CoVaBiz Magazine April/May 2017 by VistaGraphics

THE Business Magazine Of Coastal Virginia C O VA B I Z M A G A Z I N E

Â®

APRIL /MAY 2 017

THE BUSINESS OF

VOLUME 1 ISSUE 6

TOURISM IN COASTAL VIRGINIA

COVABIZ

WHITE

PAPERS

LOCAL BUSINESS LEADERS

SHARE AUTHORITATIVE ADVICE

TOURISM | MINORIT Y BUSINESSES | W H I T E PA P E R S |

MINORITY BUSINESSES WITH MAJOR IMPACT

PLUS

FR ANKLIN BUSINESS CENTER

DAY IN THE LIFE BRYAN RAMSEY DESIGN DRESS FOR SUCCESS POPS OF COLOR MEET AND EAT BELLA MONTE

SPECIAL SECTION

CORPORATE OUTING GUIDE TOP SPOTS FOR TEAMBUILDING

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Web Design Services | SEO Reputation Management | Mobile Apps Social Media Management | SEM

For more information contact: William Warford

757-422-8979 ext. 152 william@vgnet.com

A DIVISION OF VISTAGRAPHICS, INC.

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FEATURES

28 Minority

Businesses, Major Impact Five local entrepreneurs discuss overcoming obstacles, achieving success and using their tenacious zeal to make a difference.

35 The Business of

Tourism in Coastal Virginia A look at the effects of tourism on Coastal Virginia’s economy, community and quality of life—and what new developments will strengthen this thriving industry.

DEPARTMENTS 6

Publisher’s Note

Editor’s Note

BIZ REPORT

18 Pencil It In

Updates on new jobs, promotions, honors and awards.

C O VA B I Z

24 Day In The Life From planning large estate gardens to landscaping for businesses, Bryan Ramsey Design is steadily growing.

26 Family Business Mother and son real estate agents Kathleen and Alex Hazelwood work together to match clients with homes they adore.

ASK THE EXPERT

22 Business Travel How can I improve my travel experience?

Bella Monte. Trending topics and business news.

for startups, expanding ventures and local professionals looking to boost their entrepreneurial spirit.

20 On the Move

14 Meet & Eat 15 The Watercooler

Outing Guide

Upcoming business and networking events.

A recap of recent networking events. Creative ways to upcycle common office items.

One Buck at a Time: An Insider’s Account of How Dollar Tree Remade American Retail.

Pop goes the color.

13 Five Tips

44 Corporate

17 BIZ Book Review

10 Dress for Success 12 Networking News

SPECIAL SECTIONS

BEYOND THE BIZ

23 Better Your Biz

CREATED IN COVA

26 Earthy Child.

The Franklin Business Center provides a bright future

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The faces behind Cova Biz

Freelance Writers

Barrett Baker is Creative

Content Director at Raoust+ Partners and Senior Writer/Editor at 2BCreative, providing freelance copywriting and editing services.

Chris Jones is a freelance

writer and editor and co-host of Convocation Radio, a weekly radio show based in Norfolk. He lives in Williamsburg with his wife and children. When he’s not writing, he’s playing endless rounds of Candyland with his competitive 4–year-old son.

Stack your memories, one ring at a time.

Jamie McAllister is a

freelance writer in Virginia Beach. In addition to writing for publications, she also works with corporate and nonprofit clients. Visit her online at McAllisterWE.com.

