analytical chemist Ivars Jaunakais has a simple goal: to make analytical chemistry easy to use and understand for lay people. ITS manufactures products to test water from all types of sources: swimming pools, spas, backyard ponds, municipal taps, wells, waste systems, or any other—for traces of elements such as arsenic, lead, cadmium and mercury.The uniqueness of the products that ITS develops and manufactures, and a significant reason for their success, is that its test strips and meters provide accurate results that are immediate and cost as little as $2 per test. Ivars Jaunakais—analytical chemist, speaker, educator, president and co-founder of ITS—has a rich background in research with intimate knowledge of test strip development that originated in the medical diagnostic field. Ivars is a first generation Latvian, born in Chemnitz, Germany, and raised in Philadelphia. Ivars’ undergraduate studies in both chemistry and math at Lincoln

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

University were followed by graduate work in chemistry at Georgetown University and biochemistry at St. Louis University. Ivars wife, Daryl, is his business partner as well as secretary/treasurer and co-founder of ITS. Daryl provides the creative, strategic energy to complement Ivars’ analytical side. She is a second generation Hungarian, born in Cleveland with an undergraduate degree in psychology from the College of Charleston and a master’s in education from Winthrop. A licensed marriage and family therapist, she applies her psychological skills to work effectively with business clients. The dynamic husband and wife team have built a thriving business with $

october 2009

exciting breakthroughs and products that continue to revolutionize water quality testing the world over. Coursing the Currents In 1988, the newly-married Jaunakaises had moved to Rock Hill so Ivars could take a job as an analytic chemist in a research lab. Daryl decided to go back to school on a new career path. One year after their move, Ivars’ employer closed its doors. In the midst of his job search, Ivars began discussing some of his product ideas with long-time friend, entrepreneur and business owner, John Jen. Ivars had the notion that he could apply what he learned developing strips for blood glucose testing to a very broad market serving a growing need—water testing. Jen immediately understood the potential for creating a business based on Ivars’ concepts and supported Ivars and Daryl in the formation and launching of Industrial Test Systems, Inc. The trio was the perfect combination; Ivars and Daryl supplied the knowledge and creativity, Jen helped them with initial capitalization. With a $50K

october 2009

investment, ITS was off and running. ITS also needed a facility. Ivars and Daryl began their search at Rock Hill’s Business Technology Center. At the very least, they thought, someone here could point them in the right direction. They met David Vipperman, the organization’s director, and they knew they had found someone who could help. “I don’t know what we would have done if we hadn’t met David. He helped us find an office and negotiate a deal that we could afford. He helped us get organized and start our business; he supported us with advice and became our friend,” Ivars describes. “Twenty years later, we still consider him an important friend, advisor and supporter of our business efforts.” Ivars and Daryl launched their business in an incubator space no larger than 135 square feet. The two of them could barely fit desks into the space. But they had a business address, a unique product idea, creativity and determination, a very supportive partner and confidant in Jen, and a resource and newlyfound friend in Vipperman. ITS began a growth path that tested the flexibility of the business incubator. The young company was growing at such a rate that they never finished a lease before they needed to move into larger accommodations. Vipperman worked closely with the Jaunakaises to find and lease facilities that supported their growth. “I have seen many companies build too much overhead and fail to produce revenue to support it. Ivars and Daryl made judicious decisions when it came to space. They never tried to take on more than their revenues could handle, but staged out their overhead increases to match their revenue growth,” recalls Vipperman. “Their strategy success is well-illustrated in their continued growth.” ITS migrated through several spaces at the business tech center until their needs exceeded

