LocalBiz Magazine Q2 2023

CHECK IT AT THE DOOR P. 34 How to stop dragging baggage between work and home

INTERNAL COMBUSTION P. 40

Three mistakes that can destroy your family business

PLANNING FOR SUCCESSION P. 52

Three priorities of succession planning for family owned businesses

FAMILY LEGENDS

BUSINESS MATTERS. FAMILY MATTERS.

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Q1: Visionaries

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THE TEAM

EDITORIAL & DESIGN

Editor-in-Chief

Lance Hanlin

Editors

Lucy Rosen, Laurie Laykish

Art Director

Jeremy Swartz

Vice President Sales

Lori Goodridge-Cribb

Graphic Designer

Charles Grace

ADVERTISING & AUDIENCE

Digital and Social

Ashlan Saeger

Audience Curation

Bruce Wolf

Sales

Rebecca Kerns  rebecca.kerns@wearelocallife.com

Lauren Alston  lauren.alston@wearelocallife.com

ADMINISTRATION & MANAGEMENT

Finance

Leah Ortega

change and experimentation are

“I learned from my dad that change and experimentation are constants and important. You have to keep trying new things.”

— S. ROBSON WALTON

Son of Walmart founder Sam Walton, heir to the Walmart fortune and owner of the Denver Broncos.

LOCAL Biz is the only Business-to-Business media in the Lowcountry and is dedicated to helping people like you manage and run your business.

In time of test, family is best

SHIRTSLEEVES TO SHIRTSLEEVES IS JUST A MYTH. WELL-FOUNDED AND WELL-RUN FAMILY BUSINESSES THRIVE FOR MANY GENERATIONS.

FFamily businesses are certainly aware of the old adage, “shirtsleeves to shirtsleeves in three generations.” The saying is used to describe the pattern of wealth creation and loss in family businesses. In Japan the expression goes, “rice paddies to rice paddies in three generations.” In India it’s “from peasant shoes to peasant shoes in three generations.” The Scottish say, “The father buys, the son builds, the grandchild sells, and his son begs.”

While the expressions are a little different around the world, their meaning is essentially the same: the first generation builds the family business, the second generation enjoys the fruits of the business, the third generation squanders the wealth, and the fourth generation is forced to start the cycle over again in shirtsleeves and peasant shoes.

Many articles and speeches often reference this “three-generation curse,” sourcing a flawed and outdated study from the 1980s. It strikes a chord with many family business owners because it plays into their biggest fear. In reality nothing could be further from the truth. The path to long-term success for family businesses is no more challenging than it is for non-family businesses. It actually comes with many advantages. Just look at the largest, longest-lasting businesses in the world. The Waltons, the Ellisons, the Cargills, the Fords … the list is dominated by families who are positioning themselves to dominate the future. Working with family comes with a unique set of challenges (family conflict, unstructured leadership, nepotism, challenges in succession) but also can be incredibly rewarding (commitment, stability, trust, flexibility, shared purpose), resulting in a positive work environment.

In this family-friendly issue of LOCAL Biz, local business owners share their secrets and advice for overcoming challenges and setting up for generations of success. As you’ll learn, family businesses may not have it all together, but together they often have it all.

“Families are like fudge – mostly sweet with a few nuts.”

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LANCE HANLIN Editor-in-Chief

— LES DAWSON, COMEDIAN

Q2 2023  LEGACY

Start. Grow. Lead.

Inspiring stories for the three most important stages of your business.

12

Family Legends

Seven local families who set the bar for how business is done in the Lowcountry share their secrets.

76

Roundup P. 24

The next generation shines at Charlie’s Coastal Bistro

Inspiration P. 32

How to stop dragging baggage between work and home

Marketing P. 42

Renaissance man markets olive oil to millennials

HR P. 52

Three priorities of succession planning for family businesses

Money Matters P. 56

Tips for buying, managing, selling and profit sharing

Ask the Experts P. 74

Local owners have questions. The Biz Whiz has answers

Smart Stuff P. 86

Tactical tools, tips and resources

Links P. 91

Bonus content at LocalBizSC.com

Faces

Meet three locals families who work in different industries but credit their successes to the same thing: being united in a common goal.

After Hours P. 92

Raise a glass to a family business always in good spirits

Resource Directory P. 94

Good contacts for doing local business

Last Word P. 96

Family business is big business. How to structure for success

David & Dale Cross

LOCAL BIZ CONTRIBUTORS

BEHIND THE SCENES

Kennedy Gott, photographer

Which articles did you photograph for this issue? I photographed and helped design the family business spotlight portraits. What do you love most about your job? With my background in photojournalism and wedding photography, I have always loved having the opportunity to meet new people and get to know them and their stories. As an intern for LOCAL Life, I also really enjoyed getting acquainted with the community of Hilton Head Island, Bluffton and Beaufort. If you could start your own family business, what would it be? I would start a smoothie shop on the coast of North Carolina where I serve nutritious smoothies and small breakfast entrees. It would be called "Berry Beachy." I have dreamt of doing this since I was a kid, and I hope to make that dream a reality someday. When you are not working, what is your favorite thing to do? I like to go to the beach with my dog, do yoga, explore local spots and restaurants, and I love to cook. Do you have a favorite business book to recommend to our readers? I really love Tiny Habits: The Small Changes That Change Everything by BJ Fogg. It is more of a self-help book, but it empowers you to take control of your life and habits to become a more successful person in every aspect of your life.

Donna Peters, writer

What do you love most about writing? I love the freedom of writing from anywhere and about anything. My topics to date have been about business and finance, but I am entertaining the idea of trying to write a novel. If you could start your own family business, what would it be? That is a tough question. For a family business I guess it would be along the lines of financial planning and advice, as I think there is a real need out there. If the question is how to reinvent myself, I think it would be an interior decorating business, as that is something I have always enjoyed. The idea of spending other people’s money appeals to me. When you are not working, what is your favorite thing to do? I love to read, golf nine holes, spend time with friends and family and walk George, our cute dog. Do you have a favorite business book to recommend to our readers? Currently I am reading Portfolio Life: The New Path to Work, Purpose, and Passion After 50 by David Corbett with Richard Higgins. It is interesting, especially for those of us later in our careers. I also enjoyed Warren Buffett’s biography, Snowball

Bailey Gilliam, writer

Which articles did you write for this issue? Family Legends. What do you love most about your job? I love seeing my work published. That may sound selfish, but it gives me the most gratifying feeling. My favorite topic is wildlife and animals; when I can write something to help them, it is the best feeling in the world. If you could start your own family business, what would it be? I would love to start an animal sanctuary and rescue with my family. Animals are my passion, and each family member has different strengths that could help the business. I would do anything related to animal care and fundraising. My dad, Doug, is exceptionally knowledgeable and experienced in all things business. My brother, Zach, would be excellent at building everything, maintaining the facilities and making them look perfect. And my mother, Wanda, is the glue that holds everything together; she's the calmest, most level-headed person I know. When you are not working, what is your favorite thing to do? I love hanging out with my dog. We love shopping at thrift and antique stores and doing creative projects. Do you have a favorite business book to recommend to our readers? I don't read business books. However, I think every business person should read Death of a Salesman by Arthur Miller.

Moor than just a job

DEB DURRANT USED HER PASSIONS FOR HEALING AND WELLNESS TO OPEN THE FIRST AUSTRIAN MOOR SPA IN THE LOWCOUNTRY

BY HANNAH MASSEN

DDeb Durrant’s passion has always been in the health and wellness arena, where as a licensed massage therapist for 25 years, she has focused on healing treatments. It was while working as a massage therapist in a sports medicine practice in her hometown of Vero Beach, Florida, when she was first introduced to another type of healing — the therapeutic benefits of Austrian Tiefenmoor by Moor Spa. The experience with this healing mud would go on to become both the basis for an exciting new venture and her launch of the world’s first Moor Spa concept spa.

“While working with Dr. Kimberly Crawford, she introduced me to Austrian Tiefenmoor by Moor Spa, which I used to treat the practice’s physical therapy patients suffering from joint and muscle injuries and chronic pain,” said Deb. “A champion of the healing properties of the Moor Spa product line and my true mentor, Dr. Crawford also introduced me to Michael Beresford, the owner of Moor Spa in Vancouver, BC, which would turn into both a strong friendship

Three key takeaways

1Make sure you have people in place who you trust to run your existing business. The existing business will be your bread and butter until the new business gets off the ground. The last thing you want is to lose what you've spent so much time and effort building.

2Surround yourself with a great consulting team. It may cost additional money but will shortcut your set-up time. Time is Money. Do it right the first time.

3

Plan to spend a lot of money on marketing. Customers need to know you exist!

and the basis for me opening the first Moor Spa spa concept in the world for the brand.”

Deb opened Moor Spa Hilton Head on January 2, with a ribboncutting ceremony held on January 27 to welcome this unique new spa concept to the area. Moor Spa Hilton Head offers “a full range of therapeutic-based, results-driven skin and body treatments with a fusion of cross-cultural wellness traditions and products for the health-oriented, eco-conscious consumer” – integrating science and nature in a holistic approach to therapy. Moor Spa is the first product line in North America to carry a comprehensive line of skincare and body care products containing Austrian Moor (which is a peat mixture of herbs and flowers and has been used in European healing traditions for centuries, though its popularity has surged alongside the holistic wellness industry over the past 60 years).

“I’m thrilled to be bringing the Moor Spa concept to Hilton Head, and it's an honor to take part in helping people find balance in themselves and find relief from pain in their bodies,” Durrant

said. “I want to create environments of love. Havens from the stressors of the world. Places where people can be healed, both body and soul.”

In reflecting on her journey to opening the first Moor Spa concept spa in the world, Durrant notes that she moved to Hilton Head in 2013 from Vero Beach with her husband Doug to open their first homebuilding business together — Blue Ocean Luxury Homes, a franchise of AR Homes. The Durrants credit Blue Ocean’s success (and numerous HHAHBA Lighthouse Awards) to their team’s innovative home designs, skilled craftsmen, and the resources AR Homes allows them to access – as well as the impact that being a family business has on its success (their son, Rhett Meeks, is the sales consultant for the business, and their daughter, Leslie Pate, is one of their project managers.) Moor Spa is just as much of a family business as Blue Ocean Luxury Homes – with Durrant’s 14-year-old daughter, Bella, helping out in the spa after her homeschool lessons.

Despite the occasional frustration that comes with being together 24/7,

she, her husband, and her children have seen each other through the tough times and cheered on through achievements –just as they did while Durrant was opening Moor Spa Hilton Head in January.

Durrant says that working with her children is a dynamic that requires patience at times, but working with her family has made her a better business owner: one that maintains relationships by treating others with kindness and respect.

“My adult children have told me they learned their work ethic from me. That is one of the greatest compliments they can give me,” Durrant said. “I think it has been so important for them to see how hard (and smart) I've worked in my life, and they've watched me reap the rewards of that effort.” ■

wellness

One big happy family The Durrant family cheers each other on through the highs and lows, just as they did while Deb Durrant was opening Moor Spa. Today she says her family members are among her most loyal coworkers.

A natural leader Deb Durrant used her passions for healing,

and "creating sanctuaries from the world" to open Moor Spa, the first Austrian Moor spa in the country.

Laying the groundwork

JEREMIAH DUNN PREPARES TO TAKE OWNERSHIP OF HIS FAMILY BUSINESS, GREENSCAPE SERVICES

BY HANNAH MASSEN

TThere’s a lot of work that goes into maintaining an “effortlessly” lush lawn or yard, which is why Lowcountry homeowners call Jeremiah Dunn’s family business Greenscape Services. Since 1992 Jeremiah Dunn and his family have increased the curb appeal of many gated-community homes on Hilton Head and now in Bluffton as well.

Greenscape Services is known for its ability to take landscaping projects from the initial installation of landscape elements all the way to the maintenance phase, but it specializes in custom LED lighting and hand-laid fountains and fishponds. Greenscape Services has a client roster of about 150 accounts, which speaks to the efficiency of the business’s small team. Dunn works with his wife, Pam, and his cousin, Mike, along with his aunt and uncle, Jeannie and Pat, who currently own Greenscape Services and manage a crew of about 15 employees.

Dunn never felt pressured to join the family business but thought it was a clear next step after leaving the Air Force in 2008. His time attending the Citadel taught him that he did not want to work a traditional desk job and saw entering the family business as an opportunity to indulge his love for

Key takeaways

1

Be prepared for lags in business. There is not a lot of downtime while building, working and, ultimately, growing.

2Learn every role. I would advise you to stay interested and learn all of the facets as soon as you can.

3Invest in your team. Starting a landscape company organically can be challenging. Ultimately it comes down to the right employees.

the outdoors while building a legacy for himself. Dunn says that getting to work with his family members is both his favorite and least-favorite part of his job. While disagreements happen rarely, he says they “openly discuss points of contention here more strongly at times,” but issues usually come down to a vote.

Dunn appreciates the transparency and autonomy that come with working with his family. He enjoys being able to write his own schedule but stays ready to fill in for his crew or family when needed.

“We do have a divisionof duties here, but we have to stay

flexible,” Dunn said. “An ability to switchgears and adjust is needed company-wide.”

But there is one decision that’s been set in stone: Dunn and Mike will take complete ownership of Greenscape Services when Mike’s father, Pat, retires. Dunn hopes that the business will continue to grow under his – then potentially his children’s –leadership.

“I have felt like this has been primarily mine for years now,” Dunn said. “I have three girls ages 5, 7 and 14. Future involvement for them is up to them, and we will support them either way.” ■

Family legacy The Dunn family keeps it flexible at Greenscape Services and are always ready to fill in for each other when the need arises.

The next generation Jeremiah Dunn knew he didn't want to work a traditional desk job after graduating from college, so joining the family landscaping business seemed like a natural fit. Now he's preparing to take ownership of the business along with his cousin, Mike.

Stepping stones

THE ANTUNES FAMILY BUILT ONE OF THE REGION’S LARGEST GRANITE AND MARBLE BUSINESSES, BUT OWNER JOHN ANTUNES SAYS HE DOESN’T WANT TO BE THE BIGGEST – JUST THE BEST.

BY HANNAH MASSEN

WWhoever doubts the American Dream has never met the Antunes family.

John Antunes Sr., the founder of Antunes Granite and Marble (AGM), arrived in New York City in the winter of 1966 when he was 16 years old, leaving behind his family home in Portugal. He had never seen snow, did not own a coat and did not speak English. He had come to join his father in the construction industry, determined to make enough money to help his family afford a small farm just north of Lisbon.

John Sr. enrolled in English school just after arriving in the states – but dropped out after only a week. He thought the school’s curriculum focused more on teaching history than English, and he wanted to learn the language quickly. Instead he spent most of his time working, trying to get ahead. In addition to his construction shifts, he worked in a handbag factory and started learning about concrete, marble, block and stone installations. John Sr. left construction in the late ‘70s when the economy took a turn for the worse and went to work for an airline.

But it wasn’t long before John Sr. returned to the building industry. In 1981 he founded John Antunes Contracting Inc. with a new business partner: his wife, Alice, who was a hairdresser by

Key takeaways

1

Have faith and take the risk to entrust your kids to pick up what they need to. Don't hold back to protect them. Have faith and use the sink-or-swim method.

2

Let them bring their own strengths to the company. Let them “unfold, not mold.” If they are creative, let them be creative. If they are tech-oriented, let them come through. Not everyone is meant to “run a company,” but that doesn't mean they don’t have a place.

3Work for the takeover and not the handoff. Have your kids use your business as a classroom and learn it all so you aren't a statistic and die during the second generation of your business.

Like father, like son John Antunes is the second-generation owner of Antunes Granite and Marble (AGM), and is preparing to open the business's fifth location at the end of the year.

trade but had a nose for opportunity. The contracting company – which exists today – specialized in marble and granite installations. In 1984 John Sr. opened a large showroom and was soon installing stone in 300 homes a year. He got his biggest contract to date with Delta Airlines for the stone in a new terminal at Newark Airport. This led to other airline jobs in New York, Philadelphia and the Dominican Republic, but when visiting Alice’s cousins on Hilton Head in the mid-'90s, the couple saw a unique opportunity to introduce stone building to the Lowcountry.

The Antunes went home to New York, packed their things and moved to Hilton Head two weeks later. Their current company, AGM, was licensed within three months, and the whole family became involved with getting the operation off the ground.

According to John Sr. and Alice’s son, John, who now owns AGM and has a crew of about 70 employees, the business works with over 300 quarries around the world, including ones based in Brazil, Italy and India. John Sr. took John on his first buying trip to Brazil when he turned 18 –the beginning of AGM’s succession plan.

John, who is now 37, began working at AGM when he was a teen doing the “worst jobs in the world” at AGM, including loading and unloading truckloads of heavy stone.

“I used to ask myself, why do I have to do all these jobs as the son of the president?” John said. “But 20 years later I’m grateful because I can do every single job at this company and do it well.”

John’s early experience at AGM has paid off in long-term relationships. He and the children of several major quarry owners began working at their parents’ businesses around the same time, so as the parents’ professional relationships formed, so did their children’s relationships.

John still remembers the first major business decision his father let him make: finding a better bar-code system for tracking AGM’s trucks and inventory.

“Back then those were the things that drove me to succeed: the changes I saw that I could make that my dad allowed me to take the ball and run with it, even if he didn’t understand why,” he said. “Once [John Sr.] let me do this, I realized that this is my career, this is my life.”

When AGM opened its first Charleston location, John moved up the coast to run that branch of the business, where he was finally allowed to find his own voice and management style. John says his father could be hard on him and fired him at least 20 times, then would call

the next morning, asking why he wasn’t at work. Alice became the referee and mediator during many of their arguments, and John credits his partnership with his father to his mother’s kindness and level head.

After 12 years in Charleston, John moved back to Hardeeville to help his father run the whole company.

“I know I’m doing a good job because dad doesn't show up here anymore,” John said.

He is planning to open AGM’s fifth location in Raleigh, North Carolina, at the end of this year. But while AGM continues to scale its operations, John keeps his and his father’s mission at the core of his business decisions: he doesn’t want to be the biggest, he wants to be the best. ■

All aboard With a lifetime of training in the subtle art and science of natural stone selection, John Antunes Jr. has continued his family’s legacy. He travels the world, just like his father, in search of the best materials available.

Faces of Family Business

THREE SUCCESSFUL LOCAL BUSINESSES PROVE YOU CAN WORK WITH FAMILY AND STILL LIKE EACH OTHER

IIn business we often hear about the importance of separating your work life from your family life, as if the two are incompatible. The term “family business” tends to elicit images of mom-and-pop shops that have remained unchanged for decades or siblings’ Succession-style squabbles for success. But our faces of family business owners know that there is strength in numbers.

Andres and Maria Diaz, the founders of Fiesta Fresh, one of Hilton Head Island’s most popular Mexican restaurants, know that they can entrust their daughter, Liz, with their legacy after they retire. The Toomer family, which owns the Bluffton Oyster Co. and the Bluffton Oyster Co. Family Seafood House, relies on each other for support at home and at work. And the Watterson family of Watterson Brands, which has 18 (and counting) of the Lowcountry’s most iconic brands in its portfolio, including Burnt Church Distillery, taps into its multigenerational sounding board for business insights and ideas.

While all three families work in different industries, they credit their successes to the same thing: being united in a common goal. ■

A Lowcountry dynasty

THE WATTERSON FAMILY HAS BUILT OVER 20 OF THE LOWCOUNTRY’S MOST ICONIC BRANDS, INCLUDING BURNT CHURCH DISTILLERY. BUT THEY AREN’T STOPPING THERE.

BY HANNAH MASSEN

AA craft whiskey distillery made from a reclaimed church. A luxury lifestyle boutique specializing in home décor, furnishings and design services. A beer brewery, a non-alcoholic spirits brand, and a mobile food trailer. Asking what do these businesses have in common almost sounds like a trick question until you get to know the family of entrepreneurs behind them.