757.200.0609

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PubLisher’s Note

Experiencing Our Economic Development

hen the term “economic development” is brought up, especially in a business magazine, most thoughts will run to a desired lift in our local economy from such things as a new employer coming to town, investment in new infrastructure such as support for a medical center or technology center or even new transportation corridors (such as light rail) to boost investment around it. In this issue, however, we look at a different type of economic development: tourism. We have been a part of this industry for over 30 years, publishing seven destination marketing titles in Coastal Virginia. On many fronts, tourism is the best kind of economic development. We bring visitors to our region, encourage them to empty their wallets and then send them home. The investment in this type of development is relatively low, and the return is high. Visitors don’t require many of the same city services that residents need. We don’t have the expense of educating their children, building them libraries or supporting their neighborhoods with city water, sewer, trash pick-up, etc. In areas where tourism is one of the top economic engines, the quality of life is high, and the property tax rate is low. In Virginia, tourism is our fifth largest private employer, generating 222,000 jobs annually. It’s unfortunate that many residents resist investment in tourism simply because they don’t understand (or believe) that tourism, as an industry, is what adds to their quality of life and even the quality of their schools while keeping their property taxes down. They often speak against the “expense” without considering the return. So how do we invest in this type of economic development? One important way is continuous product development. In our area, that may take the shape of a new arena in Virginia Beach, a new outlet shopping complex in Norfolk, a new roller coaster at Busch Gardens or new events anywhere in the region. Undoubtedly, this new product development also contributes to the quality of life for all residents. To learn about the new projects and other tourism development underway here in Coastal Virginia, we turned to the real experts. We contacted 10 tourism leaders from the region to get their insight on new developments, marketing initiatives and tourism trends, as well the ways in which cities work together to boost tourism for our region as a whole. It’s an exciting time to be in Coastal Virginia, to experience and benefit from the diverse tourism product available from Virginia Beach’s shores to Williamsburg’s rich history.

Randy Thompson, Publisher 757-422-8979, ext. 101 Randy@vgnet.com

C O VA B I Z

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Virginia Beach’s Premier Private Club for Business Professionals State-of-the art amenities for meetings and private functions

Renowned for hosting special events ranging from 10 to 200 people

Exclusive, private dining facility with an elegant, yet relaxed setting

Barbara Lewis, President & Founder Brian Bierma, General Manager Photos by Ramone

Town Center City Club

222 Central Park Ave. #230 • Va. Beach, VA 23462 757-490-8317 • TownCenterCityClub.com

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EDITOR’S NOTE

COMING ATTRACTIONS

Exploring The Main during a hardhat tour offered in February.

carefully step over drop cloths and electrical cords scattered on the floor of Hilton Norfolk The Main during a hardhat tour offered in February. All around me, a construction crew is steadily working, each with a different task, from drilling and hammering to carefully placing hand-cut, wooden tiles together piece by piece to create what will eventually be a floor in the rooftop garden lounge, Grain. And today, even though the paint is still wet in some places and ladders are propped up around nearly every corner, it’s obvious that the vision and detail going into this project is going to have a big effect on the city I’m proud to call home. That’s the thing about tourism. Cities are continually thinking of creative ways to engage visitors with new attractions, and residents can benefit from those projects and developments, whether it’s experiencing something firsthand for fun, like the Toast the Coast beer, wine and shine trail, or gaining in the long run by the many ways that tourism boosts a city’s economy and

community. In this issue, we focus on Coastal Virginia’s tourism industry and the ways that the cities work together to promote our region as a whole (page 35). We also learn about some upcoming attractions for each area that are sure to draw the crowds. Also in this issue, our minority business feature highlights five local, minority-owned businesses that are making major impacts in Coastal Virginia (page 28). These business owners share the challenges they had when first getting started, how they’re growing their businesses and giving back to their communities, as well as advice for other minority business owners who are just getting started. And finally, we share advice for adding color to your wardrobe, lend some tips on upcycling office supplies, gain some insight on what it’s like working as a mother/son team in real estate, learn how startups can benefit from the Franklin Business Center, and get the dirt on Bryan Ramsey (no, really, his passion is landscaping and horticulture). From enthusiastically awaiting the completion of new developments to discovering how entrepreneurs overcame the obstacles of getting started, this issue celebrates just a few of the faces, businesses and coming attractions that make Coastal Virginia a place we can be proud to call home.

Angela Blue, Editor-in-Chief Angela@CoVaBIZMag.com

Corrections In our January/February Best Places to Work feature, PRA Group’s founding year should have been listed as 1996 instead of 1966. 8

C O VA B I Z

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About us THE Business Magazine Of Coastal Virginia ®

1264 Perimeter Parkway, Virginia Beach, Virginia 23454 757-422-8979 • www.CoVaBIZMag.com

meeting local borrowing, community, and economic needs.