what the space could provide. Ivars and Daryl decided to look for a building to purchase and to automate and streamline their business processes. Fortuitously, they found a facility that was perfect. It was a research lab that had been vacated by another company that had closed a division. The Jaunakaises moved into the new facility and literally began working right away. The lab had the very equipment they needed and the building had a loading dock from which they could ship product. They began to focus on trade shows and conferences to demonstrate the simplicity and accuracy of its products to potential clients. It didn’t take long for Ivars to be recognized as one of the industries’ top minds. He is sought out frequently to speak at events around the globe. The company’s products are readily available through the Web site, www.sensafe.com. “Industrial Test Systems is certainly one of the biggest successes to leave the BTC. Ivars and Daryl are amazing in their energy and creativity in guiding their business. They are an example I reference to each entrepreneur that I meet,” Vipperman says proudly. Mainstreaming Customer Service ITS’ focus on developing products that fit customer needs and providing them with incomparable service makes ITS unique among its much larger competitors and solidifies customer loyalty. Terrie Holden of Sper Scientific attests, “ITS not only meets all of our needs, but goes above and beyond. The product knowledge and personal attention I receive is outstanding. The entire team is a pleasure to deal with! We’re very grateful to them for providing an impeccable product line that represents the best in quality, price and availability. Our company looks forward to a long and successful business relationship.” Daryl reciprocates: “This has been a most exciting time in business for me. We’ve researched, identified and traveled to Germany to purchase our equipment. We’ve seen our ideas come to fruition. We’ve watched our company grow and Ivars’ research bloom into products that win clients over. Most importantly, we’ve been able to see our

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products make a significant impact in our clients’ operations and in the lives of people.” ITS is unique among its field of peers. Approximately 10 companies compete for customers in the water quality testing space. Nine are huge conglomerates that gain domination through mass production and buyouts. ITS focuses on innovation and customer need.

“We know we must keep our edge and maintain our role as an innovator. Most businesses have had to make significant cutbacks. Our new products account for about 30 percent of our sales and have kept us clicking on all cylinders. That has made a tremendous difference in how we are weathering economic challenges.” Ivars Jaunakais Co-founder and President

ITS develops close relationships with clients and works tirelessly to provide products that meet their needs—even if it means tweaking products for them. ITS produces products under private label for companies in specific industry sectors to offer to their customers. Many of these products find their way onto shelves in retail outlets such as Home Depot. Greg Oades with Aquamation Limited attests, “We have been importing and distributing ITS test strips for many years. They provide our customers with a simple, low-cost method to verify the performance of their water treatment equipment. We are especially impressed with the accuracy, simplicity and range of the tests available for chlorine detection.” ITS never compromises value and quality. In fact, the company’s corporate commitment is summarized in four statements that guide each member of the ITS team: Provide a just return on capital; Provide a useful product for our customers; Provide timely delivery of quality products; Provide a productive work environment. The fourth item in this message speaks to the importance that Ivars and Daryl place on the quality of the workplace and their people. “Employees are the center of success, so providing them with an engaging and nurturing work environment fulfills our commitment to our customers, just as our commitment to quality does,” comments Daryl. “We wouldn’t be here without our people.” $

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Green and Growing Because of his knowledge of chemistry, Ivars has always had a sensitivity to the impact of adverse elements on our environment, our children and our own bodies. In a sense, ITS has practiced “green” chemistry from the onset, far before it was in vogue to have a social conscience. To Ivars and Daryl, it is more than policy; it is what they believe. ITS allows client input and need to drive development. Ivars makes himself accessible to clients so that he and his research and development team understand their needs and expectations. By maintaining a unique level of commitment to clients, to quality and to founding goals, ITS has carved out its own niche in a conglomeratedominated industry. Ivars and Daryl both agree: “Our research and development, our product decisions, our employee and facility decisions are not based on money or revenue. Sure, we want to prosper and we want our employees to prosper. However, we believe that the best way to ensure our company’s success is by doing the right thing for our clients and for society. “We won’t produce ‘me too’ products. Each of our products is offered with the purpose of providing a unique advantage for businesses, professionals and consumers in ensuring that their surroundings are safe. I suppose you could say we make executive decisions with a social conscience,” explains Ivars. Looking back, Ivars and Daryl say they wouldn’t change a thing. Looking forward, they relish their roles in their “boutique” research, development and manufacturing company and plan to continue to identify and develop testing products that have social value. The duo wants the company to remain lean and agile so it can

us doing anything else. This is our company. We brought it from a flickering concept to a vibrant, innovative company that makes a difference. How can we top that?” biz Jill Purdy is a Charlotte-based freelance writer.