Self-proclaimed serial entrepreneur Billy Watterson is the CEO of Watterson Brands, a collection of 18 – and counting – distinct businesses, including Bluffton’s iconic Burnt Church Distillery, which serves drinks and local history.

Originally from Ada, Ohio, Watterson graduated from the University of Findlay with a bachelor’s degree in environmental and hazardous materials management. He spent five years working for Sears, Roebuck and Co. at its world headquarters in Illinois but knew he had a “higher calling.” So Watterson did what anyone facing a major career dilemma would do: he and his brother, Sean, went on a guys’ trip out West for some rugged adventure and soul searching.

One morning, camped in the Black Hills of South Dakota, Watterson posed a question to Sean, who had been his right-hand businessman in all his ventures thus far: “What do you want to do with your life?” After spending most of the day discussing different products they loved, the Watterson brothers landed on whiskey – and so their new passion was born. The brothers relocated to the Lowcountry in 2017 after selecting Bluffton as the future location for the Burnt Church Distillery, which opened four years later in March

Key takeaways

1. Always advocate for support systems and collaboration

2. Surround yourself with talented individuals who have a strong mission and vision

3. Purpose above profit

Family ties With nearly 20 brands in their portfolio, the Wattersons know what it takes to run a successful business. Several of Billy and Brenda's family members are involved, including their son, Ben, and Billy's brother, Sean.

Billy Watterson's three tips for aspiring business owners.

2021 – bringing several other family members with them.

Five of the current and upcoming Watterson Brands businesses are run by family members. Sean is at the helm of Burnt Church Distillery as director of innovation, and Watterson’s son, Ben, owns Benjamin’s Mobile Food Truck, which is known for its indulgent snacks and sandwiches. Watterson’s sister-in-law, Liz Stiving-Nichols, owns Bespoke Abode, the Martha’s Vineyardbased interior design firm and luxury home boutique that is opening its second location in Old Town Bluffton. Watterson’s nephew, Michael Williams, runs Red Fox Organics, which uses sustainable farming techniques to grow organic produce, and Watterson’s new daughter-in-law, Cassidy Watterson, is the safety and HR coordinator at Watterson Brands.

Watterson credits much of Watterson Brands’ success to his partnership with his wife, Brenda, whose business acumen rivals his own. The couple serves not only as advisors to each other but to the entrepreneurs they work with as well.

“After helping to establish any brand, my goal is to be there in an advisory capacity but to also create some connectivity between them, especially within the entertainment venues,” Watterson said. “People want to know where you can have a consistently great but diverse experience, and although Burnt Church Distillery is different than what you will find at The Bank, etc. – it’s the same detail-oriented, purpose-driven and intentional environment.”

Purpose-driven and intentional describe the Wattersons’ philanthropic ventures as well. While researching the history of Burnt Church’s location in 2017, Watterson noticed the disparity and existence of inequity in the Lowcountry’s Gullah community. Along with a group of multi-racial business and community leaders, including Town Council member Bridgette Frazier and the Bluffton MLK Observance Committee, Watterson formed BlacQuity, a nonprofit with the mission to elevate, empower and promote local Black-owned businesses.

The initiative quickly grew into Black Equity University (BEU), a comprehensive training program designed to equip Black business owners with tools, access to networks and resources to scale their businesses in pursuit of achieving generational knowledge and wealth. Currently there are 17 Black-owned businesses benefiting from the BEU program.

Watterson and his wife, Brenda, also created the Watterson Family Foundation to elevate and support the causes near and dear to them. Under the foundation, the Lowcountry Legacy Fund will be used exclusively in the Black community for infrastructure, educational opportunities and equity in the economy. And like all Watterson Brands companies, Burnt Church Distillery has committed to serving the community through monthly giveback opportunities in addition to charitable collaborations with Watterson Brands’ portfolio of venues and the ongoing initiative, Watterson Means Good™, and the Lowcountry Legacy Fund. Through Help4Hope, Watterson Means Good™ distributed $186,550 to restaurants to reimburse them for serving 14,924 free meals to those affected by the pandemic in 2020.

Nearly 20 brands and four nonprofits are a lot to manage, which is why the

family members are grateful to have each other to lean on.

“The best part of being in our familyowned and supported business is that ideas and innovation are always appreciated,” Sean said. “Our company culture is very community-focused, and that translates into the familial bond between colleagues as well.”

The Watterson Brands team is looking forward to the upcoming openings of Ma Daisy’s (Bluffton), which will include the first Bluffton Gullah Cultural Heritage Center, The Bank (Hilton Head Island), which will feature new restaurants like Bank Burgers and Taco Bill’s, in addition to an expanded Side Hustle Brewing Company. That’s as far as the Wattersons' plans go at the moment. Although even the youngest Watterson family members have expressed interest in opening their own businesses someday, no formal succession plan for Watterson Brands has been outlined.

“Originally I came to Hilton Head vaguely thinking about retiring, but instead I built a distillery, invested in more than 10 local businesses, started a few nonprofits and sit on several boards in the area, including my alma matter, Findlay University,” Watterson said as he shrugged, “Maybe retiring just isn’t for me.” ■

Behind the brands Sean Watterson is the director of innovation at Burnt Church Distillery. Liz Stiving-Nichols owns Bespoke Abode, an interior design firm and luxury home boutique.

Family style

HOW FIESTA FRESH, ONE OF HILTON HEAD’S ORIGINAL MEXICAN RESTAURANTS, HAS OPERATED AS A FAMILY BUSINESS FOR OVER 20 YEARS

BY HANNAH MASSEN

YYou could call it a Mexican joint with the “best tacos in town.” You could call it a Hilton Head institution. But more than anything, Fiesta Fresh Mexican Grill is a family affair.

Liz Diaz and her two sisters practically grew up in her parents' (Andres and Maria Diaz) south Hilton Head Mexican restaurant. Starting at about age 12, the sisters would spend afternoons and weekends helping their parents around the restaurant, but they “officially” started working shifts at age 14. Although Liz's youngest sister, Vanessa, moved to Jacksonville, Florida, recently Liz and her sister, Ariana, still work at the restaurant full time, helping to keep their parents’ business alive.

Fiesta Fresh began as a partnership between Andres, Maria and a few of their long-time family friends over 20 years ago. There were few Spanish restaurants in the Lowcountry at the time, and soon after moving to Hilton Head, the friends began dreaming of opening a restaurant inspired by Mexico’s Jalisco region where they are from.

Keeping it in the family Andres and Maria Diaz are the owners of the original Fiesta Fresh restaurant on New Orleans Road. Their daughters — Ariana, Liz and Vanessa — have been working at the restaurant for years and plan to take over the business when their parents retire.

Tips for success as a family-run restaurant:

Key takeaways 1

Be patient. It is very important to be patient in the workplace, especially when family is involved. There are always going to be mistakes made in any business and sometimes that can be stressful. Everyone has to learn to remain calm, especially when working under pressure.

2Communicate. Communication is another key factor. As a family you have to respect one another and always communicate any issues you have. It is equally important to listen to each other's concerns, thoughts and ideas. 3

Maintain a work/life balance. Sometimes when you're having a bad day at work or at home, it is really easy to get mad at one another. You always have to remember not to let home problems affect your work life and vice versa. Sometimes you just have to take a moment to cool yourself down and breathe.

The original Fiesta Fresh location opened in 2000 and was an instant success – so much so that Andres and Maria helped to open two other restaurant locations, one on the North end of Hilton Head and the other in Bluffton. However, the Diazes and their business partners decided to disband in 2003 to run each restaurant separately, leaving Andres and Maria with sole ownership of the original Fiesta Fresh location on New Orleans Road.

Almost 23 years later Lowcountry locals and visitors alike still frequent the “fast casual” restaurant for its soft- and hard-shell tacos, “Fiesta Nachos” and indulgent burrito plates. Liz wears a few different hats during her shifts to keep the restaurant running on busy days, which is most of the time. She works the register, serves food, places merchandise orders, helps with bookkeeping and does catering runs – sometimes all within a single day.

“The best part about working together is that we can always trust and know that everything will run smoothly when one of us isn't able to be there,” Liz said. “The not-so-great part about working together is that when a family emergency occurs, we are forced to close the restaurant.”

Every member of the Diaz family plays a critical role in running the restaurant, which is why each of them gets a vote on important business decisions during their “family meetings” at home. According to Liz, her siblings and parents are open to hearing each other's business ideas and concerns – including those about her father’s lack of time off.

“My father has been working in the industry since we opened, and for several years he’s worked 12-plus hours a day for seven days a week,” Liz said. “We finally convincedhim to start closing on Sundays to have some much-needed family time together and so he could finally get some rest.”

After she graduated cum laude from the University of South Carolina Beaufort in 2016 with degrees in business management and accounting, Liz's role in the restaurant has been slowly increasing. For the past few years she’s been shadowing her parents to learn their opening, prep, paperwork and inventory process. She has all but memorized the family recipes for the salsas, dressings, marinades, aguas frescas, flans and sauces served at Fiesta Fresh.

While Liz is sure that her parents will continue to provide guidance after they retire, Andres and Maria are planning to take a step back from the restaurant within the next six to 10 years and allow Liz to fill their roles.

“I have been preparing for this basically my whole life, as it has always been in the plans for one or all of us daughters to take over,” Liz said. “We want to try to keep the restaurant going in the family for as long as possible. We believethat is a reason why we have been blessed with such success.” ■

A taste of Mexico Influenced by the Jalisco region of Mexico, the menu at Fiesta Fresh is made up of several traditional Mexican dishes with many unique flavors prepared from scratch daily using high-quality ingredients.

At the helm

HOW LARRY AND TINA TOOMER ARE EXPANDING THEIR THIRD-GENERATION FAMILY SEAFOOD BUSINESS WITH THEIR CHILDREN AND GRANDCHILDREN BY THEIR SIDES.

BY HANNAH MASSEN

IIf you live in the Lowcountry, you’ve probably heard the name Toomer before, most likely said in the same breath as “seafood.” It seems like Lowcountry locals have been recommending Larry and Tina Toomer’s family seafood business, the Bluffton Oyster Co., forever because, well, they have.

Built up by more than a century’s worth of discarded shells from previous shucking operations – and the Toomer family’s dedication – the Bluffton Oyster Co. has been open for over 100 years. Now with the fourth and fifth generations of Toomers at the helm, the seafood dynasty expanded to include a restaurant, the Bluffton Oyster Co. Family Seafood House.

Larry grew up in the family seafood business. His family’s history is deeply rooted in the Lowcountry, as Simpson V. Toomer Sr., Larry’s grandfather, opened the Hilton Head Packing Company in 1913. It was an oyster house until 1928, then a raw oyster factory that remained in business until 1958. Larry’s father, Frank G. Toomer, and his uncles kept the family business alive by opening other seafood factories along Skull Creek on Hilton Head Island and the Buckingham Landing area.

Larry followed in his family’s footsteps by working in oyster factories in his early teens.

“I knew I wanted things: I knew I wanted a family, a business, and I wanted to be my own boss and carve my way in the world,” Larry said. “I had been around this lifestyle forever, and I didn't have to go to college to do it, so I took what I had learned and

Key takeaways

Learn from Larry Toomer's decades of experience running his family's successful seafood business, Bluffton Oyster Co.

1Listen to your children. They will have better ideas about how to keep up with the constantly changing world we live in.

2Hold your own on quality and don't let money dilute your passion.

3Be sure to work hard at not letting business disagreements ruin family get-togethers.

The world is their oyster Larry and Tina Toomer are third-generation owners of Bluffton Oyster Co., which has been open for over 100 years.

bought my first shrimp boat when I was 20.”

Many of Larry’s workdays are still spent on the water, while Tina handles the Bluffton Oyster Co.’s daily operations. The Bluffton Oyster Co. is best known for its namesake, as all of the market’s oysters are harvested and shucked by hand, but it also carries local shrimp, clams, mussels, crab, scallops and a variety of fresh fish.

The quality and variety of the Bluffton Oyster Co.’s seafood have earned the market a loyal following, though Larry credits much of the company’s continued success to its devoted employees and to diversifying its operations. Catering is now a large part of the Bluffton Oyster Co.’s business, featuring oyster roasts, clam bakes, Lowcountry boils, crab boils and barbecue. And now customers can enjoy a perfectly cooked seafood dinner at the Family Seafood House as well.

All five of Larry and Tina’s children have a role in the family business, but their daughter, Jessica, has been the biggest advocate for opening a restaurant since she was a teenager. Larry and Tina told her that when she

was old enough to run a restaurant, they would open one. Sure enough, when Jessica turned 20, the Family Seafood House opened its doors.

“Aunt Becky,” Tina’s sister and Jessica’s aunt, who had experience in the restaurant industry, moved to Bluffton for two years to help get the Family Seafood House off the ground. Jessica’s husband, Akeem, is the chef, and her niece and nephew work at the restaurant too. Larry and Tina’s son-in-law, Michael Mocny, is the assistant manager.

Larry and Jessica agree that one of the best parts of working in a family business is the flexibility. Jessica has three children –including a 13-year-old-daughter who wants to work in the restaurant when she turns 14 –so she appreciates being able to bring them with her to work when necessary. The downside to being part of a family business? The Toomers’ off-the-clock conversations usually revolve around the seafood business anyway, even when they’re on vacation.

Larry also serves as Bluffton mayor pro-temp, assuming Mayor Lisa Sulka’s responsibilities when she is away. Larry uses his position

on the Town Council to be a voice for the May River’s wildlife and for water conservation. Larry and Tina are very active with the South Carolina Seafood and Southern Shrimpers Alliance to promote only local seafood. The Oyster Factory is an FDA and DHEC-inspected facility and works closely with its regulatory agencies on ensuring water quality.

Larry and Tina’s mission is not only to continue their family’s seafood legacy but to preserve the Lowcountry’s natural resources for generations to come. ■

United they stand All five of Larry and Tina’s children – and several of their 15 grandchildren – have a role in the family business, including their daughter, Jessica, who runs the Bluffton Oyster Co. Family Seafood House.

Business Makeover Contest update

GOOD THINGS COME TO THOSE WHO WAIT

SSprout Momma is a family-owned and operated artisan bakery dedicated to sourcing local ingredients and creating wholesome, handcrafted goodness. Kim Tavino started Sprout Momma with a dream to open a bakery that is one, big happy family – from the ownership to the staff to the customers. Her dream came true, and Sprout Momma was an immediate Lowcountry favorite. Despite her success Kim didn’t rest on her laurels. She knew her brand and location could use a refresh, so she entered and won the 2022 Business Makeover Contest. The prize includes a complete rebranding package created by the design team at AlphaGraphics.

Barry and Rita Wilson, owners of AlphaGraphics, were thrilled to learn that the new branding they were creating would be an integral part of Sprout Momma’s new location redesign. “Kim recognized that a brand is so much more than a logo and has involved our team every step of the way, from signage to décor and ambiance. While the timeline got extended, it will be worth the wait. The entire experience will reflect the authenticity of Sprout Momma’s products and people.”

While you can’t taste the bread quite yet, you can get a glimpse of what to expect with these “hot off the press” renderings. ■

Automate your event ticketing and registration.

Whether your event ticket sales are online or at the gate, a reliable processing system is critical so events like Concours d’Elegance and The Hilton Head Wine and Food Festival turn to Equity Payment to process their ticket payment processing.

Attendee pays online using their credit card.

This infographic shows the basic payment flow and your payment processor should work with you to ensure your payment devices and wifi wireless connection at the event make the process seamless for your attendees and for your accountant.

Equity processes the payment. The Event

Paid Attendees

Star power

THE NEXT GENERATION SHINES AT CHARLIE’S COASTAL BISTRO

STORY BY LESLIE T. SNADOWSKY AND PHOTOS BY WHITNEY EVANS PHOTOGRAPHY

TThe green star in Charlie’s Coastal Bistro’s new logo pays homage to this Hilton Head staple’s former name, Charlie’s L’Etoile Verte. While the restaurant serves the same fresh local seafood with a French, Lowcountry flair to a loyal island following, a second generation is now guiding its light.

“We are a generational restaurant,” said Margaret Pearman, Charlie’s certified sommelier and daughter of restaurant founders Charlie and Nancy Golson. “And we’re always trying to attract new customers who are going to be our next generation of patrons. New families come to Hilton Head every year and then make it their tradition to dine with us. We’re a lot of different things to a lot of different people, but in the summer families really look forward to their night at Charlie’s.”

FAMILY MEAL

While co-owner Pearman curates Charlie’s award-winning wine list, her older brother and co-owner, Palmer Golson, spends much of his time in the kitchen researching local purveyors and meticulously butchering fresh fish and meats. Along with Executive Chef Josh Castillo, the family-run restaurant strives to offer the finest ingredients and a menu that is hand-written daily.

“Growing up with the restaurant, part of me never wanted to be in the business because it always seemed like it was feast or famine, depending on the season,” Pearman said of the bistro’s 40-year history. “But with the amount of growth we experienced in the last two years, with so many people moving to the area during the COVID

pandemic, it’s a much more reliable, steady business.”

Pearman said while she usually works front of house and her brother works back of house, as small business owners there’s a lot of overlap and a lot of opinions.

“We definitely have different views about a lot of different things, but it’s really important to have an air of professionalism,” Pearman said. “I think when family businesses go wrong, it’s because family drama is aired while doing business, and that’s really hard. But I think the benefit of being a family business is you’re working with people you can trust, and their opinions are coming from experience.”

In the family way Brother and sister team Palmer Golson and Margaret Pearman now co-own and manage their family’s 40-year-old restaurant, Charlie’s Coastal Bistro, a place they say offers good food, good wine and unforgettable memories.

French flavor

HAPPY HOUR

Pearman is in charge of buying all the wine at Charlie’s, which is one of the only restaurants on Hilton Head that boasts a “Best of Award of Excellence” from Wine Spectator.

“We have a really broad range of selections and vintages,” she said. “Monday night is our half-off wine night, and I love it because people come here and they’re not afraid to try new things. They love to explore Rhone Valley wines and French burgundies. I’ve been selling a ton of Bordeaux. There’s this whole new interest in French wines, which I’m really happy about because that’s where things started for us here.”

Pearman’s dad, Charlie, was always interested in the French language

and culture, and he spent the early part of the 1970s in Paris. A small café he frequented inspired the sumptuous fare served at his first one-room location on Highway 278 and now at Charlie’s spacious location on New Orleans Road. It includes flounder sautéed Meunière in white wine, butter and lemon; blackened redfish with roasted garlic aioli; chicken crepes with mushrooms, spinach, béchamel, and topped with Swiss cheese; and caramel cake that’s so popular, the bistro sells slices from more than a dozen cakes a week.

Pearman said while Charlie’s has stuck with its signature dishes, she and her brother have modernized the business. “We’re always doing really small things,” she said. “Nothing is

ever abrupt or a big overhaul, but we’ve completely modernized the kitchen and can now accommodate the larger numbers of customers we’re serving. And we updated to a cloud-based POS system. Everything is integrated: with a press of a button, even on one of the handheld devices, everything is updated online, and it makes things super easy.”

FAMILIAR FACES

Pearman said one of the biggest benefits of running a family business is flexibility. “I’m raising a young family, and it’s nice to know that someone’s got your back when it’s just chaos. And I don’t mean only for us, I also mean for our employees. We have a lot more flexibility when it comes to covering shifts or just doing what we have to do.

“One of the best and unique parts about our restaurant is our staff,” she said. “Our clientele really love seeing the same familiar faces when they come in to dine or hang out in the bar. We could have the best food in the world, but without our staff we would be nothing.” ■

Charlie’s Pâté Maison has been on the menu for all 40 years of the restaurant’s existence.

Lettuce celebrate Cobb salad is one of the most ordered lunch items at Charlie’s, with its turkey, crispy bacon, avocado, cheese, tomatoes and egg. Essie’s sweet tomato vinaigrette has a fan club of its own.