Publisher Randy Thompson Editor-in-Chief Angela Blue Senior Editor, Special Sections Melissa M. Stewart Assistant Editor, Web Ryan Miller Contributing Writer Barrett Baker, Chris Jones, Jamie McAllister

Sales

Vice President of Sales & Distribution Paul Brannock

Account Executives

Frank E. Moore, Kathy Talmage Contributing Account Executives Christie Berry, Lori Conti, Tony Conti, Brenda Whitlow Customer Service Representative Kiara Davis Lead Sales Graphic Artist Paul Cenzon

Production

Vice President of Production Holly Watters Creative Director David Uhrin Associate Art Director Matt Haddaway Client Relations Manager Stacy Graef Contributing Designers Josh Haralson, Stephanie Martinec, Christina Sinclair, Kaye Ellen Trautman, Brian Woelfel

MEMBER

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EQUAL HOUSING

LENDER

Web Design and Development

Web Creative Director Chris Murphy Senior Web Developer Brandon Litchfield Web Developer Caleb Whitehead SEO Analyst Michael Saks Internet Marketing Consultant William Warford

Marketing

Director of Marketing Lisa Davenport Web Marketing & Promotions Manager Kathryn Kelly Online Content Editor Rebekah Conley

Photography

Director of Photography & Photo Editor Jim Pile Photo Editor Corey Watson Contributing Photographers Angela Blue, David Uhrin Circulation Manager George Carter Special Events & Style Coordinator Pamela Hopkins COVABIZ Magazine is published by

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Branding Your Business One Bottle of Water at a Time.

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Reproduction or use of editorial or graphic content without permission is prohibited. Opinions in the magazine are those of the authors and do not necessarily represent management views. Contributing photography supplied by Thinkstock.com memberships: Ghent Business Assoc., Olde Towne Business Assoc., tidewater builders assoc., virginia peninsula housing & builders Assoc., Hampton roads realtors assoc., Virginia Beach Restaurant Assoc., RETAIL ALLIANCE, Hampton roads chamber, Virginia Peninsula chamber, Eastern shore of virginia chamber, Franklin/ southhampton area chamber, isle of wight/smithfield/windsor chamber, williamsburg area chamber, glouCEster county chamber, york county chamber, williamsburg area association of realtors

For advertising and sponsorship info: Please contact Frank Moore at 757-213-2491or at frank@Covabizmag.com

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Biz Report dress for success

Tie: Zianetti Italian Silk Collection, $35. Pocket Square: Handrolled silk foulard, $15. Both from Benton-Knight, Ltd., Hampton.

Pop Goes the Color

hen going from one meeting to the next, day after day, week after week, getting dressed is task we tend to put on autopilot. When this happens, we often end up donning a palette of black, white and grey—always classic but a little mundane. Spring brings the perfect opportunity to experiment with bright pops of color to add a little zest to our workwear. From brightly hued handbags to peppy pocket squares, here are some ways to add subtle shades to your attire while maintaining a professional style.

Pocket Square: Hand-rolled silk yellow and blue geometric pattern, $15. From Benton-Knight, Ltd., Hampton.

C O VA B I Z

Dress Shirt: 80’s 2-ply, non-iron, tailored fit, 100% imported combed cotton pinpoint oxford lavender dress shirt, $65. Tie: Silk red and blue geometric pattern, $35. Both from Benton-Knight, Ltd., Hampton.

Dress Shirt: 80’s 2-ply, noniron, tailored fit, pinpoint oxford blue dress shirt, $65. Tie: Bruno Piattelli silk orange tie with blue stripes, $35. Both from Benton-Knight, Ltd, Hampton.

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Biz Report | dress for success

to manage your finances and keep more of what you earn.

Are You Receiving Creative Ideas From Your Advisor?

Purse: Dolce Linea genuine leather top zip tote by ILI New York, $95. Scarf: Multicolored KK scarf, $22.50. Necklace: Tagua slice necklace; 100% organic, 100% sustainable, $29.50. All from Cricket, Hampton.

Idea #26

Purse in a Purse: Alyssa lead free + vegan Monica bag (white purse fits nicely inside rose/red bag; perfect for traveling), $69.50. From Cricket, Hampton.

Scarf: Breezy on the Beach scarf in Lt Rose by Vivante by VSA, $19.50. Bracelet: Sterling silver and 18k gold turquoise cuff bracelet, handmade by master goldsmith Hank Viccellio. From Viccellio Goldmith, Yorktown.

Why a Health Savings Account (HSA) is the 2nd best place to save money and why you might transfer money from your IRA to your HSA after age 59 ½.