Industrial Test Systems, Inc.

continue to lead in innovation—especially since that innovation has given ITS its consistency and stability during economically challenging times. “We know we must keep our edge and maintain our role as an innovator. Most businesses have had to make significant cutbacks. Our new products account for about 30 percent of our sales and have kept us clicking on all cylinders. That has made a tremendous difference in how we are weathering economic challenges,” Ivars explains. Ivars has enough concepts and potential products “brewing” in his lab to keep ITS busy offering new and unique products for at least five years. At a one-product-per-month pace, it is an impressive number of products. And that number doesn’t include the new concepts and ideas that will inevitably be born along the way. Ivars thrives off of the excitement and the challenges of identifying new products that impact our quality of life. He doesn’t see retirement—or a sellout—in his future. He is having the time of his life. According to Daryl, “I can’t imagine either of

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october 2009

1875 Langston Street Rock Hill, S.C. 29730 Phone: 803-329-9712 Principals: Ivars Jaunakais, Co-founder and President; Daryl Jaunakais, Co-founder and Secretary/Treasurer; John Jen, Investor and Advisor Employees: 30 Established: 1989 Locations: Rock Hill, S.C. (headquarters); satellite European office Awards: Ivars Jaunakais named to the 2009 William B. Fritzsche Memorial Top 50 Awards recognizing the most noted people in the water industry; 2003 Innovative Product Award from the National Water Environment Federation (arsenic test kits);Top 50 Products by Pool and Spa News (eXact Micro 7+ meter). Patents: Developed the first and only EPA approved test strip and has over 70 tests and proprietary chemistries, many of which are covered by U.S. Patents and ETV/EPA performance verified tests. Business: Manufacturer of instruments and chemistries designed to test water quality parameters, servicing industries such as municipal water treatment, food beverage, trucking and automotive, pond and aquarium, pool and spa, educational, and medical diagnostics. www.sensafe.com www.poolcheckonline.com

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Regional Economic Analyses and Forecast

›End of Recession for North Carolina May Be Approaching The North Carolina economy is expected to contract by 1.5 percent during 2009, UNC Charlotte economist John Connaughton reports in his quarter economic forecast for the state. The current year’s decline follows a falling-off of 0.3 percent experienced during 2008. Overall, Connaughton expects the North Carolina economy to decline during the first two quarters of 2009, but to see modest growth in the second half of the year. In the first quarter, Gross State Product (GSP) decreased by an annualized real growth rate of 6.4 percent. During the second quarter, GSP is expected to decline again at an annualized real rate of -0.4 percent. GSP is expected to grow in the third quarter, for the first time in six quarters, at an annualized real rate of 3.3 percent. During the fourth quarter, North Carolina GSP is expected to continue the recovery and expand by an annualized real rate of 2.5 percent. “The question now is, how strong and sustained will the recovery be?” Connaughton says. “On the positive side, consumer confidence is rising, although still at very low levels, and the index of leading indicators has increased in each of the last three months. In addition, interest rates remain low and the federal stimulus package is beginning to come online. “However, the banking sector—which is critical to recovery—remains troubled,” he continues. “Today, the banking system is still holding more than $700 billion in excess reserves, and this is money that is not being lent to facilitate the recovery.” For 2009, North Carolina establishments are expected to lose 102,700 net jobs, a decrease of 2.5 percent over the 2008 level. The state’s seasonally adjusted unemployment rate began the year at 9.7 percent, over two percentage points higher than the United States rate. By August, the North Carolina