Mommy & me

MOONLIT LULLABY KEEPS IT ALL IN THE FAMILY

BY LESLIE T. SNADOWSKY

JJillian Atkinson is the mommyin-charge of her family business, where the help just happens to be her relatives.

Atkinson gave birth to her second child, a son named Landon, just a week before opening a new Moonlit Lullaby location in Bluffton, where you’ll find baby, toddler and children’s clothing, toys and accessories for sale. Atkinson said it was her mom and dad who stepped in to become her most important employees.

“My mother is my best and hardest worker,” Atkinson, 34, said. “She worked in the shop with me when I brought my newborn in, and she has continued to work for me for four years at this location in Old Town Bluffton. My dad also played a big part in helping to build up the whole store. He installed fixtures, he painted, he hung things up. Anything that I need, he fixes exactly how I want it to be.”

BABY STEPS

According to market research data firm Fortune Business Insights, the global kids apparel market size is projected to grow from $187.29 billion in 2022 to $296.85 billion by 2029. Part of the growth comes from rapid changes in consumer lifestyles and changing demand for branded clothing. Atkinson is trying to capitalize on the growing market by offering unique and stylish items in her store, including bamboo muslin swaddle blankets, mystical unicorn long pajamas, rattle toe baby socks and twirl and tutu dresses, but she said you can’t put a price on familial employees.

“I own the store, and even though I’m the child, my parent employees support my decisions,” Atkinson said of Lynn and Larry Ruocco. “Sometimes people are like, ‘I don’t know how you work with your mom. I would never be able to do that.’ My mom is my best friend. We’ll work together a full day and then we’ll call each other after work, even though we’ve been together all day.

Family support Sean, Landon, Lilly and Jillian Atkinson all take part in running the family business. Sean even dresses in costumes for holidays, and daughter Lilly has a knack for customer service.

Working mom Jillian Atkinson said mom, Lynn Ruocco, is her best employee and best friend who supports her decisions and doesn’t try to control the family business.

©LYNDI LEARY PHOTOGRAPHY

“Family members could potentially be your best employees,” Atkinson said. “It’s just really nice to have somebody right there who’s working for you that you know you can trust and who wants you to succeed.”

Atkinson said while you may have to be more diplomatic communicating with regular employees, you can be honest and direct with family members. At her baby boutique she has the best of both worlds.

“I do have other employees, and they are literally like family,” she said. “We waited until we found people who fit. We didn’t even put it out there that we were hiring. I feel like everyone who works for us, we found naturally and they found us and they just became part of the family. So it feels like a complete family business because they all fit so perfectly. It’s an amazing thing. They even call my mom and dad ‘mom and dad.’”

BUILDING BLOCKS

Atkinson said when she and her mom go on buying trips to find top brands and on-trend gifts, her mom lets her take the lead when stocking up on crab bath swimmer toys, dribble bibs, flamingo swim trunks, footie rompers, onesies, pima striped polos, playsuits, rattles, teethers, security blankets, shoes, sandals and even scented slime.

“She supports me and how I want things to be, but she also gives her input at the same time, which is great because I really appreciate it,” Atkinson said. “I

like getting both my mom’s and dad’s opinions. My dad will come to me with a fresh idea of how he thinks something should be displayed in the store or something, and sometimes I’ll tell him I love that idea, and sometimes I tell him I don’t. They’re involved, but they don’t try to overtake anything. They let me maintain my creativity. Even though I am younger, my parents support my vision.”

GIRL BOSS

Atkinson said her biggest family business challenge is balancing being a mom, having a husband in the military and operating a business. She said when her husband, Sean, is at home, he’s the resident “character” at the store who dresses up like the Grinch during Christmas and the Easter bunny in the spring. But it’s her seven-year-old daughter who often vies to be the boss. “My daughter, Lilly, always asks me when she can come to work in the shop, and when she does, she tries to immediately help customers and talks to them about the merchandise,” Atkinson said.

“Or, she’ll say things like, ‘Mom, I like what you’ve done with the store.’ I just laugh because she’s so young and she’s already got her heart in the business, and that’s kind of cool as far as carrying on the family business. I don’t know if that’s what she’ll want to do, but I think it’s really cute that at this age she has this interest and that she’s a natural at it.” ■

Kid stuff Jillian Atkinson bought Moonlit Lullaby and moved it to its present location at 55 Bridge Street in Bluffton. The store sells everything you need for baby, toddler and mommy-to-be.

Rooted in wellness

ROOT AND BLOOM MARKET, A WEDNESDAY “HAPPENING” IN BLUFFTON

IIt was something about becoming a mother in 2003 that made Alison Ruh question what foods she was feeding herself and her family, eventually inspiring her to open Root and Bloom Market almost 20 years later.

Ruh considers her kitchen the heart of her home and prioritized feeding her children nutritious foods from the start. But when she began struggling with headaches soon after giving birth to her first daughter, Kami, now age 20, she turned to nutrition labels and the internet for answers. When she learned that monosodium glutamate (MSG), a common food flavor enhancer, has been linked to headaches, her passion for clean eating began.

“After that, I read more books and began educating myself. Over the years we have cut out many food additives, made meals from scratch and have eaten as clean as possible,” Ruh said. “And now, 19 years later, I've been able to help others.”

Truly a family affair Taylor and Nora are not only taste testers but also product developers. Taylor has a line of baked goods that sell out every Wednesday.

Buyer's market Charleston Hemp Collective, one of the Wednesday regulars, sells all things CBD. Their aim is to nourish souls; farmers, employees, partners and most importantly, customers.

Root and Bloom was born out of Ruh’s desire to create a place where Lowcountry community members could shop for clean foods, bath and beauty products and locally made gifts all in one place. The market vendors, which include a variety of local farmers, craftsmen and small business owners, gather from 3 to 7 p.m. every Wednesday at Martin Family Park in Bluffton to sell their goods, farmers-market style. But unlike a traditional farmers market, Ruh’s vendorselection process is rigorous.

To be part of Root and Bloom, each vendor has to meet the market’s healthy living standard: all of the food products must be organic and promote regenerative agriculture, meaning that the produce is managed with natural pestdeterrent practices rather than chemical pesticides. Artificial food dyes and most additives are not allowed. For these reasons seasonal produce and foods fill up the majority of the food vendors’ booths.

The market’s slogan, which Kami came up with, is: “healthier people, healthier lifestyles, healthier communities.” Ruh says educating people about the importance of clean living is her primary business goal.

“On our social media pages, you'll find education posts as well as delicious recipes that include how to swap out certain things for healthier options,” Ruh said.

Ruh is looking forward to re-branding her second business, which also has a presence at the market. Wild and Three, a wellness brand that sells products such as elderberry syrup, lotion bars, and paraben-free sunscreen, is about to become Rooted Wellness.

All of Ruh’s family members have a role to play on market days. Her husband, Eric, is mainly responsible for loading and unloading cars, designing print materials and providing Ruh with “emotional support during the moments of ups and downs.” Kami, who’s currently attending an out-of-state college, helps however she can when she’s home – sometimes by passing out fliers to potential customers. Ruh’s middle daughter, Taylor, age 15, helps with vendor parking, packing cars and watching her little sister, Nora. Ruh says that Nora’s biggest job is to simply be age five, and that her favorite thing to do on market days is to run and play in Martin Family Park –though she won’t be the littlest sister for long. Ruh and Eric are expecting their fourth daughter.

When asked about her plans, Ruh smiles and says, “Plans? There are many of those. Right now they seem like dreams and so far away, but you never know, they could come to life sooner than expected. I remind myself daily of our mission and work toward that.” ■

Setting the table Setting up shop has to happen quickly as there is often a long line of customers at Taylor and Nora’s table — which is also the table for information regarding the market.

Don't panic, it's organic Gordon’s Hop Stop and The Original Pillow Sak, founded by Deborah McIncrow, are regular vendors at the Root and Bloom Market. The market is from 3-7 p.m. every Wednesday at Martin Family Park.

Rev your engines

THE LOWCOUNTRY'S GOLF ‘CAR’ MARKET IS IN OVERDRIVE

BY LESLIE T. SNADOWSKY

IIt’s not a typo. Robert Gourlay said he coined the phrase “golf cars” when working at his family’s business, Olde Towne Golf Cars in Bluffton. It’s a golf cart dealership serving the Lowcountry that sells an extensive selection of new and pre-owned golf carts of all makes and models, perfect for golf courses and personal transportation in golf-cart communities.

Thirteen years ago, Gourlay jump-started his son Damian’s business to service, refurbish and build custom golf carts by funding a repair shop on Burnt Church Road. As the business started to accelerate, the father/ son team ventured into a retail operation in Old Town Bluffton to sell new golf carts.

“We definitely share the vision, and we work closely together in making decisions that are economically sound,” Gourlay said. “It’s really amazing how the company has grown. In this small showroom, where we only have a dozen carts at a time, we sold more than 300 carts last year. It’s crazy how much we pump out of here.”

Growing strong Last year, Olde Towne Golf Cars sold more than 300 vehicles from inside its showroom in Old Town Bluffton.

SWITCHING GEARS

According to Global Market Insights, a global market research and management consulting company, the golf-cart market exceeded $1.5 billion in 2022 and is expected to double to $3 billion by 2023, fueled by the rising number of residential buildings, hotels and resorts.

The revved-up market was enough to drive Gourlay out of retirement after a 25-year career in the oil and gas industry.

While son Damian’s service and repair division comprises 25 to 30 percent of their business’s gross revenue, mostly generated from service-warranty work, Gourlay said 70 to 75 percent of their business comes from sales of new four- or six-passenger vehicles that cost anywhere from $9,000 to $30,000 and are used in residential and recreational communities like Palmetto Bluff and Sun City. Olde Towne Golf Cars carry brands Tomberlin, Advanced EV, Royal EV and golf cart parts and accessories.

“The percentage of carts that we sell for golf is probably no more than 20 percent,” Gourlay said. “The majority of the people buying these golf cars that we have here are for personal transportation and just driving around. A lot of the residents are seasonal, and they have large families coming in for the summer months, and they need six-passenger cars.”

SELF-SUSTAINING

Gourlay helped his son build the business from the ground up, literally. Since the company’s service location is “quite industrial,” they navigated to the Old Town Bluffton Historic District to find a more attractive retail location. Through a variance they were able to develop a three-story property in the protected section to build a showroom and two luxury rental units above.

With the help of his daughter, Candice Stafford, who manages the shortterm rental business upstairs, their real estate enterprise helps sustain the retail business downstairs.

“The luxury condos upstairs from the showroom generate enough income to cover Olde Towne Golf Cars’ rent,” Gourlay said. “It gives us the super advantage of not worrying about rent whatsoever on the ground floor.”

A cut above Olde Towne Golf Cars never has to pay rent, thanks to income generated by two short-term luxury apartment rentals on the top two floors of the familyowned, three-story commercial building.

BACK NINE

To keep it all in the family, Gourlay hired a resident pro to look after the books. “My wife, Karen, handles all the finances,” he said. “Maintaining tight control of the finances is everything.”

The traditional golf cart is a small motorized vehicle originally designed to carry two golfers and their golf clubs around golf courses. Over time the design evolved to carry more passengers, offer additional utility features and was certified as street-legal low-speed vehicles.

As the need for luxury golf cars continues to electrify Gourlay’s family business, he believes it’s the economic engine that will propel his family for years to come.

“It will provide security for the kids, and it gives them time to grow through the learning process while we’re with them,” he said.

Gourlay said he’s confident when he steps away from the business, his son will take the wheel.

“It’ll be his business going forward, and I think he has ideas for acquiring a remote property to expand the other side of the business, for service and storage.” ■

Get your fix Olde Towne Golf Cars offers professional and specialized repair services for all makes and models of golf cars and golf carts.

Check it at the door

HOW TO STOP DRAGGING BAGGAGE BETWEEN WORK AND HOME

BY HANNAH MASSEN

We might say we want a balanced lifestyle where work and home don’t mingle, but our actions often say otherwise. We’ve all caught ourselves thinking about tomorrow’s meeting while playing with the kids or shopping online for new patio furniture during work hours. And when we’ve had a particularly hard day at home, it’s all too easy to take those feelings out on coworkers, and vice versa. While there’s no need to switch off your emotions like a robot the minute you walk through your home or office doors, there’s a lot to be said for drawing clear boundaries between your personal and professional lives – especially when you’re likely to lash out after a bad day. Here are a few tips to help you stop dragging baggage between home and the office.

HANNAH MASSEN is the Digital Brand Manager at SmartMarketing Communications, a full-service marketing, public relations, and creative agency located in Bluffton.

CONSIDER TIMING, TONE AND TURF

Picture this: it’s a Wednesday morning, you’re at work, and things are going well so far. It’s an average week, you’re on top of your workload, and nothing too dramatic has happened – that is, until you get a call from your son’s principal. He got detention again for the second time this month. You’re frustrated, disappointed and feel what you know is illogical guilt, but it’s there all the same. You stare at your inbox blankly while you’re still on the phone, and just before you hang up, a message from your intern comes through. It turns out she CCed the wrong “Julia” on a company email. While you might not think it was that big a deal on any other day, right now you are mad. You fire off a few passive-aggressive sentences about being more responsible, and it’s only after you hit send that you realize, shoot, that was a little harsh.

• TIMING: Timing refers to when you react to a situation. Just like date night might not be the best time to rehash all of your grievances against a client, responding to a stressful situation immediately without taking time to cool off is rarely the best approach.

• TONE: Tone refers to the language you use to respond to a situation. This is especially important to keep in mind when texting and emailing, as the “best of luck” or “make sure” that you meant genuinely can sound very different in writing.

• TURF: Turf refers to where you respond to a situation. The breakroom is not for breakdowns.

SET CLEAR BOUNDARIES WITH TECHNOLOGY

On average, American adults check their phones 58 times a day. It’s hard to resist the ping of your inbox, but you shouldn’t be reachable all the time. This is especially true for remote workers who are even more tempted to excuse their late-night Slack messages as part of their “flexible work hours.” Reading and answering a negative email right before bed is only going to set you up for a bad night’s sleep and a cranky next morning, so fight the temptation to continue working after hours.

TAKE CARE OF YOURSELF

The flight attendant adage, “You must put on your own mask before assisting others,” is popular for a reason. If you’re living in a constant state of stress, unable to leave your worries behind when you clock out for the day, one of three things will happen: one, you’ll fall into a state of learned helplessness and begin to believe that you are powerless to improve your situation; two, you’ll burn out; or three, the pressure you feel will compress inside you until it explodes one day, probably in a hurtful or unprofessional way. Don’t be shy about using your well-earned PTO, and take time every day for activities that remind you that you’re more than just your job. ■

“The breakroom is not for breakdowns.”

The Parent Trap

HOW TO AVOID TRAPPING YOUR KIDS IN THE FAMILY BUSINESS

BY HANNAH MASSEN

We’ll start by saying the first thing your kids want you to know: it’s not you, it’s them.

As an entrepreneur, you’ve poured your heart, soul and years of your life into growing and sustaining your business. Yes, you’ve had many long days and a few hard months, but you’re passionate about what you do. Why else would you painstakingly label your products by hand or roast every small batch of coffee yourself? Your goal is to build something that lasts – something that becomes part of your family’s legacy. So, who better to entrust your “baby” to someday than your own kids?

Whether they grew up playing with toys in the back room, spent high school summers working the register or took a full-time position post-grad while they were trying to get on their feet, your kids have probably been involved with the business in some way. If nothing else, they’re familiar with the ins and outs of your operations from hearing about them at dinner every night. You might already consider your kids as part of your team and can’t imagine giving them a better gift than the crowning jewel of your career.

But they might not see it that way.

For your kids, taking ownership of the family business might be more of a burden than a pleasure. The freedom that a family business allows is overshadowed by a lack of formal processes and clear structure. Having their name on the door is not worth being “on call” 24/7 and never being able to take a vacation without their coworkers firing off texts in the group chat. Maybe they’ve always dreamed of pursuing a career in graphic design, but your manufacturing company doesn’t allow much room for artistic pursuits.

The last thing your kids want is to let you down. But by fulfilling your dream, they might be risking theirs. Here’s how not to trap your kids in the family business.

TALK ABOUT IT OFTEN –AND ACTUALLY LISTEN

Remember that one conversation you had with your daughter three years ago about her potentially taking over the family business someday? Well, what she said at age 18 might be wildly different than what she’d say now at age 21. You should never just assume that your kids will want to take the reins, just like you shouldn’t rely on their outdated answers. As a parent, you know that your kids have changed greatly as they’ve transitioned from children, to teens, to young adults, so why would their interest in owning your business stay the same?

People – young people, in particular –tend to change their minds. That’s why you should check in with your kids every year to learn more about their goals and career aspirations. Don’t try to pressure them into giving answers you’d want to hear; instead, listen with an open mind.

ALLOW THEM TO GAIN OUTSIDE EXPERIENCE

If you love something, set it free. And if it comes back to you, it will have a new depth of knowledge that can greatly benefit your business.

Maybe your son knows that you’re not ready to retire and wants to take a different job in the meantime. Or maybe he’s been working at your business for a year or two but wants to explore working at a different company. Whatever the case, give him the freedom to go out on his own. It’ll be better for your personal relationship, and if he does return, he’ll have more experience he can put to work for you.

DON’T MIX WORK AND FAMILY TIME

One of the main reasons why kids feel trapped in the family business is because their work follows them home – literally. You don’t want them to reach a point where they dread seeing a text from you on Saturday morning, thinking that it’s work related. While it’s natural to want to bring up work as a shared topic of interest, do your best to find other things to talk about in your free time, and respect your children's boundaries when they’re off the clock.

WORK WITH AN HR REPRESENTATIVE OR FAMILY BUSINESS COUNSELOR

Working for the family business comes with a lot of negative stereotypes. Your kids might be told that they’re “freeloading” or “directionless” if they continue working for their parents. While that’s not true, you don’t want them to think that they’re backpedaling or have reached a professional plateau. Not only should you help your kids find professional development opportunities, but working with an HR representative or professional family business counselor can ensure that your kids have the right skills for the roles they’ve been given. ■

The last thing your kids want is to let you down. But by fulfilling your dream, they might be risking theirs.

Not your average mom-andpop stores

KEEPING IT IN THE FAMILY PAYS OFF FOR THREE BIG COMPANIES

BY LESLIE T. SNADOWSKY

CCould your mom-and-pop business become the next Fortune 500 success story?

According to a February report by SCORE, a nonprofit division of the U.S. Small Business Administration dedicated to helping small businesses, family enterprises generate 64 percent of America’s gross domestic product (GDP), employ 60 percent of the U.S. workforce and create 78 percent of all new jobs.

It may be hard to imagine your hardware store could become the next Lowe’s or your eatery the next Panera, but family businesses tend to thrive when there is good governance, clear succession plans in place and when they are customer and employee-oriented.

Here are a few big companies that started from humble beginnings and rich family histories.

WALMART

It all started in Rogers, Arkansas, where one store opened by brothers Sam and James Walton in 1962 grew into a multinational retail giant.

According to Walmart corporate, the company grew to 24 stores within five years and in 10 years was listed on the New York Stock Exchange. By 1980 Walmart reached $1 billion in sales, and in 1987 the Walton Family Foundation was established. Walmart was declared America’s No. 1 retailer in the 1990s, and Sam Walton attributed his family business’s success to its mission of “saving people money so they can live better.”

When he died in 1992, 50 percent of the company’s equity was passed along to his wife and children, and his son, Robert, became chairman of the board. He retired in 2015.

As of January 2023 Walmart’s financial reports show the family business owns and operates 10,635 stores and clubs in 20 countries, operating under 46 different names, with an annual revenue of more than $572 billion.

There are still Walton family members working at Walmart and serving on its Board of Directors.

1962 ribboncutting for the first Walmart store in Rogers, Arkansas.

The first Walmart store in Rogers, Arkansas.

Sam Walton speaks to the community at the opening of the first Walmart in Rogers, Arkansas.