Idea #41

Why Sector Exchange Traded Funds (ETF’s) might be a better investment strategy than the Traditional S&P 500 Index Mutual Funds. I would be happy to share more of my ideas with you. Donald S. Hannahs, CFP® and Founding Partner

2247 W. Great Neck Road, Suite 201 Virginia Beach, VA 23451 (757) 271-8824

Necklace: Tagua slice necklace; 100% organic, 100% sustainable, $29.50. From Cricket, Hampton. Shoes: J. Renee Galenia laser cut patent, pastel floral slingback pumps with memory insole, $84.95. From Adams Shoes, Newport News.

Socks: Tallia cotton, nylon and elastane socks with handfinished seam for comfort. Pictured in black and grey, red and grey, and blue and grey block patterns, $12.50/pair. From Benton-Knight, Ltd., Hampton.

For a free monthly newsletter or to learn more, please email: dhannahs@psgplanning.com Securities offered through Triad Advisors, Member FINRA/SIPC. Advisory Services offered through Planning Solutions Group, LLC. Planning Solutions Group, LLC is not affiliated with Triad Advisors.

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Biz Report | NETWORKING NEWS

Atlantic Bay Mortgage Group Celebrates 20 Years In Business

Hampton Roads Economic Development Alliance Holds Annual Meeting

tlantic Bay Mortgage Group kicked off their 20th anniversary celebration in January at the Hilton Oceanfront. More than 1,000 employees and guests dressed to impress at the company’s 1920s-themed gala. Attendees included employees from Atlantic Bay’s branches from Florida to Delaware, and guests had the opportunity to see first-hand how the company has grown since its inception in 1997.

he Hampton Roads Economic Development Alliance held its 19th Annual Meeting in January at the Renaissance Portsmouth-Norfolk Waterfront Hotel. During this event, the Alliance hosted three of the nation’s top site consultants for a panel discussion of economic trends and outlooks in the industries of Advanced Manufacturing, Food & Beverage Processing, and Headquarters, Shared Services & Back Office Operations. The showcase project for the year was ADP in Norfolk, the largest project in our region in years. The event was attended by 170 community leaders and stakeholders, including Congressman Bobby Scott, Regional Directors Charlotte Hurd and Diane Kaufman from the Senate Offices of Senator Mark Warner and Senator Tim Kaine. Local officials were Mayor Donnie Tuck of Hampton, Mayor Frank Rabil and Councilman Linwood Johnson of Franklin, City Councilwoman Jana Andrews of Poquoson and Vice Mayor Paige Cherry and City Councilwoman Elizabeth Psimas of Portsmouth.

Brian Holland receiving the “Founders Award” at the 20-Year Gala. From left to right: Stan Holland (COO), Brian Holland (CEO), Emily Farley (president of business development) and Justin Caplan (president of strategic growth)

Atlantic Bay Mortgage Group employees celebrating the company’s 20th anniversary at the Hilton Oceanfront.

Town Center City Club Hosts Spring Into Art

Barbara Lewis and Gale Higgs

Michael Lancaster and date

Steve and Sheila Magula and artist Penny Duke (aka Topaz)

own Center City Club hosted a black tie event, Spring into Art, in March, to celebrate the opening of the Town Center City Club Art Gallery, which features works by local artists. The event benefited The Governor’s School for the Arts and Virginia Musical Theater and featured cocktails, hors d’oeuvres and an art auction. Nancy Creech and Barbara Lewis with Chip Gallagher, department chair for The Governor’s School

Virginia Beach Mayor Will Sessoms and his wife, Beverly, with artist Tom McLaughlin

Martha McClees, Kim Melynik and Russ Turner

Mark Klett and artist Grant Narelle

C O VA B I Z

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Biz Report | 5 tips

five tips

Don’t Throw That Out

Creative Ways To Upcycle Common Office Items | By Jamie McAllister

oes your office have a recycling program? What about an upcycling program? Recycling is great for the environment because it helps keep plastics, glass and paper out of landfills, but upcycling is even better because it helps keep money in your pocket. Finding innovative ways to reuse items you already have on hand means you don’t have to spend time and money buying something new. Upcycling also allows you to express your creativity by putting a unique twist on traditional items. Give the dumpster a break, and check out these five creative ways you can upcycle common office items.