rate had risen to 11.1, while the United States rate was at 9.4 percent. Both the U.S. and North Carolina unemployment rates are expected to continue to rise during the year, and by December the North Carolina unemployment rate is expected increase to 11.2 percent. For 2010, North Carolina real GSP is forecast to increase by 1.5 percent over the 2009 level. In first quarter of 2010, GSP is expected to increase by an annualized real rate of 2.8 percent. For second quarter, GSP should again increase by an annualized real rate of 2.2 percent. Expansion will continue in the third quarter, with GSP expected to pick up and record an annualized real growth rate of 3.1 percent. In the fourth quarter of 2010, GSP is also expected to grow at an annualized real rate of only 2.3 percent. For 2010, North Carolina establishments are expected to gain 22,700 net jobs. Job growth should begin once again in December 2009, ending 22 months of decline. “The expectation is that the North Carolina economy should begin a modest recovery during the second half of 2009,” Connaughton says. “The recession, which began in December 2007, is expected to last at least six quarters. This would make the 2008-2009 recession the longest downturn since the 1982 recession which lasted 16 months. “The two most recent recessions were quite short,” Connaughton adds. “Both the 1991 and 2001 recessions lasted only eight months each. This recession is likely to be 17 or 18 months in length.” Connaughton is a professor of economics in the Belk College of Business at UNC Charlotte. He has served as director of the Economic Forecast since 1981. The full report is available at belkcollege.uncc.edu.

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[ontop] Finance & Insurance Citizens South Bank has been awarded its 27th consecutive 5-Star Superior rating for financial strength and stability from Bauer Financial, Inc., the nationâ&#x20AC;&#x2122;s leading independent bank and credit union rating and research firm. RBC Bank recently announced the appointment of Reginald Davis to president of RBC Bank. Government & Nonprofit The BBB and United Way have announced that all 89 United Way Member agencies have earned BBB Accreditation by meeting the BBBâ&#x20AC;&#x2122;s Wise Giving Alliance Standards for Charitable Accountability. Mecklenburg County Commissioners have appointed Lisa Yarrow to the Charlotte Mecklenburg Womenâ&#x20AC;&#x2122;s Advisory Board.

Lisa Yarrow

Health Care OrthoCarolina, an orthopedic practice, has added Dr. R. Christopher Chadderdon and Dr. Daniel Lewis to its Hand Center, and Dr. Scott Smith to its Huntersville office. W. Hodges Davis, M.D., of the OrthoCarolina Foot & Ankle Institute, has been elected to the board of directors of the Orthopaedic Foot & Ankle Outreach & Education Fund. Manufacturing CoaLogix Inc., a regenerater of catalyst and environmental manager of coal-fired power plants, has been chosen by AlwaysOn as one

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of the Going Green Top 100 Winners based on

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Michael Jones has been appointed head of

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october 2009

for Husqvarna. Real Estate Commercial/ Residential Meredith L. Dickerson, brokerage associate, Coldwell Banker

Meredith L. Dickerson

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

[ontop] Commercial MECA, has been awarded the Certified Commercial Investment Member (CCIM) designation by the CCIM Institute.

ONE COMPANY • ONE CALL Retail & Sports & Entertainment Tim and Barbara Jones, owners of Allegra Print & Imaging, have received the Operational Excellence Award and the Bronze Star Award for sales growth from the Allegra Network. Fiorella Sabato has assumed the role as president and owner of Charlotte-based Pea Organizing Services, a full-service Fiorella Sabato

professional organizing and

productivity consulting firm. Technology/Telecommunications

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WebsiteBiz, a full-service interactive marketing has been ranked 3,558 on the Inc. 5000 list of the fastest-growing private companies for the third consecutive year; the company

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reported three-year sales growth of more than 67 percent. Inc. magazine ranked Charlotte-based consulting firm NouvEON on its annual Inc. 5000 list for the second year running; the company placed 3rd in NC Business Products and Services. Additionally, the firm has two new hires: Rachel Bjornstad as a managing consultant and Gokhan Guley as a senior managing consultant. Travel & Tourism The N.C. Commerce Department’s Division of Tourism, Film and Sports Development has secured a 2009 Mercury Award from the U.S. Travel Association’s National Council of State Tourism Directors for its campaign to promote in-state leisure travel. They benefited greatly from the support of the N.C. Association of Broadcasters, the N.C. Press Foundation and UNC-TV. biz 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.