Ruth Campbell Bigelow tinkered in her kitchen to come up with Bigelow’s first brew she named “Constant Comment” because of the constant comments she received from friends about how good it was.

Chick-fil-A founder S. Truett Cathy’s first restaurant outside Atlanta was called the Dwarf House. He opened it with his brother, Ben, in 1946.

David Bigelow Jr. and his wife, Eunice, launched their family’s specialty tea to the mass market, created the ubiquitous foil pouch that protects their tea’s freshness and flavor, and purchased and preserved the Charleston Tea Garden in South Carolina. Eunice and David’s youngest daughter, Cindi, is now president and CEO of the business.

BIGELOW TEA

In 1945 Ruth Campbell Bigelow concocted a custom brew in her New York City brownstone that blended black tea with orange rind and sweet spices. This specialty tea garnered raves from her friends, so she and her husband, David Bigelow Sr., went into business as the Bigelow Tea Company.

David Bigelow Jr. took over in 1970 and with his wife, Eunice, pioneered the explosion in variety teas that Americans enjoy today. They built Bigelow into the country’s No. 1 specialty tea company, started to market their products to grocery chains, introduced the foil pouch that protects their tea bags’ freshness and flavor, and oversaw the production of 150 different tea blends.

According to Bigelow’s corporate communications, David and Eunice’s oldest daughter, Lori Bigelow, is credited with steering the 2003 purchase and restoration of the Charleston Tea Garden in South Carolina, “saving it from the developer’s wrecking ball and restoring it to its former grandeur as America’s only working tea farm. The farm’s visitors' center documents the tea growing, harvesting and withering processes, giving over 60,000 people who visit annually a newfound appreciation for this remarkable beverage.”

Located on 127 acres on Wadmalaw Island in South Carolina, the garden was, at that time, the only commercial tea garden in America.

David and Eunice’s youngest daughter, Cindi Bigelow, is the third-generation president and CEO stirring things up at the family business, steeped in annual sales just shy of $200 million.

Chick-fil-A’s Cathy was known for centering his life around his family.

CHICK-FIL-A

Chick-fil-A’s Cathy tested out hundreds of recipes and perfected the “Original Chicken Sandwich” with two pickles on a toasted bun.

S. Truett Cathy’s restaurant empire was hatched in 1946, when he and his brother, Ben, opened the Dwarf House diner outside Atlanta. Capitalizing on its success, Cathy founded and opened the first Chickfil-A restaurant in Atlanta’s Greenbriar shopping center in 1967. After testing out hundreds of recipes, Cathy is credited for perfecting the “Original Chicken Sandwich” with two pickles on a toasted butter bun. Nearly 20 years later Chick-fil-A ventured outside the food court model and became a free-standing enterprise.

In 2006 Chick-fil-A sales surpass $2 billion, and today there are more than 2,600 restaurants across 47 states, Washington, D.C., Canada and Puerto Rico.

Founder Cathy, who died in 2014, was lauded as a family man who was married to his wife, Jeannette, for 65 years, and had three children, 12 grandchildren and 23 great-grandchildren. His son, Dan, was appointed as the company’s CEO in 2013, and Cathy’s grandson, Andrew, serves as the current Chick-fil-A CEO.

Cathy was well respected among his employees. Since 1973 Chick-fil-A has donated more than $35 million in college scholarships to Chick-fil-A restaurant team members wishing to pursue higher education.

According to Chick-fil-A’s corporate communications, “Truett Cathy always maintained he wasn’t in the chicken business, but the people business. From knowing his customers by name to forming lifelong friendships with his employees, Cathy viewed his business as more than a source of revenue for him and his family; it was a source of encouragement to others.”

Chick-fil-A is currently the third-largest fast-food chain in the U.S. ■

Better attitude, better results

THREE TACTICS FOR BRINGING OUT THE BEST IN YOUR EMPLOYEES

BY HANNAH MASSEN

IIf you think your most important job as a leader is to drive results, you’re wrong. Your most important job is helping your employees drive results, and to do that, they need to be on their A-games.

One study from DDI and the Harris Initiative found that 98 percent of employees who had good leaders felt motivated to do their best daily, while only 11 percent of employees with ineffective leaders were willing to go above and beyond at work. These numbers go to show that good corporate culture starts at the top, and if you want employees who give it their all, then your ability to encourage them is the only metric you should be concerned about. Here are three ways you can bring out the best in people at work – and watch your results skyrocket.

USE POSITIVE REINFORCEMENT

The 18th-century polymath Jeremy Bentham wrote, “Pain and pleasure govern us in all we do, in all we say, in all we think.” Modern neuroscience proves that Bentham was right. While both the promise of carrots and the threat of sticks can elicit a motivational response in people, multiple scientific studies have found that positive reinforcement is the more powerful driving force.

If you have children, then you’ve probably already read a bit about positive reinforcement in parenting books, and for good reason. Praise is often much more effective than punishment for a few reasons. On a neurological level praise and rewards activate reward pathways in the brain, making it more likely that people will repeat the behaviors that earned them the dopamine hit in the first place. And on an interpersonal level people love to be recognized for their achievements. Shouting out your “employee of the week” in a newsletter or offering them some extra PTO for a truly exceptional quarter will not only raise their confidence, but it also will inspire the rest of your team to strive for the same results.

98% of employees who had good leaders felt motivated to do their best daily.

MODEL THE BEHAVIORS YOU WANT TO SEE

Few things are more disheartening to an employee than being given a long list of tasks to complete by EOD, then watching their bosses bat around a golf ball on their office putting greens for the rest of the day. Sure, you hired your workers to, well, work. But being at the helm of your business means that it’s up to you to model the levels of effort and initiative that you expect. If you openly complain about your workload then “check out” by 3 p.m. every day, don’t be surprised when the rest of your team starts doing the same.

ENCOURAGE AUTONOMY

Many new business owners and managers make the same mistake, thinking that the best way to train employees is to give feedback on everything they do. Like, everything. But micromanaging inevitably does one of two things: either it forces employees to question whether they’re actually good at their jobs, or it creates codependency on you. Allowing employees to take complete ownership of their work is one of the best ways to build their confidence. Just be prepared to let them find solutions when they make mistakes. ■

Internal combustion

THREE MISTAKES THAT CAN DESTROY YOUR FAMILY BUSINESS

BY HANNAH MASSEN

While many entrepreneurs dream of building a lasting business that becomes part of their families’ legacy, family businesses have low survival rates beyond three generations. Data suggests that around 70 percent of family businesses fail by the time the second generation comes into power, and only 10 percent are still open by the time the third generation takes charge. Mergers and acquisitions are often blamed for “killing off” family businesses, as many small business owners have no choice but to sell under the pressure of harsh economic demands. But sometimes the problems start from within, as family feuds and poor preparation set family businesses up for uncertain – or unlikely – futures. If you want your family business to stand the test of time, avoid these three mistakes.

Poor succession planning

Big companies have the luxury of determining their new leadership with a clear rank and order, but nuanced dynamics can make succession planning far more difficult for family business owners. Sometimes owners will assume that their sons, who spent high school summers working in-store as cashiers, will want to take their places. Other times owners will allocate roles to the family members whom they think are most qualified for those positions. Even though your nephew was captain of his college baseball team, that doesn’t mean that he’ll make a good manager – just like your son might have been grateful to have the summer job when he was 16, but he’s currently working on a film set.

“Mixing family and business can be a slippery slope.”

Family rivalry

While it’s hard for most people to relate to the characters in Succession or Yellowstone, the moral of the story holds true: mixing family and business can be a slippery slope. On the one hand, it’s nice to have extra empathy when you need to take a personal day after a bad breakup. On the other hand, it’s hard to participate in an end-of-year review meeting when your coworkers just rehashed your love life around the Thanksgiving table. Sibling rivalry, disputes between extended family and having different values and priorities can splinter what should be a unified front. While disagreements are bound to arise in any workplace, members of family businesses are at a particular disadvantage. Work stress tends to follow them home because, well, the person they were arguing with lives there too. Having a clear separation between work and home will allow you to treat each other like both colleagues and loved ones when appropriate. Table work discussions when you’re out of the office, and find non-workrelated reasons to spend time with your family members.

Reluctance to seek outside help

Family business members don’t just work with those closest to them. They overcome challenges together, share their greatest achievements, have a deeper understanding of each other's personal and professional lives and work toward a shared dream. Between all of that, it’s only natural to take on an “us against the world” mentality. But there may be gaps in your collective knowledge base where outside help could be beneficial. Trusted advisors outside the family not only lend you a greater depth of experience, they also enable you to look at your team’s potential shortfalls from an objective perspective.

Striking oil

RENAISSANCE

MAN MARKETS

OLIVE OIL TO MILLENNIALS

BY LESLIE T. SNADOWSKY

TTommie Williams grew up on a farm in Georgia but fell in love with Italian olives in the 1970s when studying abroad in Tuscany as an art major at the University of Georgia. “I just loved the tree and the fruit and the oil and I wondered if we could possibly grow olives here in Georgia,” Williams said.

Instead, Williams planted onions. He also became a public school teacher, served with the Southern Baptist International Mission Board as a missionary to China, Israel and Belize, and became a Georgia state senator for nearly two decades.

But, he still dreamed of growing Italian olives at his family farm in Lyons. “I ended up planting five acres just to experiment, just to see if it would work, with the idea that they would make olives in the third year,” he said. “And they did well.”

After importing a coldpress mill from Italy to Georgia, Williams struck oil.

“It was unlike any oil I had ever tried before,” he said. “Georgia olive oil is a little different than most olive oils around the world in terms of its fatty acid content. It’s a milder flavor than most oils from Europe or even California.”

Williams’s first harvest was in 2013, and he entered his homegrown, medium intensity, arbequina

Extra Virgin Olive Oil into the prestigious NY International Olive Oil Competition and won a Gold Award.

“That kind of lit the fire under me to plant more trees,” Williams said. “But I’ve found growing olives is a whole lot more difficult than I thought. Lots of things can go wrong, and it’s quite a challenge in Georgia. We are fairly humid here, and olives actually like it dry.”

In 2018 Williams found himself back in Rome when appointed by U.S. Agriculture Secretary Sonny Perdue as the minister-counselor for agriculture at the U.S. Mission to the United Nations Agencies for Food and Agriculture. He and his family spent three years in Italy and traveled to more than 200 cities visiting farms and learning more about growing olive trees and processing olive oil.

Terra Dolce’s product line includes extra virgin olive oil and balsamic vinegar that is sold in tall, elongated bottles to catch the consumer’s eye. The labels are colorful and pay homage to Italy. Bottles are intentionally dark because it protects the integrity of the olive oil inside so it doesn’t spoil.

Owner Tommie Williams inspects the olive buds at his Lyons, Georgia, farm.

Terra Dolce Farms is located in Lyons, Georgia, but looks like it could be the Tuscany countryside where Tommie Williams first fell in love with Italian olives.

Today arbequina olives are picked and locally pressed at Terra Dolce Farms, where Williams and his family all take part in cultivating a mild, fresh-flavored olive oil with aromas of ripe fruit and green grass.

They’ve also found innovative ways to market their varietals to a millennial market that has helped expand their enterprise located two hours west of Hilton Head.

“We’re taking a big risk growing things that are not traditional,” Williams said. “But we think it’s going to work out.”

Estate bottled

Olive oil is getting a makeover, especially in the millennial market.

According to digital media brand Eater, artisanal, mostly direct-to-consumer olive oil brands are using punchy names and bold packaging to educate consumers about the health benefits of olive oil and the different ways to use it. “Coolness becomes a gateway for quality and a way to signal both virtue and indulgence,” Eater reports.

Williams’s wife, Stephanie, is a graphic designer in charge of marketing and branding their family product. She said they purposefully package their coldpressed extra virgin olive oil and balsamic vinegar in tall, elongated bottles to catch the consumer’s eye.

“It’s a really tall bottle,” she said. “It does not fit on anybody’s shelf, but we think a lot of people buy it because of the bottle. It’s unique, it’s different, and I want to attract people’s attention with something that’s not standard, and with labels that are colorful and pay homage to Italy. We’re using olives that are Greek and Italian, and we’re carrying that theme throughout. It’s attractive packaging that targets a growing group of people who are looking for a healthy alternative to oil.”

Laura H. Wuller, Broker-In-Charge

MICHAEL HRIZUK

When pressed, Terra Dolce Farms’ olives produce a mild, fresh flavor oil with aromas of ripe fruit and green grass.

Olives bloom on trees in the spring and are harvested in October and November, when they turn half green and half purple.

simplify property management, giving you more time for things that matter.

Organic sales

Fortune Business Insights projects the global olive oil industry will grow from $14.19 billion in 2022 to $17.79 billion by 2029. The market research data firm attributes the growth to rising awareness of olive oil’s health benefits, including its salubrious omega-3 fatty acid content. Extra virgin olive oil is considered among the least processed cooking oils on the shelves.

Terra Dolce Farms’ goal is to produce a thousand gallons of olive oil to fill 10,000 bottles a season.

“We’re a small, boutique farm,” Stephanie said of their 30 acres of olive trees. “We focus on selling to boutique stores. I’ve had a lot of people contact me and say, ‘we need gallons and gallons for our restaurant,’ but we have our main clients that we deal with, we have online sales, and our goal is not to get too big. But if we can get to a thousand gallons, we could make a comfortable living.”

Stephanie said online sales make up 40 percent of their business. They target millennials, those born between 1981 and 1996. A recent report by the U.S. Department of Agriculture about food purchase decisions of millennial households compared to other generations found the group’s preference for convenience may be a principal characteristic of the generation.

“With our online presence we know we’re selling more products to younger people,” Stephanie said. “And they ask us about our products, and they’re more curious about how we harvest. I definitely think that’s on the mind of the younger generation.”

“Frankly, the online sales are a whole lot better for us than wholesale,” Williams said.

Branching out with agritourism

The Williams family is proud of its product line and is beta-testing four new extra virgin olive oils infused with lemon, garlic, rosemary and basil. But the olive oil’s byproduct, agritourism, is what’s helping to scale the business. The Williamses want customers to visit the farm, taste their olive oil, buy it and stay for a while.

The USDA’s recent report also shows that age group values “experiential attributes” when shopping for food.

“When people come for tastings, we like to say, ‘We want you to taste what fresh olive oil is supposed to taste like,’” Stephanie said. “‘This is this year’s olive oil. It came straight from the field to the press to here. It didn’t sit in a warehouse for a year.’ They say, ‘Wow, I’ve never tasted any olive oil like that before.’ When you have a boutique farm, you can do that.”

Terra Dolce is hosting school tours, and since a recent “A Fork in the Road” TV episode on Georgia Public Broadcasting aired profiling the farm, many adults are calling wanting to sniff around. Stephanie is redesigning Terra Dolce’s website to include a section just for tours and overnight stays to accommodate the demand.

“I think my favorite tours are when the young people come because they see how agriculture works,” Stephanie said. “Tommie is what I would call a Renaissance man, and when he talks to them about farming and the processing and the agrarian lifestyle, you can really see the light bulb go on in their heads. That’s important to us to show the younger generations where their food comes from.”

Acid test

At Terra Dolce, olives bloom in the spring and are harvested in October and November, when they turn half green and half purple, but working the farm is a year-round job for the whole Williams family.

Tommie and Stephanie’s son, Jack, 15, works the tractor, daughter, Emma, 18, bottles the product and delivers to local clients, Madison, 25, conducts tours of the farm, Stephanie’s sister, Meredith Brodnax, lives at the farm and handles online sales and shipping, and Stephanie’s mom, Frances Tucker, makes olive oil, lemon and rosemary cookies for those taking the tours.

“We’re kind of a team here,” Williams said. “We’re selling all we can produce, so that’s a good thing. We even planted some blackberries and citrus trees to supplement our stock for sale at different times of the year.

“There’s pride that comes with owning your own farm,” Williams said. “If you can find an area of the business that your kids enjoy, that they’re skilled at, and start putting family members into those spots, I think that works well. I think that it’s great for any family.” ■

Terra Dolce Farms is owned and operated by the Williams family. Emma Williams, Tommie Williams, Stephanie Williams and Jack Williams all work together and have different jobs at the farm.

MICHAEL HRIZUK

Reeling in employees

FAMED FRANCHISE FAMILY SWIMMING WITH SLAPFISH

BY LESLIE T. SNADOWSKY | PHOTOS COURTESY OF CH2 MAGAZINE

FFrom treadmills and weights to poke bowls and lobster rolls, Zach Lomasney took the bait and is hooked on Slapfish, a modern seafood shack franchise with a mission to increase consumption of sustainable seafood. His mom, Sharon, dad, David, and brother, David Q. (D.Q.) invest heavily in franchises, and the family even earned a place in the Planet Fitness Franchisee Hall of Fame. They sold 168 gym locations in December 2019 before the COVID pandemic ravaged the economy.

Now the Lomasneys have been lured in by the largest and fastest-growing fast-casual seafood restaurant in America. Zack and D.Q. own and operate two Slapfish franchises in Pooler, Georgia, and the one on Hilton Head at 1024 William Hilton Parkway, which they opened in 2020. The location is a converted former convenience store with a walk-up ordering window to take advantage of Hilton Head’s expansive biking and walking paths frequented by tourists and locals alike.

Zach plans to open six additional locations in South Carolina and Georgia over the next five years, and one per year after that. He said they’ve also had some luck navigating HR issues unique to Hilton Head’s tricky waters.

Franchise players

The Lomasney family (from left) Zach, Sharon, D.Q. and David, have more than 30 years of franchise business experience, including launching more than 160 successful Planet Fitness locations in 11 states and earning a place in the Planet Fitness Franchisee Hall of Fame.

KEEPING AFLOAT

With a new industry sector comes a new employee pool, and franchise owner Zack believes it all boils down to creating a strong team.

“When we came across Slapfish, I just loved the concept,” Zach said. “The food and the brand are all about sustainability and using fresh ingredients made to order. That’s all things that really appealed to me, and we thought it would do well in Hilton Head.”

Zach’s family joined the Planet Fitness franchise early on, and he and his brother are doing the same with Slapfish. He said Slapfish’s systems, processes and corporate teams share the same successful traits as Planet Fitness.

“We jumped in, and we bought the rights to South Carolina and Georgia, intending to develop both states,” he said. “But it starts with that first franchise, building a great foundation, spending time with your team members and growing them and continuing to train them because you can’t expand that much all on your own. It requires a good team behind you supporting you.”

JIGGING FOR HELP

The Hilton Head Slapfish serves seafood from the local waters of South Carolina, North Carolina and Florida such as gag grouper, vermillion snapper, summer flounder and yellowfin tuna. According to the Hilton Head Island-Bluffton Chamber of Commerce & Visitor and Convention Bureau, there are more than 250 restaurants in the Hilton Head area. Zach said he’s had to cast a wide net to bring in quality employees.

“There’s competition,” he said, “not just in the food and in restaurants but also the employees. At Planet Fitness, we wouldn’t find that so much. We would usually be the only gym or the biggest gym in the area. Hilton Head is a 12-mile island populated with restaurants, so it creates competition not only for customers but for great workers too.”

Zach said the biggest HR issue after the Covid pandemic is finding reliable workers and getting them through the door.

“We can schedule 10 to 15 interviews, and we’d be happy if just two people show up,” he said. “We use lots of different platforms and sites to advertise on, and when we do make a good hire, our focus switches to keeping them. Once you have a good team member, you really want to keep them.”

Zach said his family grew its Planet Fitness franchises from one to 168 in eight years. He said he’s looking to base his Slapfish headquarters on Hilton Head and expand next to Bluffton and Charleston.

SHORING UP

Zach said being creative and thinking out of the box to find, keep and retain employees on Hilton Head is more than just about giving bonuses, it’s about housing. Zack tackled the problem by purchasing two condos.

“We lose employees and sometimes can’t hire employees because of the lack of affordable housing on the island,” he said. “We have one family that works for us, and they’re great workers, but they were going to have to relocate because of housing. So we found a condo, purchased it, and now we are housing them to keep them.”

Zach said it’s gratifying as a family business to help other families, and from a HR standpoint, helping with housing ensures retention.

“That’s gone a long way for us,” he said. “And I think it’s just something a little different that we had to do to overcome the HR issues that we’re having on Hilton Head.” ■

Slap shots The Lomasneys converted a former convenience store into the modern restaurant space, including a walk-up ordering window to take advantage of Hilton Head’s expansive biking and walking paths frequented by tourists and locals alike. The Lobster Grilled Cheese is a melting mix of lobster, crab and a creamy herb sauce.

A Family Divided

HOW TO ADDRESS CONFLICT IN A FAMILY BUSINESS

BY SHEILA TUCKER

OOkay, it's slightly dramatic. And yet, the truth of this quote made me giggle out loud. Disputes in business will happen. It's the nature of relationships. If you dance long enough with someone, you're bound to step on each other's toes.

Only these are the toes of someone you know intimately, and so it becomes a whole lot easier to take a misstep personally. And to make it even trickier, family conflicts invade not only the workspace but also the home space.

Agree you will disagree

Without handling disputes and conflict within a family business carefully, they have the potential to become far more serious problems, impacting on both the business itself and family relationships. Simply hoping conflicts will not occur is unrealistic. Having formal processes in place is key.

There are countless causes of conflict with an equal number of outcomes. In general, most disputes will occur when needs aren't met or when situations are unclear or not understood. In comparison, your actions or inactions determine the consequences.

So what are the most common causes of conflict in a family business? I'm so glad you asked.

• Differing perspectives on how the business should run and grow.

• Family disputes that leak into the business.

• Opting out of the family business or being pressured to remain in or join a family business.

• Family competition and power struggles. Take the series, Succession, where the Roy siblings compete to win their father's approval and his title as CEO of the family media company. They will stop at nothing to win favor - undermining or blaming one another, exposing secrets, Olympic-level manipulation and a great deal of dismissiveness.

“There is no such thing as fun for the whole family.”

— JERRY SEINFIELD

Here's the good news. There are practices you can implement to help prevent conflicts - with a tiny disclaimer. There's no foolproof way to avoid all disputes in any business.

• Communicate early and often about issues to avoid later conflicts.

• Create policies and structure. Have a conflict resolution plan in place. To whom will everyone involved report? What steps can you take to guarantee all parties are heard and understood? Also, ensure that the roles and expectations of the family members involved in the business are crystal clear.

When prevention falls short, it's time to implement conflict resolution. Below are six (of many) steps to help you resolve conflict.

1. Ensure all parties in the conflict are involved in the communication process to resolve the issue.

2. Keep the conversation focused on the specific problems instead of being derailed by the minor details. Pro tip: address one issue at a time.

3. Encourage everyone to take responsibility for their part in the conflict. Below is a tool I frequently use to help clients.

“When I hear you say or see you do (name the experience you had), I make up the story that (name what you told yourself about the experience), and that makes me feel (name your feeling(s). In the future, what I'd like most is (name your preference, desires, wants, and needs).”

4. Seek clarity. If there are any questions, now is the time to ask for clarification.

5. Find common ground, and state out loud where you agree. If all else fails, seek the expertise of a conflict resolution mediator. There are people who are skilled and explicitly trained to resolve conflict in family businesses. ■

• Keep work and family separated. It’s easy to say and a

• Keep work and family separated. It’s easy to say and a little harder to do, especially if you're in business with your significant other or work from home. All your days and hours could easily revolve around work. Instead, attempt to keep work at work and home at home by creating and adhering to business hours.

• A shared set of values and expectations that each family member will subscribe to can reduce the potential for friction.

SHEILA TUCKER is a licensed marriage and family therapist and founder of Heart Mind & Soul Counseling. She specializes in working with couples and individuals to better their relationships so they can connect more deeply to themselves and each other. When not in the office, you'll find her walking her pups or planning her next vacation with her husband.

Family

feud Conflicts are inevitable, especially when family is involved. The goal is to lessen the fallout, learn |from the experience, and make changes accordingly to prevent similar situations in the future.

6.

Why bonuses don’t work

SOMETIMES THEY EVEN BACKFIRE

BY DON HARKEY

With an increasingly challenging labor market, employers are left looking for ways to attract and retain talent. Most are rightly looking at their benefits, and some are looking at bonuses or profit sharing as an option. I am often asked the simple question, “do bonuses work?” Sorta.

Let me start by saying that I wish bonuses worked and were simple. As a company that helps organizations build healthy cultures, it would be gloriously simple to help employers implement bonus programs that drive the culture. However, we seldom call this play because of the complexities involved. Bonuses are simply not a major driver of positive cultural traits. But they can support positive traits that already exist.

Studies show that everyone works for some combination of six reasons. Three of these reasons are proven to be positive for culture, and three are proven to be negative. The reasons we work include:

REASONS WE WORK

Positive impact on culture

1. We are learning and growing.

2. We are passionate about the impact.

3. We like the work.

REASONS WE WORK

Negative impact on culture

1. We have to work (financial).

2. We are afraid to disappoint someone.

3. We just do it because we’ve always done it.

All of us probably work for all six reasons, but culture is driven by where people pay the most attention. Organizations where people are constantly thinking about their compensation and how they are the only ones who can do the job tend to have cultures of disengagement and even toxicity. Organizations where people are focused on learning, on the product’s impact and on the work itself, tend to have cultures where people feel engaged.

This is why pay and bonuses are so complicated. If you aren’t making enough money, Maslow will kick your butt, and you will be focused on the fact that you need to work. At the same time, if you are making really good money but are focused on how to make more, this also drives one’s focus on not disappointing other people.

I think that the best strategy is to “pay quietly.” Compensation should allow employees to live comfortable lives. It should be fair and clear. However, too much focus on pay tends to take the attention off the “why” behind the work.

One organization we work with made multiple adjustments to employee compensation over the course of a year. They did a couple of pay increases and a variety of bonuses. The employees reported that they appreciated the extra money, but that it also felt a little weird. Some employees started to compare their pay to other companies, something that management hadn’t heard before. Others started to wonder why one department got a bonus and another department didn’t. The extra attention on compensation took attention away from their mission as an organization, even though the pay was beneficial to the employees.

Pay is a motivator, but it is an extrinsic motivator. Extrinsic motivators (motivation from the “outside”) can get us to do things, but they don’t tend to stick. Intrinsic motivation (motivation from the “inside”) is much more effective and “sticky.”

Consider a close friend of yours who asks you to help with a large home project. You go to their house with your own tools and spend all day helping them with the work. Why did you do that? You probably did it because it made you feel good to help out a friend. Now imagine if your friend asks you to help with a home project and offers to pay you $100. You would probably feel very differently about the work. If you needed the money, you might do it, but now the joy of helping a friend is replaced by your need for $100.

Most bonuses fail for the simple reason that employees don’t know why they received the bonus. When I was at 3M, it offered profit sharing, but the calculation for profit sharing was so complex that it felt like a lottery completely disconnected from things I could impact or control. While it was nice to get the check, it also rubbed me the wrong way when the check was small. The bonus was a symbol for the futility of my work and the impact I made.

I wish bonuses did more to drive a positive culture, but very often they backfire and do the opposite. That doesn’t mean that paying a bonus is a bad idea or that it might not even help you, but it does mean that you need to do it carefully. Make sure to link the bonus to performance to the mission of the company, and don’t celebrate the money, celebrate the impact that accomplishing your mission makes on your clients. ■

attention away from their mission as an beneficial to the employees.

Don Harkey His first responsibility as CEO is to his team. He also spends time speaking at conferences and associations across the country, evangelizing the idea that organizations that create empowerment and alignment end up being much more successful. If you’d like to learn more about what it means to become People Centric, contact Don Harkey at PeopleCentric.com.

BY SCOTT BEEBE

TThere are milestone conversations in the life of a family; starting a family, the “birds and the bees” and end-oflife discussions. For families that own businesses, the transition and succession of the business can be equally taboo.

There are three elements that can provide relief to the pressure of this inevitable conversation and make that milestone something to look forward to.

First, every owner of a family business must have a written, multi-page vision document answering a very simple and broad question: What do you want?

This is not a sentence or paragraph but a few pages of written details thinking through timelines, personal goals and dreams, financial needs and ambitions and a simple diagrammatic structure of the team that will need to be built in the owner’s absence.

Second, the owner must have a digital file that captures each major process within the business. Business owners are infamous for abdication or disowning a task and lobbing it into the field of play for another employee without clarity or training.

In addition to people and culture, a business is a

collection of constantly moving systems and processes that must be captured in a format that the upcoming team can grab hold of and continue pushing toward the vision in the absence of the existing owner.

Finally, owners must set an “RPM” platform for communication: Repetition, Predictability and Meaning.

Set dates, times and agendas for continuing discussions regarding succession by sharing the vision, systems and processes with frequency. Set aside time for what matters to the people who matter.

A business is a life-giving organism often treated as a lifeless machine. You can do something different, something meaningful with this business that has provided so much meaning.

Lack of purpose, lack of clarity and lack of repetition will lead to frustration and bitterness.

Vision, delegation and communication will lead to a legacy. ■

Building on a family legacy

Family-owned businesses are a gift or a curse, and you are the one who gets to decide. Extracting the gift of a business will required repetition, predictability and meaning. But most business owners avoid the important conversations and go to the grave leaving their business, as Thoreau said, “in quiet desperation.”

Chain of command

BY LESLIE T. SNADOWSKY

HERITAGE FINE JEWELRY’S SUCCESSION SET IN STONE

When Catalano suffered a stroke on April 1, 2020, and died two weeks later, the ownership of the store passed seamlessly to her children through stipulations in her will.

“One minute she was totally fine and setting diamonds at 73 years old, and the next minute she was not,” Jennifer said.

According to the most recent PwC family business study, only 34 percent of U.S. family businesses say they have a robust, documented and communicated succession plan in place. And while most family business leaders have at least an informal succession plan in place, only a minority have fully embraced the need to not only have a plan but to document it and effectively communicate it to all essential parties.

“We didn’t see it coming,” Jennifer said. “Truthfully, we thought that one day we would have to have a talk with our mom about slowing down and retiring, but we never had to do that.”

PPatricia Catalano moved her family and her jewelry business to Hilton Head in 1990. For the last 25 years siblings Patrick Safe, 52, Doug Safe, 50, and Jennifer Lance, 43, all became integral parts of their mom’s Heritage Fine Jewelry located at Shelter Cove Towne Centre. Each grew into leading different facets of the business.

Patrick Safe, Jennifer Lance, Patricia Catalano and Doug Safe all worked at Heritage Fine Jewelry, and when mom Patricia passed away, the three siblings took over as equal partners.

Patrick does on-premises jewelry repair, including remounting, ring sizing, engraving, clasp replacement, custom design, complimentary cleaning, and inspections.

The business was her life, and it showed because she was really successful at it.”

■ CLARITY OF VISION

Heritage Fine Jewelry strives to be a high-end store in a charming setting that customers shouldn’t feel afraid to walk into. Jennifer said they display a diverse inventory with something for everybody, with earrings, bracelets, rings and necklaces ranging from $25 to tens of thousands. Jennifer said her mom’s dream for the store was to prioritize customer service, offer the best and most extensive inventory on the island and showcase unique designer looks without charging inflated designer prices.

“We all still share the same vision,” Jennifer said. “She instilled a really strong work ethic in all of us and taught us to treat people fairly and cultivate long-term customers.

“It was already arranged in her will that the three of us would have equal shares of the business if she were to pass,” said Jennifer, who is certified in diamonds and diamond grading through the Gemological Institute of America. “Patrick is a master goldsmith and the one who does repairs, including remounting, ring sizing, engraving, clasp replacement, custom design, complimentary cleaning and inspections. Doug does some of that as well, but he mostly works out front with me. We all have equal shares, so there’s not really just one manager, and we really try to take it easy on those titles because we all pitch in equally.”

■ PERSONALIZED POLISH

According to the PwC study, 67 percent of U.S. family businesses already have next-gen family members working in the business and anticipate they will become majority shareholders within five years.

While mom Catalano led by example, she never stopped working in the business herself. “I know that sounds kind of crazy, but she was just such a workhorse,” Jennifer said. “The business was her life, and it showed because she was really successful at it.

Her presence is still felt everywhere, and we still do things in the same way that she did things, including providing complimentary cleaning and inspections of fine jewelry and custom design work.”

Jennifer said she and her brothers have no plans to change or modernize the business because they don’t have to. She said their mom’s business model has worked for decades, and they don’t need to reinvent the wheel.

“I’m not going to say the business runs itself because certainly there’s a lot to it, but as far as the overall business plan, we just try to run a really good savvy business and make sure that we give good customer service to our customers,” she said. “That was always a big thing for our mom. We don’t take very much time off. That way when our customers come in, they see one of us, and they’re happy. It makes a difference.”

■ LINKED TO LEGACY

Forty percent of U.S. family business leaders say they want to see the next generation’s increasing involvement in decisionmaking and management, according to the PwC survey.

Jennifer said the most rewarding part about working at Heritage Fine Jewelry is to keep it going.

“Even though it definitely feels different doing business without her, we all got to work together with our mom for a really long time, which was awesome,” she said.

Jennifer advises others in family businesses to treasure their time together, even in a work environment.

“It gives us a lot of peace of mind because we worked with our mom five days a week,” she said. “Don’t be afraid to spend that extra time with those family members, because time is something that you don’t get back.

“As far as preparing, we were never really prepared,” Jennifer said. “But I think being prepared for something like that is a really good thing for family businesses. Planning for the future is important.” ■

Patricia Catalano moved her family and her jewelry business to Hilton Head in 1990 and taught her three kids all about the business. When she passed away in 2020, she left a will designating them all as equal partners at Heritage Fine Jewelry.

Both Doug and Jennifer continue their mom’s legacy by offering great customer service, an extensive inventory and showcasing unique designer looks without charging inflated designer prices.

Family business matters

A family business can be an exciting and challenging venture. Working with loved ones can provide many benefits, such as flexibility, loyalty and a strong sense of identity and purpose. However, family businesses also face unique challenges that can affect their long-term success. Here are a few important factors to consider when buying, managing, selling and sharing the profits of a family business.

■ BUYING

Buying a family business can be a complex process, as there are many unique considerations that may not apply to other types of business acquisitions. Here are some important factors to consider:

• Understand the history of the business: Family businesses often have a rich history and unique culture that has been passed down through generations. Understanding this history and culture can be important in preserving the legacy of the business.

• Analyze the financials: Before buying a family business, it's important to thoroughly analyze the financials. This includes examining the company's balance sheet, income statement and cash flow statement, as well as any other financial documents that are relevant.

• Consider the family dynamics: Family businesses often involve complex relationships between family members who are both owners and employees. Understanding the family dynamics and any potential conflicts is important in ensuring a smooth transition of ownership.

• Evaluate the market: It's important to understand the market in which the business operates, including competitors, trends and opportunities for growth. This will help you develop a plan for how to grow the business after you acquire it.

• Seek professional advice: Buying a family business can be a complicated process, so it's important to seek the advice of professionals such as lawyers, accountants and business brokers who can help guide you through the process. Overall, buying a family business can be a rewarding experience, as you have the opportunity to preserve a family legacy and continue to build on its success. However, it's important to approach the process with careful consideration and planning to ensure a successful transition of ownership.

TIPS FOR BUYING, MANAGING, SELLING AND SHARING THE PROFITS OF A FAMILY BUSINESS

BY GREGORY P. THOMAS

■ MANAGING

Running a family business can be a rewarding experience, but it also presents some unique challenges. Here are some tips for successfully managing a family business:

• Establish clear roles and responsibilities: In a family business it's important to establish clear roles and responsibilities for each family member involved in the business. This helps to avoid confusion and conflict and ensures that everyone is working towards the same goals.

• Communicate openly and honestly: Effective communication is key to the success of any business, but it's especially important in a family business. Make sure to communicate openly and honestly with family members about business decisions and any concerns that arise.

• Develop a succession plan: Planning for the future is important in any business, but it's especially important in a family business. Develop a succession plan that outlines who will take over the business when the current leaders retire or pass away.

• Keep business and family separate: It's important to maintain a clear separation between business and family relationships. This means avoiding conflicts of interest and treating family members who work in the business like any other employee.

• Focus on the long-term: In a family business it's important to focus on the long-term success of the business rather than short-term gains. This means making decisions that are in the best interest of the business, even if they are not always popular with family members.

• Seek outside advice: While family members may have expertise in certain areas, it's important to seek outside advice when needed. This can include hiring consultants or bringing in outside experts to help with specific business challenges.

Overall, running a successful family business requires careful planning, effective communication and a commitment to the longterm success of the business. By following these tips, you can help ensure that your family business thrives for generations to come.

■ SELLING

Selling a family business can be a complex and emotional process. Here are some general steps to consider:

• Determine the value of the business: Get an accurate and up-to-date valuation of the business to know its fair market value.

• Prepare the business for sale: Review financial statements, operations and processes to identify areas for improvement that can make the business more attractive to potential buyers.

• Find potential buyers: Identify potential buyers through networking, advertising or using a business broker.

• Negotiate a deal: Once a potential buyer expresses interest, negotiate the terms of the sale, including the price, payment terms and any contingencies.

• Complete due diligence: The buyer will likely conduct due diligence to verify the information provided by the seller, such as financial statements, contracts and legal issues.

• Finalize the sale: Once due diligence is complete, both parties can finalize the sale and transfer ownership.

• Plan for the future: Consider how the sale will impact the family, employees and any ongoing business relationships.

It is important to plan for the future to ensure a smooth transition and minimize any negative impacts.

It is recommended to seek the help of a professional such as an attorney, accountant or business broker to ensure that the sale is completed legally and smoothly.

■ PROFIT SHARING

Sharing family business profits fairly can be a challenging task. There are different approaches and methods to ensure that everyone receives a fair share of the profits. Here are some suggestions:

• Define roles and responsibilities: Make sure everyone in the family business understands their roles and responsibilities. It is essential to have a clear understanding of who contributes what to the business so that profits can be allocated fairly.

• Establish a profit-sharing plan: A profit-sharing plan can be an effective way to ensure that everyone in the family business benefits from the profits. The plan can be based on a percentage of profits or a predetermined amount.

• Consider non-financial rewards: Sometimes non-financial rewards can be just as valuable as financial rewards. For example, offering more flexible working hours or opportunities for professional development can be an excellent way to reward family members who contribute to the business.

• Be transparent: Transparency is critical when it comes to sharing profits in a family business. Be open about the company's financial situation and how profits are being distributed.

• Use an independent third party: If there are disagreements about how profits should be shared, it may be helpful to bring in an independent third party, such as a mediator or accountant, to help find a fair solution. Ultimately the key to sharing family business profits fairly is to communicate openly and establish clear expectations and guidelines. By doing so, you can ensure that everyone in the family feels valued and motivated to contribute to the success of the business. ■

Taking the wheel

FAMILY FUELS REICHENBACH’S DRIVE TO SUCCEED

BY LESLIE T. SNADOWSKY

FYou probably saw his kids grow up on TV.

For 15 years South Carolina State Sen. Mike Reichenbach produced monthly commercials for his South Carolina car dealerships that featured daughter, Olivia, and son, Isaiah, who helped tell those looking for new and used Chevrolet Silverados and Ford Explorers about their family-owned business.

Reichenbach and his wife, Charisse, have been married for 27 years. After he earned his MBA from the University of Michigan Ross School of Business and worked for the Ford Motor Company’s automotive strategy division, the couple realized their entrepreneurial dream by purchasing a car dealership in 2008 that grew into Mike Reichenbach Ford Lincoln in Florence. Mike Reichenbach Volkswagen in Florence and Mike Reichenbach Chevrolet in Okatie soon followed in 2013 and 2014.

Olivia, 21, just graduated from the University of South Carolina, and son Isaiah, 20, is a sophomore there, but when they were growing up, Reichenbach said he and his wife were able to successfully steer their business around their family.