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

october 2009

[bizbits]

• Corporate • Advertising • Industrial • Editorial

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Take-Home Pay Won’t Increase from Inflation Adjustment in 2010

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october 2009

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Featured are Hugh McColl Jr., former CEO of BofA and Fred Whitfield, President, Charlotte Bobcats

Report Predicts Tax Parameters for Tax Year 2010 Workers expecting an increase in take-home pay this January due to the annual automatic inflation adjustments can think again, according to a recent Tax Foundation analysis of Bureau of Labor Statistics (BLS) data. The agency announced that the Consumer Price Index year-over-year monthly average increased by only 0.19 percent, the smallest inflation adjustment since the IRS began adjusting the tax code for inflation.This comes just a year after the biggest increase in nearly two decades. “The past two years mark two extremes, one high and one low, ever since inflation adjustments became part of the individual income tax in the mid-1980s,” says Tax Foundation Senior Economist Gerald Prante. “Last year, tax parameters like the standard deduction and tax brackets increased substantially in value, while this year they are increasing very little or not at all.” After BLS releases its annual August estimate of the Consumer Price Index (CPI), the IRS calculates how much tax brackets will shift in the following year, along with several other important tax provisions that are affected by inflation. Employers will use these newly adjusted tax brackets to estimate withholding in 2010. The IRS will not publish the official inflation adjustments until later this fall, but rarely have the IRS’s calculations differed from the Tax Foundation’s estimates, and there are never any significant differences, according to Prante. The report also presents projections for each of the major tax parameters for tax year 2010, including every taxable income bracket, personal exemption, standard deduction, and phase-in and phase-out ranges for the limitations on personal exemptions and itemized deductions. The Tax Foundation’s Fiscal Fact, No. 188, “Inflation Adjustment for Tax Brackets Almost Zero for Next Year,” is available online at www.taxfoundation.org/news/show/25127.html.

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

[bizbits] State Corporate Income Taxes Hurt Workers’ Wages $1 Increase in State-Local Corporate Tax Rate Causes $2.50 Drop in Wages Five Years Later High corporate income taxes are often justified by the rhetoric that businesses—and their high-income investors—should “pay their fair share.” In a recent Tax Foundation special report, Senior Fellow Robert Carroll, Ph.D., finds that states with high corporate income taxes have likely depressed their workers’ wages over the long term, while states with low corporate taxes have boosted worker productivity and real wages. “These findings are not only consistent with a growing body of research on international corporate income taxes and wages, but they get to the heart of a longstanding political argument on business taxation,” Carroll says. “Raising corporate income taxes has been viewed as an effective way for governments to push the tax burden onto the people who can best afford it, but this assumes that capital income, which is earned disproportionately by those with higher incomes, is indeed bearing the burden of the tax. We now see, however, an increasing amount of evidence suggesting that this is not the case.” This new Tax Foundation study finds that for every $1 rise in state and local corporate tax collections, real wages fall by $2.50 five years later. The reverse is also true: Wages rise $2.50 for every $1 reduction in state and local corporate income taxes. This finding—that the burden of corporate income taxes ultimately falls on labor—supports previous research indicating that corporate taxes are not borne by capital because capital, in today’s increasingly global economy, is mobile, but labor is not. The Tax Foundation’s Special Report No. 169, “The Corporate Income Tax and Workers’ Wages: New Evidence from the 50 States,” is available online at www.taxfoundation.org/research/ show/24960.html.

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