■ FINDING BALANCE

Charisse would bring their kids to their dealerships so the family could eat dinner together, and as director of marketing, she always included their kids in their commercials. Even when their business was in overdrive, the couple decided to stay in their lane.

“While you work incredibly hard, the autonomy as owners meant my wife and I were able to attend all of the baseball games, the plays, the school functions,” said Reichenbach who is owner and president of Mike Reichenbach Automotive Group. “We always made a promise that the family would take priority over the ambition and the business endeavors, and we’ve always adhered to that.”

Reichenbach said they would compartmentalize so that when the kids were at school, they would deal with business, but when it was time to go home, they switched gears to jump start homework, dinner and family time.

“When my wife and I started in 1996 as a new couple with virtually no money, we still managed to be content because our priorities were in line,” Reichenbach said.

“That doesn’t mean we didn’t want for things, but we were still content. So when you come from that, you earn the luxury of realizing that an abundance of money or an absence of money doesn’t lead to contentment. Money will come and go. What we learned from some success in the car business is to be content with where your life is and give thanks.”

■ POWER SHIFT

As a South Carolina state senator, Reichenbach has been active in his community as a past chair of the Greater Florence Chamber of Commerce, vice chairman of the McLeod Health Foundation Board and board member of First Reliance Bank.

At his dealerships he employs 180 people and said he feels blessed to help provide for their families and dreams, referencing Bob Buford’s book “Halftime: Moving from Success to Significance.”

“At our three stores I undoubtedly could sell more and make more, but we prefer to pay our folks better,” he said. “We prefer to not try to hold out for the largest profits on a vehicle because that’s usually the second largest purchase someone makes.

Isaiah, Charisse, Mike, and Olivia Reichenbach all took part in promoting the family car business. The kids were featured in monthly commercials for 15 years.

If we’re able to accommodate someone getting their kids to school, getting themselves to work, getting somebody to a medical appointment by selling more vehicles, even at less profit, it gives us a chance to realize success can be translated into significance when you do right by not just employees but also customers and the community.”

■ STICKER SHOCK

Reichenbach acknowledges the challenges of running a family business can be turbocharged, especially when having to make tough personnel changes at the office. He said if you determine your moral compass, it puts the brakes on bad decisions.

“There’ll be plenty of opportunities to make decisions based upon the bottom line, but determine the type of person you want to be and what your decision-making model is, and then adhere to it regardless of the circumstances.”

He also encourages business owners to let “your yes be your yes and your no be your no.”

“In the car business there’s a lot of paperwork, and there’s a lot of communication between sales, consultants, managers and service advisors,” he said. “With three dealerships and 180 employees, mistakes happen. Even if it’s not financially the best thing for us as a company or hurts us short term, you back your people up and do what you said you’re going to do.

“I remember telling our kids over dinner that you get one opportunity to do right,” he said. “Take that opportunity, because overall it will work out. And it does. So you may feel the pinch right then. But just because something isn’t necessarily mandated in writing, if it’s the right thing to do, do it.” ■

Reichenbach and his wife, Charisse, have been married for 27 years. After he earned his MBA from the University of Michigan Ross School of Business and worked for the Ford Motor Company’s automotive strategy division, the couple realized their entrepreneurial dream by purchasing their first car dealership in 2008.

I remember telling our kids over dinner that you get one opportunity to do right.”

Transition with ease

WHEN IT COMES TO SUCCESSION, PLANNING AHEAD IS EVERYTHING.

BY LESLIE T. SNADOWSKY

WWhen Creighton Stuckart, a certified financial advisor and managing partner of the Atlantic Investment Advisory Group on Hilton Head, lost his mom in 2016, he said it served as a lesson in estate planning.

“It wasn’t so much dealing with the financial issues, but it was more about the sentimental things,” he said. “My mom was an artist, and my dad had to become the arbitrator figuring out which family member was going to get which painting. All the while he was dealing with the loss of his wife, and this threw a lot of pressure onto my dad’s shoulders. It’s not a position he wanted to be in. When dealing with death or retirement as it pertains to a business or an estate, it’s largely the same thing. Planning ahead is everything.”

Stuckart has been in business with his dad, Marc Stuckart Jr., a certified plan fiduciary advisor, for the last seven years. While he said his fellow managing partner’s personality couldn’t be more different than his (Marc is more personable, and Creighton is more analytical), they complement each other. Both agree that their clients who have succession documents in place have an easier time when transferring assets in times of transition.

“You can put yourself and your plans in jeopardy when an executor, or someone who doesn’t know the business as well, or another family member who gets thrown into the position of playing referee, starts to make major decisions without all of the information,” he said.

BUY-SELL

The Stuckarts said they provide straightforward and objective financial planning solutions to coastal South Carolina families regarding wealth management, risk strategies, insurance, charitable giving and estate, retirement and tax planning. They said they are open and honest with each other, and that gives them the familial luxury of exchanging crazy ideas that often lead to great ones. Even if they disagree, Creighton said it’s a comfort to know they’re still father and son and enjoy a really strong relationship. It’s a position that lets them talk candidly about the future of their business and one they urge clients with family businesses to adopt as well.

“If you start talking today while everybody’s healthy, while death and retirement are far-off concepts, when emotions aren’t as high and you’re not dealing with a tragedy that just happened, it’s much easier and it’s much cleaner,” he said. “Having those conversations now and planning and putting things in place, like a buy-sell life insurance agreement at a relatively small cost, can give you security and alleviate worry.”

Creighton said these agreements, legal remedies for establishing clear plans on how to distribute the business shares of a departed or deceased partner to the remaining ones, also work for those who retire from family businesses. But he cautions if one gives their kids their business, they need to examine how their business is structured and consider gifting tax liabilities.

“From my perspective, as a society we don’t do a good job of facing hard realities to save our loved ones from the inevitable choices that have to be made when we do pass away or when we’re at our worst emotionally,” he said. “If it’s a retirement, it becomes a little bit easier because you’re still here to deal with it, but you’re still going to have to deal with it. There are benefits to planning ahead from a financial perspective and from an ease of transfer perspective as well.”

WILLS AND TRUSTS

For complicated succession issues in multigenerational family businesses, Creighton advises turning to a professional to assess the business and suggest solutions. He said wills and trusts can prove to be optimal vehicles.

“You could have a case where someone wants to give their son or daughter a business but wants them to buy the company from them. But no one may realize the kids could be in zero position to buy a business. So now what? I think from an estate-planning perspective, wills and trusts can play a big part.”

Creighton said because wills go through a lengthy public probate process, passing along a business via a trust could prove preferable.

“If I own a business, and I’m passing it on to my kids, and I’ve done it through a will, nobody really owns the business for a year because it’s in probate. Whereas if my business is in a trust, and I pass away today and my children are able to provide a death certificate, then the way the trust is written up is how they own it. The difference is night and day regarding timing and ease of use. The obvious difference is that a trust is going to cost a little bit more to create but not enough not to do it.” ■

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Father and son business owners Marc Stuckart Jr. and W. Creighton Stuckart have operated Atlantic Investment Advisory Group in Hilton Head since 2016.

For art’s sake

BY LESLIE T. SNADOWSKY

WWhile the surreal Covid-19 pandemic caused kids to stay home from school, their art education continued to thrive on Hilton Head Island, thanks to Mark and Ginny Taylor. The childhood “sweet-arts” have lived on the island for 40 years and opened their Idea Studio in 2012 to provide an afternoon art program for kids. When parents saw how much fun their children were having, Idea Studio started offering classes in acrylic painting, jewelry making, stained glass, watercolors and pottery to all ages.

“The pandemic presented huge problems for us as far as our income being based on in-person classes,” Mark said. “So Ginny got on Facebook Live and started offering virtual classes to kids on the island.”

The couple set up a table outside their studio on Mathews Drive where they placed art packets for plein air pick-up. Bags were filled with mixed media materials, including colored pencils, crayons, oils, pastels and watercolors. Mark said families who signed up for weekly classes painted quite a scene when they stopped by for their select supplies. For nearly two years Ginny taught art classes to hundreds of children online.

“It went viral, but local viral,” Mark said. “The word got out, and we had parents coming down to buy their own weekly bags of art supplies so they could do the projects too.”

In 2020 the Taylors rebranded their malleable art enterprise to Hilton Head Pottery when their youngest son Joey declared he had designs on taking over the business. While the Taylors were looking forward to retirement, they felt they “kneaded” to help shape and scale their company so Joey could make a career out of clay. Mark says their business model has proved successful as daily pottery classes continually sell out.

FIRED UP

At Hilton Head Pottery student sculptors try their hands in Intro to Clay classes where they learn the basics, Beginners Potter’s Wheel classes where bowls and mugs take shape and Advanced Clay classes that include throwing techniques to create lidded vessels and teapots. HandBuilding classes focus on pinch pots and coiling and slab construction, and alternative firing techniques are taught with the studio’s four kilns. There’s also innovative Clay and Cuisine classes, Family Nights and an annual Nativity Night where families celebrate their faiths together and create treasured holiday ornaments.

HILTON HEAD POTTERY BUILDS ITS FUTURE WITH FAMILY

On Thursdays and Fridays Open Wheel nights lure in the curious, with no commitment, who want to experiment with clay and get down and dirty. Wine, beer and snacks are welcome.

Studio Memberships run between $145 to $175 a month, and members get all access passes to use the studio space and equipment and get discounts on classes, workshops and special events. Kids enjoy Summer Art Camp and Clay Camp, and Ginny still teaches an acrylic painting class.

“We’re advertising on as low a budget as we can,” Mark said. “The biggest hurdle is trying to get people to the studio. We’ve relied on social media to make an impression because print advertising is so expensive.”

Mark said due to pottery’s visual nature, posting photos of artwork and videos of students having fun throwing clay on a potter’s wheel helps mold the narrative.

“We’re starting to post instructional videos on our YouTube channel,” he said. “And we’ll include them on our Instagram and Facebook marketing, using short snippets to catch people’s eye.”

PLIABLE PERSPECTIVE

“This business was always intended to be a secondary income for us,” Mark said about his art side hustle. “But Joey’s work ethic is just phenomenal, and this is what he wants to do.”

With eight wheels and four kilns, there is a limit as to how much business Hilton Head Pottery can do in-house, but Mark said Joey is getting creative with ceramics.

“He's working on what that vision is,” Mark said. “This is a unique, totally discretionary market. He might expand to do shows or go to farmers markets, but the focus now remains on class instruction and the equipment.”

Mark said working with family is an art form in itself and that being patient and open to ideas has worked best for his tight-knit clan. His two older sons have a long-term rental company and a mattress store in the area, while his son Joey is keeping the family’s art dream alive.

“Hilton Head doesn’t necessarily offer a career path for lots of the kids who grow up here,” he said. “Ginny and I are really fortunate that even though all our kids left for school, they all loved the island and the creeks and marshes and the water, and they all came home.” ■

Mark and Ginny Taylor have lived on Hilton Head for 40 years and recently rebranded their Idea Studio to Hilton Head Pottery. Their instructional classes continually sell out.

Joey threw himself into the family business and specializes in teaching beginning wheel classes and alternative techniques. He also manages “Open Wheel” night on Thursdays at the studio.

Planning for the future

WHAT IS NEEDED TO RUN A SUCCESSFUL FAMILY-RUN BUSINESS FOR GENERATIONS?

BY KAREN CASEY

The Family Business Successes

and Obstacles

“Family-owned” means:

Family-owned businesses range in size

TThere are over 5.5 million family businesses in the U.S., and they employ 62 percent of the U.S. workforce, according to the Family Business Alliance. Pretty impressive, but only 30 percent survive into the second generation, and 12 percent survive into the third generation. What goes wrong?

Many business owners lead with emotions rather than the needs of their businesses. By promising jobs for the family, they may be putting family members into a role they do not want or cannot handle. The poor performance of that family member can lead to the business's decline. Also, family members may have the same skill set as the owner. They know finance, marketing, operations, etc., so the business again suffers for not having the properly diversified skill sets.

Communication, training and an unbiased review of the needs of the business can help avoid these issues. Honest conversations with the family member as to what they want to do or have the skill sets to do, will lead to better decisions. Do not let the desire to pass on the family legacy, values, and wealth blind you to how you make the business a success. Perhaps training the family members in advance will give them the skill sets needed or identify that they cannot perform certain roles.

You may need to bring in outsiders who have that complementary skill set needed for a successful business. Understand that bringing in an outsider can be difficult, and you need to treat them with the same respect as a family member in that role.

A business plan becomes a critical tool for a family business. An honest business plan should highlight your goals regarding growth, employment for family members, using the business for retirement income, etc. Setting out your goals in a business plan will remind you of what you want to accomplish as well as develop the steps needed to accomplish your goals. While many businesses state their spouse is their closest confidant, consider a person independent of the business to mentor you and guide you through these difficult decisions and set a clear path to your goals and successes. ■

Are family businesses successful?

64% GDP Family businesses generate 64% of Gross Domestic Product (GDP)

78% 60%

Family-owned businesses employ 60% of the US workforce and create 78% of all new jobs.

Family-owned businesses range in size

1.2 million family-owned small businesses are run by a husband and wife

64% GDP Family businesses generate 64% of Gross Domestic Product (GDP)

Family businesses can range from 2 people to thousands in a Fortune 500 company

Family-owned businesses range in size

19% 28.8 million small businesses in the US - 19% are family-owned.

Challenges family-owned businesses face

19% 28.8 million small businesses in the US - 19% are family-owned.

30% of family businesses survive the transition from first to second generation ownership.

12% survive the transition from second to third generation.

47% of family business owners expecting to retire in five years DO NOT have a successor.

How do family businesses survive?

Good governance- 94% of family-owned firms are controlled by supervisory or advisory boards.

How do family businesses survive?

Focus on the next generationOver 40% of companies included younger family members on boards and committees to nurture business and management skills.

Customer and employee-oriented74% of family-owned firms report stronger values and culture.

KAREN A. CASEY, CPA, CFP, is a certified SCORE SC Lowcountry business mentor.

Many business owners lead with emotions rather than the needs of their businesses.

Every penny counts

HOW TO SAVE A LITTLE TIME, A LITTLE MONEY AND A LOT OF HUNGER

BY IMA SAVER

WWe hate to see you leave money on the table, or in this case, leave money at the gas pump. You probably are a member of rewards programs for groceries, airlines and hotels. Why stop there? Your company could benefit from Parker’s Business Elite program if your company has multiple vehicles.

MONEY SAVER

Business Elite is a reward for business owners that will save 10 cents per gallon on fuel and receive rebates based on the amount spent on all your associated card fill-ups.

TIME SAVER

You can access a portal to manage employees’ transactions, set transaction limits and request additional cards.

HUNGER SAVER

Parker’s Kitchen’s menu has southern favorites prepared fresh in each store. Start your day with a breakfast casserole, then enjoy a hand-breaded chicken sandwich with Carolina reaper cheese and a side of homemade mac ‘n cheese. And don’t forget the chewy ice for your soda.

Survey says!

A survey conducted among consumers in the United States gauging their use of loyalty programs found that in 2022 U.S. consumers belonged to 16.8 loyalty programs on average, but actively used a little less than half of those.

Source: Statista

On March 22, Parker’s Founder and CEO Greg Parker shared the secrets to his success with a group of business leaders at an event presented by Don Ryan Center for Innovation and sponsored by Eagle Creations and The Greater Bluffton Chamber of Commerce. In the Q3 issue of LOCAL Biz we will share his words of wisdom. You can see him speak at TEDx Hilton Head in November at The Arts Center of Coastal Carolina. ■

Don’t take the bait

Phishing is when attackers send malicious emails designed to trick people into falling for a scam. The attacker may trick you or an employee into giving sensitive information, or they may install malware like ransomware onto the computer. You may not even know that it happened… until it’s too late.

Don’t get reeled in

ARE YOU AFRAID OF FALLING VICTIM TO A RANSOMWARE ATTACK ON YOUR BUSINESS?

BY MARK ROSSI

If you aren’t, you should be. Ransomware attacks have escalated at an alarming rate over the last few years. Across the world ransomware cost businesses $20 billion in 2021 and is expected to rise to $265 billion by 2031. Why is this? It is because the criminals are the innovators, and we can only react to them.

Mark Rossi is president of KML Computer Services. Since 1996 he has been immersed in the technology field, working in various positions, from hardware technician and network manager to network engineer and IT consultant.

SO HOW CAN YOU PROTECT YOURSELF FROM RANSOMWARE?

Let’s look at some ways ransomware can enter your system:

• An unsecured network where a bad actor breaks into your system and inserts malware that takes immediate effect or, more likely, sits dormant in your system until they are ready to execute.

• An employee clicks on a link in an email or on a website that looks legitimate but is not.

• An employee acts upon an email that is spoofed with a co-worker/supervisor’s name.

• Someone on the network installs infected software from an external storage device, typically a USB drive.

HOW CAN YOU PREVENT THIS FROM HAPPENING?

• Hacks are best prevented by a strong, up-to-date hardware firewall that prevents outside attacks and has internal algorithms that can detect and stop viruses as they appear. Keep in mind that your internet provider’s router is not a firewall. A good firewall is an excellent investment in your business.

• Educating your employees on how to recognize a threatening email is probably the best way to prevent someone from clicking on the “wrong link” that installs malware that encrypts your data and sets you up for ransom. There are educational programs that not only teach about ransomware prevention but also can periodically test your employees with safe emails.

• Have a paid version of an anti-virus/anti-malware program installed on all endpoints (computers and servers). Free versions do not update the virus database regularly. Anti-virus programs not only detect and quarantine viruses, but some also identify those that are lurking undetected in the background.

• Prevent installation of external programs by locking down external-drive access.

HOW DO I RECOVER FROM A RANSOMWARE ATTACK?

• Regularly back up your data to offsite storage that is “air-gapped” so it isn’t affected by the encryption of your on-site data. This can allow you to restore the encrypted data with a “clean” set of your data.

• Have cybersecurity insurance that can help you recover from a ransomware attack.

• Avoid paying the ransom. These bad actors are criminals and are not trustworthy even if you do pay them.

Ransomware is a real threat, no matter how big or small your business is. The bad actors are opportunists, and while they are not necessarily targeting you specifically, they will come after those who are not protecting themselves and make their lives miserable. ■

What legacy will you leave?

IF YOU DON’T PLAN NOW, YOU MAY NOT LEAVE ANYTHING

BY DONNA PETERS

(Land)(Equities)(Government bonds/savings bonds)

What is a legacy?

WMerriam-Webster defines the noun as, one: a gift by will, especially of money or other personal property, and two: something transmitted by or received from an ancestor or from the past.

Let’s face the fact that most of us are not famous, and our names and accomplishments will not be recorded in history books, so it will be up to us to leave our own legacies. A legacy can take many forms with some of them seeming simple and heartfelt, like

your children or grandchildren being your legacy. Others are more financial, like the business you leave behind.

First things first. You have to have a will. Dying without a will leaves a person intestate. Their estate gets divided according to your state’s intestate succession laws. Having a will is of utmost importance. No one wants to think that their assets will be arbitrarily divided by the courts. Designate to whom you want things to go, and make sure to pick an executor who will follow through on your wishes.

A lawyer is your best bet when drawing up a will, and it is best to keep it updated every five years if possible. Codicils and memorandums can be added, but it’s best to consult your lawyer, as you do not want to risk invalidating your legal will. A list of smaller items that you would like to leave to a particular person will ensure that a pesky relative will not walk away with your favorite painting or ring.

Now let’s take a closer look at "legacy." The acronym is self-explanatory. "Land" could be your house and, if you are lucky enough to have some money

(Art, including jewelry) (Charity)(Your knowledge)

to spare, an extra property. Vacant land is cheap to buy and if purchased in the right area can appreciate nicely over the years, so don’t underestimate what it may be worth. "Equities" (stocks, bonds and other securities investments) are typical assets. They can be tricky to leave as part of an estate, especially for our friends north of the border, as capital gains tax has to be paid in some cases. An estate planner can avoid monies having to be paid to government coffers if it makes sense to sell that second property and leave that special someone cash instead of the property with a huge tax bill.

Now let’s focus on the “y” in legacy: "Your knowledge." This should not be underestimated. It could be your knowledge of anything from recipes to your family tree, traditions or memories. Write it down. If you do not pass on your life experiences, your wisdom will die along with you. I am reminded of the 1999 award-winning movie, “Sunshine,” starring Ralph Fiennes, where a family makes a fortune off a tonic in the mid19th century but loses all after the war when the recipe cannot be found. Leave your legacy – you worked hard to build it. ■

Related reading

This is a fantastic fillin-the-blanks book to complete with your family. There are versions for every member of a family, and the questions help jog, then capture memories that could otherwise be lost forever.

Nailed it

HARGRAY CEMENTS TECH BENEFITS FOR GRAYCO’S CUSTOMERS

BY LESLIE T. SNADOWSKY

CASE STUDY

Homegrown hardware store

Once a stock boy, Herb Gray is now the CEO of Grayco Inc., a homegrown hardware store and building materials supplier that his dad, Richard Gray

OOnce a stock boy, Herb Gray is now the CEO of Grayco Inc., a homegrown hardware store and building materials supplier that his dad, Richard Gray Sr., built from the ground up in 1961. The family since has developed three hardware and home locations in Hilton Head, Lady’s Island and Summerville and four building and remodeling locations in Beaufort, Bluffton, Ridgeland and Augusta, Georgia. The construction conglomerate offers decking, doors, hardware, home, lawn and garden, millwork, nursery, paint, outdoor power equipment, seasonal and outdoor living, siding, tools, upholstery and window staples and services.

Gray said since his dad’s retirement, he and his two sisters and brother all own equal shares of the business. “We feel very strongly that if you have a family business, there have to be participating family members in it,” he said. “Our name is Grayco, so it’s important for us to have a Gray as the face of the company.”

Gray said they turned to Hargray to engineer upgrades to their phone, internet and communication

channels. Because Grayco’s superlative customer service has been at the core of the company’s foundation and philosophy, Gray felt Hargray had the nuts and bolts to ensure that their customers’ needs would be continually met.

“We’ve enjoyed the upgrades,” he said. “It’s a capital expense, but it’s very important to stay up to date with technological advances. Otherwise, you’re going to get left behind.”

Tech upgrade Jose Vargas, Hargray’s regional manager of sales and retention, said his company helped Grayco update its phone and internet capabilities with dedicated fiber optics providing a 5G infrastructure.

Sr., built from the ground up in 1961.

Vargas

OPPORTUNITY CALLING

Market and consumer data online platform Statista projects revenue in the DIY and hardware-store market will amount to $641.8 billion in 2023. The market is expected to grow annually by 2.63 percent.

Gray said Grayco strives to deliver quality products and services to loyal customers to keep their projects running smoothly, and he wanted to do the same with their stores’ internal technology. Hargray has been entrusted since the 1970s to deliver its quality telecommunication systems.

“We’re updating all our phone systems with Hargray,” he said. “We had an older system, and now we’ll be able to connect all of our stores by modernizing our phones. With Hargray’s infrastructure and investment the last few years in both southern and northern Beaufort County and extending counties, it’s allowed us to upgrade and consolidate our systems.”

“We’re going to be implementing a VoIP system throughout their locations,” said Jose Vargas, Hargray’s regional manager of sales and retention, referring to Voice over Internet Protocol technology that uses a broadband internet connection for phone service instead of an analog phone line. “They’ll now be able to connect every single store through a four-digit dial for faster service,” Vargas said.

NEED FOR SPEED

Grayco had been using different internet providers at its seven store locations for the point-of-sale (POS) systems, but when Hargray expanded its reach and capabilities, Grayco consolidated its internet outlets.

“We now have its 5G internet so our footprint now matches Hargray’s footprint,” Gray said of Hargray’s door-to-door fiber optic construction.

“We’re providing dedicated internet circuits to Grayco’s locations,” Vargas said “All of them will have a pretty robust internet pipe to do what they need to do daily, like inventory, run the POS systems, and upload and download big cat files for their construction projects. It’s a bigger commitment. There’s a direct fiber just for them. No other company or customer will touch the same fiber as a direct line from our central office to their businesses. Our goal is to standardize all services in each location.”

NEXT LEVEL

“Having hardware using the 5G connection has made it a lot easier for our customers,” Gray said. “Credit card transactions are moving much faster. I would definitely recommend that other businesses partner with a trusted provider and invest in upfront research on their company’s technological infrastructure. You have to marry the internet infrastructure along with the software capabilities of any POS system. That was really important for us.”

Gray said Grayco’s success hinges on the principles of professional, friendly customer service, supporting local charities and giving back to the community. He believes his customers already feel the benefits of the recent upgrades.

“We have the kind of customer service the big box stores really can’t compete with,” he said. “We have a personal touch, and we certainly have the ability to compete with them.” ■

At home across the Lowcountry The Gray family has developed three Grayco hardware and home locations on Hilton Head, Lady’s Island and Summerville and four building and remodeling locations in Beaufort, Bluffton, Ridgeland and Augusta, Georgia.

IAs a business owner, people assume that making tough choices comes naturally to you. But I know your secret: sometimes, you wish you had an advisor, confidant or psychic who could lay out the answers for you. While I don’t have a crystal ball (yet), my years of high-level business experience and professional networking skills can help steer you in the right direction. Do you have a pressing business question or dilemma that you don’t trust Google to answer? The Biz Wiz offers quarterly advice on workplace dramas and traumas. Email your questions to info@localbizsc.com

Dear Biz Wiz:

I think an employee is stealing from me, and I’m not sure how to handle it. I say “think” because I haven’t caught them in the act, but there have been one too many missing bills from the register on their watch to call it a coincidence. Should I confront them about my suspicions or wait until I have more evidence, knowing that my business is at risk for further theft? And if I should confront them, what do I say? This person has worked for me for almost five years, and I would hate to ruin a relationship over nothing.

I’ll start by saying how sorry I am that you’ve been put in this predicament in the first place. I’ve seen how frustrating and, frankly, disheartening, it can be to realize that someone you’ve relied on is no longer (or perhaps never was) worthy of your trust. Trust your instinct to wait until you have clear, indisputable evidence that this employee is stealing before you confront them. The word “theft” is a legal landmine in itself, and the last thing you want is for this employee to bring a defamation case against you if they’re innocent. Situations like these need to be handled with almost surgical precision.

Consider installing discrete security cameras angled toward the register, or ask other employees to work shifts with the person in question (without revealing your suspicions, of course). Document every bit of evidence you have – from your business’s financial discrepancies to complaints from fellow employees – in a secure file. Once you feel you have enough documentation, seek help from outside experts. Use human resource managers, forensic auditors or law enforcement to help you develop a plan to interview and confront the employee regarding the behavior. Hindsight is 20/20, so it may be wise to draft an official company policy to reference if future situations like this one arise. Wishing you the best of luck.

SMALL BUSINESS OWNERS HAVE QUESTIONS. THE BIZ WIZ HAS ANSWERS.

Dear Biz Wiz:

We keep hearing that we should launch a podcast because it’s “good for business,” but it seems like a lot of work for little return. What do you think?

If your friends are telling you to start a podcast for your business, then guess what? You have good friends.

Podcasts are nothing new, but they’re often overlooked as a way to diversify your brand’s digital presence or to drive traffic to your business. Sharing more about your business’s niche – or your expertise – through a podcast can help you establish yourself as an expert, reach new audiences and create community connections by interviewing guest speakers on your show.

Sure, recording and editing a 20-plus-minute episode will take some extra effort on your part, but keep in mind that (a) you can repurpose your podcast content on social media, and (b) the benefits listed above are worth sacrificing an hour that would otherwise be spent watching Netflix.

We don’t want to miss an episode, so be sure to email (info@localbizsc.com) or DM (@LocalBizSC) the link to your new show. You never know – we might just feature your podcast in a future issue.

Charging my earbuds now.

Dear Biz Wiz:

My competitor is badmouthing me on social media, and I’m worried that it’s hurting my business. They’ve even started replying to comments on my posts with things like, “FYI, they’re overpriced. DM us for 20 percent off X service!” How can I make them stop?

I’m going to take a line out of every parent’s middle school playbook: “Remember, bullies are mean because they’re insecure.” The longer you’ve been in business, the more likely it is that jealous competitors will try to come at you with below-the-belt attacks.

If you sling mud in return, you’ll appear just as negative, and your customers may assume that what your competitor is saying is true. They may be liars, but you don’t need to point that out. Instead remain professional, and correct what they say without attacking them for saying it. And as uncomfortable as it sounds, it may be worth trying to get to know your competitor. Extending an olive branch demonstrates good faith and a willingness to collaborate – qualities customers are likely to notice.

While not all nasty comments are actionable, lies that fall into the category of libel (damaging lies in print) or slander (spoken words) are grounds for a lawsuit. Something like, “A customer of theirs once told me they found a nail inside of their cheeseburger,” would be slanderous if you can prove that it’s a lie. If your competitor continues to disparage you, online or off, you maybe be within your rights to take them to court. But a word of warning: a case like this might garner media attention as well.

Rooting for you in the comments section.

JAKE DYSON

LEGENDS legends FAMILY family

BY BAILEY GILLIAM

TTo many, the phrase “family business” conjures up images of small companies with a narrow focus and a stereotypical set of problems like squabbles over succession or internal power struggles. While plenty of mom-and-pop shops certainly fit that description, it doesn’t reflect the powerful role that family-controlled enterprises play in the local and world economy. Family businesses focus on resilience and can withstand more than the average corporation. And with a family-oriented approach to customer service, it’s no wonder that local family businesses have become legendary in the community. These local authorities prove that despite the struggles that come with working with relatives, family businesses can and do thrive under any circumstances.

Meet our seven family legends: the Campbell family of Optical Solutions, the Fargione family of Al & Harry’s, the Baltzegar family of Stoneworks, the Gadue family of Lincoln and South, the employee-owned Greenery family, and the Brooks family of Island Getaways.

“I don’t like the word ‘dynasty,’ but that’s what it is. It’s not just a business. There’s a lot going on in the background.”

—

A spectacular family

THIS FAMILY OF OPTOMETRISTS ALWAYS SEES EYE-TO-EYE WHEN IT COMES TO BUSINESS

THE CAMPBELL FAMILY Optical Solutions

THREE LESSONS LEARNED

WHAT THREE LESSONS HAVE YOU LEARNED FROM STARTING A FAMILY BUSINESS?

1Finding qualified, dedicated workers to help continue the growth of our practice and giving quality customer service are the two keys to success.

2Staying in close contact with all family members is necessary for continued success. Having your family around makes any problem seem smaller and more manageable.

3Concentrating on the bigger issues, good or bad, and avoiding micromanaging each situation has been something I’ve had to refine over the years, especially with my sons joining the practice.

MICHAEL JR. & KEVIN 843-681-6682

drmichaelcampbell.com

mcamp16035@gmail.com, 10 Hospital Center Commons,

Maureen, as a mother, what is the most gratifying thing about having your entire family work together?

It is so gratifying observing Michael and Kevin become professional adults. I’m so proud of how they treat their patients and respect their father.

Michael Jr., what is the biggest challenge you have overcome working with your parents that others may not experience?

The biggest challenge I have overcome is making my father and mother go on vacation while feeling and knowing that the business is in great hands. I make sure to keep the same expectations that patients have had from my parents for over 35 years.

Kevin, what’s the number one piece of advice you’d give to anyone running and working in a family business?

Value your staff as much as you can. Being a family business, you know how you treat your family members within the business, so do your best to treat other staff the same.

Timeless durability

THIS FAMILY-OWNED STONE MANUFACTURING COMPANY HAS BEEN SERVING THE LOWCOUNTRY FOR 30 YEARS

Click: hiltonheadstone.com

Call: 843-689-6980

Connect: shannon@hiltonheadstone.com, #stoneworksofthelowcountry, @stoneworkshhi

Shannon, what’s the most gratifying part of working with your family?

Our alignment and togetherness are incredibly gratifying. We are a close family; all three children are similar in age and drive. I see families that grow up and grow apart. We are stronger and more aligned than anyone could realize. We have a bond that defines a family business.

John III, what challenges have your family overcome while working together and having different positions within the company?

With kinfolk there can be problems of sibling rivalry or someone being the boss over other family members. It takes time to find out in which areas each person excels. We’ve overcome these issues. Knowing that the family can cover all bases makes our business run smoothly.

1Don’t expect if you don’t inspect. Years ago we learned you cannot entrust a company’s assets without clear oversight. Know what you own and owe. Keep tabs on the money.

2Not all situations are as bad as they may seem initially. Share the load with your work family — the more eyes and minds involved, the more help you’ll get solving the problems.

3Don't rush. When I was younger, I wish someone had told me that slow and steady means a lot. Make a plan and work it. — John

Baltzegar III

Shannon, what is one piece of advice you’d give to others wanting a successful business career?

Our bond and any successes we have achieved together come from our values rather than our business sense. And this is learned at home.

MEET JOHN IV, SHANNON, JOHN III & BRIAN

THREE LESSONS LEARNED

THE BALTZEGAR FAMILY

WHAT THREE LESSONS HAVE YOU LEARNED FROM STARTING A FAMILY BUSINESS?

StoneWorks

Built to last

THIS HUSBAND AND WIFE WORK TOGETHER TO CREATE ONE-OF-A-KIND FURNITURE PIECES

THE FARGIONE FAMILY

Al

THREE LESSONS LEARNED

1Everyone has different gifts and talents. Use that knowledge to delegate each person's job. It helps things run smoother to accept you can’t do everything yourself.

2Know that you want a family business but also be sure your family wants the same thing.

3Know that God is on your side. Do what you know, and He will show you the rest. Trust in that.

Click: alandharry.com

Call: 843-757-5999

Connect: alharryfurniture@gmail.com, #Al&Harry’s Come in: 20 Calhoun Street, Bluffton

What’s the most gratifying thing about working with your family?

We enjoy being together as a family and spending time with each other. When it comes to working together, it's fun to bounce ideas back and forth and come up with solutions together. It gives me great joy to see pieces go from design to concept and then from build to finished product – seeing the process and knowing we all had a part in creating something together.

What’s the biggest challenge you’ve overcome as a family business?

Knowing that the business affects us all financially and emotionally is a challenge we’ve had to learn to accept and overcome. You live and breathe the business, but it doesn't seem like work if you love what you do.

What’s one piece of advice you’d give?

If you know in your gut that you should be doing something, just jump in and give it everything you have. It may be a lot of work, but it’s worth it.

MEET JOE & ALISON

& Harry’s Home Fashions

WHAT THREE LESSONS HAVE YOU LEARNED FROM STARTING A FAMILY BUSINESS?

Brewing up success

THE GADHUE FAMILY

THREE LESSONS LEARNED

WHAT THREE LESSONS HAVE YOU LEARNED FROM STARTING A FAMILY BUSINESS?

1You can't call in sick in a family business. They know where you live. So be honest, treat people fairly, and show up on time. That’s how you build people's trust. Create a comfortable culture for everyone involved.

2The mental toughness shown by my grandfather (Tom's father) has been passed down to us and has been the most significant help. We don't quit. Determination is the key to success.

3Trust your gut instincts and don't stray from them. We had a vision and inspiration that we felt needed to come to fruition. We made it happen and strive to create the best product possible every day.

What is the most gratifying thing you’ve experienced as a fatherson duo in business? We have been a team for so many years, working on so many different projects, that we really know each other's strengths and can capitalize on them. We are lucky to have come together as father and son to create such a great team.

What is the biggest challenge you have overcome together? Dealing with the generational gap has been the biggest challenge. Each generation goes about things a different way.

What is one piece of advice you’d give to others wanting a successful business career?

Always ask the question "What's next?" Build a business that inspires what is possible. Never give up. Our determination was as strong as our inspiration. Most people would've quit, but we just kept going.

THIS FATHER-SON DUO BOND OVER VERMONT-STYLE CRAFT BEER

Lincoln & South Brewing Company

They’ve got the drive

THIS AUTO REPAIR SHOP CARES ABOUT YOUR FAMILY JUST AS MUCH AS ITS OWN

THE HEAD FAMILY

THREE LESSONS LEARNED

WHAT THREE LESSONS HAVE YOU LEARNED FROM STARTING A FAMILY BUSINESS?

Click: handhautoservice.com

Call: 843-681-8384

Connect: hhautoserve@hargray.com

Come in: 35 Hunter Road, Hilton Head

Bill, as a family business owner, you are focused on customers and relationships. What is the most gratifying part of customer service? Building relationships with our customers is the most gratifying experience. We treat our customers and employees like we would want to be treated. Our friends became our customers, and our customers became our friends. We have owned H&H for 30 years and have customers whose grandparents, children and grandchildren have all come to us. I have received calls from a husband diagnosed with a terminal disease, and he will say, “take care of my wife’s car for me.” And we do. That's why we won the Hilton Head Island Chamber Award for "Small Business of the Year."

1You can’t do everything on your own. We built a team by hiring the best technicians and service writers. We also encourage continued education so that everyone on our team can live up to their highest potential.

2Large automotive franchises focus on the bottom lines and their profits, whereas we focus on customer service and retention. People go to businesses they know and trust. Be that trust.

3Follow your passion. I loved cars and bought my first car when I was 14. No one encouraged me to make a living working on cars. You don’t always have to go to college. Hard work and perseverance will help you achieve success. I still love cars and working on them.

Do you have different challenges as a family-owned business? How do you deal with these challenges? Being selfemployed and responsible for employees and daily operations can be allconsuming. Initially, I worked seven days a week and held long hours away from my family. I recall a time when my son was a Boy Scout and wanted to stay overnight at a Boy Scout camp near Charleston. My wife and daughter took him with the other Scout “dads.” They stayed with one of our customers; he shared his tent with them. And I realized my focus had to be my family first. I encourage my employees to put family first, too.

What advice would you give other business owners looking for solid customer relationships? Honesty and integrity are critical. Value your customers and build relationships based on safety, dependability and pride of ownership.

MEET BILL, VICKI, MICHAEL, WHITNEY & EMMA

H&H Auto Service

Life is greener

THE GREENERY FAMILY

THREE LESSONS LEARNED

1Learn to let go. With any business, it is hard to let some traditions go that may harm the company. Some of the things we have done in the past that were successful for many years are not now. When you come to that realization, make the change sooner than later.

2Treat others how you want to be treated, a.k.a. “The Golden Rule.”

It is pretty simple, and it works for family as well as co-workers, customers, vendors and anyone else you run into. If you want to be a successful business that lasts long-term, this is an essential rule to be followed.

3Concentrate on what the company does really well and that provide great returns. Don’t chase other work that may not be as profitable.

Lee, your parents started the family business, it transitioned to employee-owned. As CEO, what is the most gratifying thing about this process? The most gratifying thing, undoubtedly, is seeing people grow within our company and have successful careers. It’s also nice to see someone that may not have pictured themselves retiring from work do so in a pretty comfortable financial position.

What would you say is the main challenge in running an employee-owned (ESOP) business?

I think the biggest challenge of running an employee-owned business is that it has more to do with teaching the employees how they stand to benefit from an Employee Stock Ownership Plan (ESOP). We try to show how they can influence the success of the company, which in turn benefits them in the long run. If the value of the company goes up, then their retirement account goes up.

What piece of advice would you give to others aspiring to go employee-owned?

The most important thing about operating a successful business is surrounding yourself with good people and building a good team that has a strong sense of ownership in the company.

THIS FAMILY BUSINESS TURNED EMPLOYEE-OWNED KEEPS THE VALUES ON WHICH IT WAS BASED.

WHAT THREE LESSONS HAVE YOU LEARNED FROM STARTING A FAMILY BUSINESS?

(with over 700+ employee owners) The Greenery, Inc.

Home is where your family is

THIS VACATION RENTAL COMPANY’S FAMILY PUTS OTHER FAMILIES FIRST

THE BROOKS FAMILY

WHAT THREE LESSONS HAVE YOU LEARNED FROM STARTING A FAMILY BUSINESS?

THREE LESSONS LEARNED

1There are no guarantees. No matter how well the business is doing, some things are out of your control. The recession and Hurricane Matthew showed us that you should not take anything for granted.

2The pandemic introduced unprecedented challenges for the entire planet, but particularly for families. We were fortunate to spend the height of the lockdown with our whole family and reflect on our appreciation for what we have. It also allowed us to focus on the company's future and brought Archer on board, adding a third generation to Island Getaway Rentals.

3You are more capable of overcoming adversity than you think. The world is going to keep spinning regardless. Staying positive and using the support of your family and friends will get you through just about anything.

What’s the most gratifying thing about working with your family?

The opportunity to spend time with the people you love and watch the bond you have formed advance to the next level. Working together has caused the support and respect for one another to increase dramatically.

What is the biggest struggle you’ve faced as a family business that other businesses probably haven’t had to experience? What advice do you have for overcoming this struggle?

Transitioning from one generation to the next is challenging. Our company was founded by John Waddy, Sarah’s father, in the 1980s. In 1997, he approached us about moving to Hilton Head and eventually taking over the reins. And eight years later, we purchased Island Getaway, making it a secondgeneration business. Studies show that roughly 60 percent of family businesses make it to the second generation and only 10 percent to the third. History and emotions run deep in every family, but to succeed, everyone needs to be on the same page and work together for a common goal.

What is the most important thing to remember when running a business?

Your reputation is the one thing that you have complete control over. The majority of people will forgive but not forget. If you always do the right thing, they won’t have to do either.

Island Getaway Rentals

Five tips from a successful businesswoman

FORMER PROCTER & GAMBLE EXECUTIVE SHARES HER TIPS FOR SUCCESS

BY EDDY HOYLE

AAnn McBrien joined Procter & Gamble right after college, and her tenure there lasted 20 years. She not only worked her way up in the ranks to become Vice President Sales of Global Health Care, she earned the distinction of becoming the first female Vice President of Sales in the history of the company.

After leaving Procter & Gamble, McBrien acquired OT Overtime from Procter & Gamble and served as co-founder and CEO for the next five years.

In 2007 McBrien founded her own company, AM Marketing & Sales Concepts, which helps businesses build capabilities in the areas of sales, marketing and business strategies and specializes in personal and business coaching.

She has served on the boards of Marriott International, NXT Nutritionals and Michelle’s Miracle Inc. McBrien originally hails from Champaign, Ill., and is a graduate of the University of Illinois at UrbanaChampaign, where she earned a bachelor of science in finance.

Her ties to the Lowcountry started 43 years ago when she took a part-time summer job as a cocktail waitress with Pool Bar Jim at the Hilton Head Inn in 1980. “I was a cocktail waitress on the beach. It doesn’t get any better than that,” she said. “The island sure has changed since then,” she added.

Four years ago McBrien and her husband, Ed, built a permanent home in Sea Pines after being parttime residents for 20 years. “We always intended to end up here,” she said. She now has the time to enjoy tennis and golf, and she enjoys spending time with her two children who live in Atlanta. Her son, Matt, is getting his master’s degree at Georgia Tech, and her daughter, Katie, works for Coca-Cola United.”

HERE ARE HER TIPS FOR SUCCESS

1. Love it or leave it. “Love what you do, and if you don’t, do something else,” McBrien said. “It’s your life, and work is a big part of it. You should be happy doing whatever you do.”

2. Remember what’s important. “Remember what is important today in your life,” she stated. “Take time to step back and regroup. Be aware and acknowledge what’s really important – whether in life or in business. What are your real priorities?”

3. Listen (it’s harder than you think). Successful people know how important it is to surround themselves with great people, McBrien explained. “But really listening to the great people you surround yourself with is what’s important,” she said. “This is hard. It’s hard to really listen – and hear –so you can understand intent and feedback.”

4. Laugh out loud. “We need to be able to laugh at ourselves,” McBrien said. We all make mistakes, and humor is a way to acknowledge that, she explained. “It’s important to stay focused, but we should allow ourselves to laugh too,” she said.

5. Love it or leave it. “Start and finish with that!” McBrien emphasized. ■

Local since 1980 Ann McBrien is shown with her children, Katie and Matt, after the Turkey Trot; with her husband Ed at Wimbledon; and with Matt at the ACC Cross Country Championships at Virginia Tech.

Agree to disagree Sanford and Son was a popular 1970s sitcom about a father, Fred, and son Lamont's business partnership. Fred referred to the business as "the empire," and Lamont referred to the business as "Fred Sanford's Junkyard."

Keeping it in the family

SOME OF OUR FAVORITE TELEVISION FAMILIES HAVE ADVICE TO SHARE

FFamily business is big business. According to the Conway Center for Family Business, about 35 percent of Fortune 500 companies are family-controlled and represent the full spectrum of American companies, from small businesses to major corporations.

Family businesses are so ingrained in our culture, they are the theme of many popular television shows. Who can forget the episode of Sanford and Son when Fred answered the phone at his junkyard “Fred’s escort service and/or junkyard?” The enterprising Fred Sanford, played by Redd Foxx, ran a newspaper ad for an escort service to make the phone ring at his junkyard business.

Catch up on some smart family business-themed shows and see what Mama Odie has predicted for you this quarter. We even threw in a smarter way to travel. ■

At your service Advertising worked for Fred Sanford. A print ad, albeit misleading, made the phone ring off the hook at his junkyard business. His son was not impressed.

Enjoy the ride

DO YOU NEED AN EXECUTIVE COACH OR AN EXECUTIVE COACH?

WWhen you hear the term “executive coach,” you may think of someone who works with business leaders to help them increase their personal and professional performances. According to the global research company IBIS, the executive coaching industry in the U.S. is over $15.2 billion. It is big business and has been proven to improve leadership performance.

But “executive coach” has a new meaning in the Lowcountry and also can improve performance. Platinum Executive Coaches recently launched a premier transportation service, leaving no detail unattended. The spacious, eight-passenger cabin is tricked out with high-speed Wi-Fi, Apple TV, entertainment, screen mirroring and surround sound.

But it’s not just for fun and games. You can work while you ride with the laptop stations and USB charging ports. Imagine projecting your presentation to an important client in the back of a Mercedes coach on the way to an event or meeting. This is networking and multi-tasking at its finest. Enjoy the ride. ■

It's Show time!

13 MOVIES AND TV SHOWS ABOUT FAMILY BUSINESSES

GODFATHER

Adapted from the 1972 best-selling novel by Mario Puzo, The Godfather is a film based on a fictional New York Mafia family. After Don Vito Corleone’s youngest son, Michael (Al Pacino), joins the Mafia, he soon learns the dangers and violence that come with the family business. Michael is thrown into the fire between his father’s traditional ways and the new threats to the business.

THE CROWN

The Netflix original follows the life of Queen Elizabeth II from the death of her father, King George VI, to the modern times. The series showcases romance, political issues and personal tribulations that shaped her ruling over Great Britain.

BOB’S BURGERS

In this animated sitcom, Bob Belcher is a thirdgeneration owner of Bob’s Burgers. The show features Bob, wife Linda and their three kids as they explore what it is like to own and run a restaurant as a family.

SUCCESSION

This HBO sensation centers on the Roy family, the owners of Waystar RoyCo, a global media and entertainment conglomerate. The children are fighting for control of the company as the health of the family’s patriarch, Logan Roy, is deteriorating.

ARRESTED DEVELOPMENT

This Emmy award-winning and Golden Globe-nominated comedy series, Arrested Development shows how Michael Bluth takes over the family business after the imprisonment of his father. However, the rest of the family has been spoiled by wealth, making his job harder than usual.

BLOODLINE

An American Netflix original thriller drama series involving a well-off family in the Florida Keys that has many dark secrets. The siblings are heirs of a beautiful inn that has been in their family for 50 years. It is their childhood home with many great memories, but the deep dark past holds many untold tales, all combined to make the future very uncertain.

HOUSE OF GUCCI

A 2021 American biographical crime drama film based on the 2001 book The House of Gucci: A Sensational Story of Murder, Madness, Glamour, and Greed by Sara Gay Forden. The film follows Patrizia Reggiani and Maurizio Gucci as their romance transforms into a fight for control of the Italian fashion brand Gucci.

SANFORD AND SON

DYNASTY

This is a modern reboot of an American prime-time soap opera that follows the Carringtons and the Colbys, two of America’s wealthiest families. The series follows the feud of control over their fortune and their children. Not only is the glitz and glam of extreme wealth portrayed in the series, but the dark truths behind backroom deals are revealed.

EMPIRE

King of the hip-hop industry and CEO of Empire Entertainment, Lucious Lyon has come down with a medical diagnosis that has left the heir of his company uncertain. The decision has to be made between three of his sons: a gifted musician who cares for fame over hard work; an embarrassment of a son due to sexuality; or a business-minded son who is in need of constant approval.

BILLY MADISON

Billy Madison, a spoiled, rich, day-drinking partier, must learn to grow up in order to be the next owner of Madison Hotels, a Fortune 500 chain founded by his father, Brian. Billy must earn the respect of his father by repeating all 12 years of school in 24 weeks. If he fails to pass, the business will be passed onto devious Executive Vice President Eric Gordon.

THE KINGS OF NAPA

The highest-rated half-hour series during the late 1970s , it is about a junk dealer Fred Sanford and his son, Lamont. Sanford can be argumentative at times and attempts to keep his son from leaving through false notions such as heart attacks. The series shows the misadventures of a father-son duo.

Set in the luscious Napa Valley, The Kings of Napa have made their success through a family-owned vineyard. After the abrupt exit of the patriarch, the three children must find a way to grasp what it is like ruling a kingdom.

TOMMY BOY

A 1995 American buddy adventure comedy film. It tells the story of a socially and emotionally immature man who learns lessons about friendship and self-worth, following the sudden death of his industrialist father.

Q2 BusinessScope

WHETHER YOU'RE LOOKING FOR WORK, A RAISE, OR A PROMOTION, LOOK TO THE STARS TO FIND OUT WHERE YOUR PROFESSIONAL LIFE IS HEADED.

Aries

Patience, Ram – though we know that’s not your strong suit. Your best-laid plans may need to be tweaked or deferred for a couple of weeks, so now’s a good time to get serious about those morning meditations. You’re likely to encounter some roadblocks this quarter, but these short-term stalls could be blessings in disguise. You may be forced to pump the brakes or take an alternate route you hadn’t considered before, saving you a potential crash-and-burn disaster later.

Taurus

Cleanup, cleanup, everybody, everywhere--that takes you back, right? You’re getting into the spirit of “spring cleaning” this quarter, but your urge to prioritize and organize extends beyond the old Post-It notes and paper cups on your desk. Start chunking your work, build a morning routine, or lock distracting apps –whatever helps you stay focused and on-task.

Gemini

Don’t forget to send those follow-up emails. When it comes to making connections this quarter, there’s no time to take a cavalier “let’s wait to see what happens” approach. If you act fast, you’ll have the chance to form some once-in-a-decade alliances. But if you drag your feet, the other person could mistake your intentions for the stereotypical Gemini bait-andswitch. Trust your instincts, and if all feels right, schedule that coffee chat as soon as possible.

Cancer

Some species of crabs have the ability to switch shells when they outgrow them, so make like a hermit crab and ditch what no longer serves you. Both Q2 and Q3 will be seasoned with make-or-break moments, which is why you can’t have anything holding you back now. Say goodbye to your fake friends, be wary of onesided work agreements, and sort through the personal baggage that’s been weighing you down – whatever helps you put negativity in the past so you can focus on the road ahead.

Leo

You’ll catch more flies with a purr than a roar. Although you may be tempted to “release the beast” this quarter (can’t anyone do anything right?!), a little emotional regulation will go a long, long way. Catch yourself before you rake anyone over the coals. Rather than assuming people should “just know” what you want, see what happens when you spell out your desires.

Virgo

When it comes to sealing the deal on a lucrative project or heavy-hitting partnership, listen carefully to what's not being said. Your sign has an excellent read on people, and if you ask the right questions, you’ll be in a good position to create a real win-win situation. Use your savvy senses to also ferret out new investment opportunities or ways you can earn more money this year. You're extra strategic this quarter and might even be fearless in moving forward with a funder or contacting a high-status VIP.

Libra

Now here’s something you can (finally) take to the bank: If funds have been tight due to erratic work conditions or a big expense, you’ll be able to find a way forward. As the saying goes, necessity is the mother of invention. While the post-holiday spending slump might have gotten you down in Q1, a wake-up call to focus, prioritize and remember your values (and value!) will pick you back up again in Q2.

Scorpio

Got your wires crossed? You are known for making bold moves, but you might want to think twice about sending that sensitive email this quarter. Maybe it’s the pollen, or maybe it’s the cosmos, but you’ve got a bad case of brain fog this quarter, and things are almost bound to get lost in translation. If you’re initiating an important conversation, take extra precautions with your words – or better yet, hold off until the communication gods favor you once again. There's a strong likelihood of being misunderstood or experiencing unnecessary conflict.

Sagittarius

Have you been strung a little tight lately, Sag? It’s barely spring, but you’re already dreaming of slipping your feet into the sand, soaking up that summer sun, and listening to the waves crash against the shore. You can hear it, right? Oh – our bad: that’s just your office swamp cooler. Either way, a spontaneous “spring break” getaway might be all you need to feel relaxed, refreshed, and inspired again.

Capricorn

Many results-driven Capricorns feel the pressure to be the GOAT – literally. While giving something your all isn’t inherently bad, your sign tends to set impossibly high standards, then pours every ounce of energy you have into meeting them. This quarter the stars encourage you to lean into your urge to go home and spend time with your family at a normal hour. Your relationships should be your primary focus this quarter, as a strong support system will only help you meet the goals you strive for.

Aquarius

All hands on deck! You’re running a tight ship this quarter, and you need all the help you can get. It’ll be easy to get swept up in all you have to do this spring, but that doesn’t mean you’ll have to do it alone. Some exciting new partnerships could form over the next few months, so be sure to schedule those one-on-one lunches or attend a networking event. Will your calendar be crowded? Yes. But will you regret signing up for that mentorship program? Absolutely not.

Pisces

Who says spending too much time on Pinterest is a bad thing? You don’t need to be planning a wedding or renovating your house to build an epic mood board. Your dreamy sign is in full manifestation mode this quarter, so be sure to write down any goals you have for the next few months. Chances are, opportunities will present themselves to bring your vision to life.

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A FAMILY BUSINESS THAT IS ALWAYS IN GOOD SPIRITS

BY IWANA BEVVIE

BBacardi Limited is one of the largest privately held, family-owned liquor companies in the world. You are probably familiar with Bacardi rum but may not realize they have a portfolio of more than 200 brands and labels. Bacardi was founded in Cuba in 1862 and has been family-owned for seven generations. Facundo Bacardi Massó founded the company with his son and brother-inlaw in 1862, and today the company sells over 200 million bottles worldwide.

ONE STEP AT A TIME

BACARDI THE CLASSIC MOJITO

INGREDIENTS

• 1 1/2 ounces Bacardi rum

• 3/4 ounce lime juice

• 12 fresh mint leaves

• 2 teaspoons extra fine sugar

• 3/4 ounce club soda

• 1 sprig fresh mint

1 SQUEEZE

STEP

Take the lime wedges and squeeze them in the glass. Gently press together the limes and sugar.

CHURN

GARNISH

Add mint to glass, and press with bar spoon to release oil.

Next, half fill the glass with crushed ice, add the Bacardi rum and stir.

Top with crushed ice, a sprig of mint and club soda.

STEP 4

STEP 3

STEP 2 PRESS

Fun stuff

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YOU'VE WORKED HARD. NOW LAUGH A LITTLE.

Do you have a funnier punchline? Now is your chance for 15 minutes of fame. Email a better caption to info@localbiz.com, and we’ll share the best submissions on social media.

MENSA MONDAYS

Start your week off right by correctly answering a fun and challenging question on LOCAL Biz’s Facebook or LinkedIn pages (LocalBizSC). Questions are similar to those on the Mensa Admission Test, so be sure to have a pen and paper handy. You will definitely need to write down your thoughts to figure out the correct answer.

"Remember as far as anyone knows we're a nice, normal family."

"Some family trees bear an enormous crop of nuts."

-Wayne Huizenga

"The secret of a happy marriage remains a secret."

-Henny Youngman

"Siblings that say they never fight are most definitely hiding something."

-Lemony Snicket, Horseradish

LOCAL Biz B2B Marketplace

Welcome to the LOCAL Biz B2B Marketplace. This section was created to help local businesses do business with each other. We are appreciative and proud of every LOCAL Biz advertiser — they are leaders in their industries, and they chose LOCAL Biz as an investment in their growth.These companies and professionals have a lot to offer, and we hope you will consider them when making your purchase decisions.

Al & Harry’s Home Fashions alandharry.com

AlphaGraphics alphagraphics.com

Atlantic Investment Advisory Group atlanticinvestorshhi.com

The David Dale Team at EXP Realty DavidDale.com

Custom Audio Video custom-audio-video.com

Don Ryan Center for Innovation donryancenter.com

Eagle Creations eaglecreations16.com

Equity Payment equitypayment.com

The Greenery thegreeneryinc.com

Harbour Health Insurance Solutions hhisolutions.com

H&H Auto Service handhautoservice.com

H&R Block hrblock.com

Hargray hargray.com

Island Getaway Rentals islandgetaway.com

KML Computer Services kmlcs.com

Lincoln & South Brewing Company lincolnandsouth.com

Optical Solutions drmichaelcampbell.com

Savannah/Hilton Head International Airport savannahairport.com

SCORE SC Lowcountry sclowcountry.score.org

Smart Marketing Communications smartmarketingcommunications.com

StoneWorks hiltonheadstone.com

Property Owner Lists

Your direct mail will reach the right audience with the most accurate and targeted specialty mailing lists and targeting strategy.

bruce@propertyownerlists.com

843-301-3788

propertyownerlists.com

Expand your business

Does your payment system offer contactless transactions, POS, a broad range of payment options, e-commerce and mobile transactions, all with personal service? Equity Payments does.

support@equitypayment.com

843-628-0505

MakeMoney@EquityPayment.com

Eagle Creations

Looking for a specific item or just browsing for ideas? We are your one-stop shop for promotional products and business gifts. With thousands of selections, Eagle Creations offers branded merchandise to fulfill all of your needs.

843.422.3372

Visit our new showroom at 2935 Argent Blvd, Suite B, Ridgeland.

eaglecreations16@gmail.com

843-422-3372

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400 Main Street

Turnkey executive office suites from $450/ month. Many include wifi, utilities, cleaning. Parking and close to Main Street Village.

400 Main Street, Hilton Head 843-681-6800

HiltonHeadLongTermRentals.com

LocalBiz Magazine

Reach 15,000 Lowcountry business decisionmakers by advertising in this magazine. All packages include digital and social media as well as complimentary ad design.

Info@WeAreLocalBizSC.com

843 -802-2258

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Family business is big business

HOW TO STRUCTURE FOR SUCCESS

TThe number of family businesses is so big that Harvard Business School offers programs, courses, research and training to help families navigate the complicated waters. John Davis, author and senior lecturer at Harvard Business School, advises starting with governance and organizational structure.

DAVIS SUMMARIZES THE MODEL AS FOLLOWS:

The family council sets policy for the family and recommends policy that concerns the family to the board (e.g. policy about family employment in the business). The board of directors sets policy for the business and also may make recommendations to the family council in matters that concern the business. These boards and family councils will ideally coordinate their work, but they should not step into each others' domains.

Source: Credit Harvard Business School

Shareholders Meeting

Top Management

Board of Directors

OWNERSHIP