1. Filing cabinets. It seems like just about every office has a clunky old filing cabinet. If that cabinet crouching in the corner is ugly but still functional, give it a facelift. Use paint, leftover wallpaper or even decorative tape to add color and excitement to what used to be the office eyesore. 2. Drawers. If a filing cabinet or desk isn’t salvageable, the drawers may still be in great shape. Decorate them and then hang them on the wall to display business memorabilia. Or free up space on your desk by using the wall-mounted drawers as cubbies for office supplies. You can even liven up the office with some plants and use the drawers as containers.

3. An old stool. A wobbly stool is no good for sitting, but it is good for storing umbrellas. Paint and decorate the stool, and then flip it upside down. Instant umbrella holder for the front lobby! 4. Toilet paper rolls. Yes, you could easily recycle those toilet paper rolls, but why not squeeze every last penny from your purchase? Toilet paper rolls can do double duty as holders to keep gadget cords under control. If you like, decorate the toilet rolls, and then slip the wound-up cords into the roll. No more out-of-control cords in the supply closet.

5. Office chairs. That old office chair that looks ready to be wheeled to the dumpster may just need a little TLC. With some fabric, leftover wallpaper or even a discarded sweater, you can reupholster that office chair and give it a new lease on life.

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Biz Report | meet and eat

meet and eat

Bella Monte

ABOVE LEFT: Fried castelvetrano olives with tomato gorgonzola dipping sauce. ABOVE RIGHT TOP: The restaurant’s atmosphere is a refreshing mix of Old World character and contemporary charm. ABOVE RIGHT BOTTOM: Caper Dijon glazed salmon topped with sautéed spinach over cannellini beans. BELOW LEFT: The wine lounge walls are made from reclaimed wood from a Back Bay farm. BELOW RIGHT: Located in Virginia Beach’s Hilltop, Bella Monte is easily accessible. BOTTOM: Wine-dispensing stations allow guests to enjoy pour sizes of 1, 4 or 6 ounces.

riters are often inspired by their surroundings, gaining influence from the places and people around them. So, when meeting a freelance writer for lunch last month, we searched for a place that was both enlivening and charming, contemporary but with character—a place to really get the ideas flowing. What we found was Bella Monte. Located on Laskin Road in Virginia Beach, Bella Monte isn’t technically new, but it’s not old either. It was owned by Robin Tuite for 30 years before she retired in 2015. New owners Tony Walker and Chris Martini took over the restaurant, transforming it to the new Bella Monte, a modern yet rustic restaurant and enoteca (a wine repository). Half restaurant and half wine lounge and market, Bella Monte is the whole package for feeling whisked away to Italy during an hour-long lunch break. Seated at a table in the open and airy dining room, I carefully skimmed the menu, becoming immediately intrigued by an appetizer: fried castelvetrano olives served with tomato gorgonzola dipping sauce. Having never experienced fried olives, I didn’t want to let this opportunity slip by. The briny orbs came lightly breaded, with just a thin, crispy layer encasing the outside of the green olives. Dipped in the tomato gorgonzola sauce, it’s an irresistible match. In The Essential New York Times Cook Book, Amanda Hesser writes, “If you’ve never had a fried olive, do not let another day pass without tasting one.” This advice resonates with me now, and I would recommend Bella Monte as the place to experiment with the fried olive phenomenon. For an entrée, I landed on the caper Dijon glazed salmon topped with sautéed spinach perched on a heap of cannellini beans. The salmon was delicately charred, the spinach wilted to a lovely, bright green, and the cannellini beans providing extra flavor and fullness to the entrée. After lunch, we perused the other side of Bella Monte—the enoteca. Their wine selection is overwhelmingly impressive, with more than 300 options from Europe, California and Virginia. But what separates them from other wine shops is their wine-dispensing stations where up to 16 open wine bottles can be stored at a time, and wine temperatures are constantly regulated. Guests can enjoy pour sizes of 1, 4 or 6 ounces, allowing them to sample many different varieties. Bella Monte’s wine lounge is quiet, with a blend of rustic interior and stately décor. Their wine tasting table and smaller arrangements of seating options seem ideal for a casual business meeting (perhaps with wine tasting). The restaurant also features the Pantry, where patrons can take a number of items to go, including cheese spreads and sauces, deli salads, quiches by the slice, meats and lasagnas, soups and desserts, as well as family-style salads, entrees and sides. Finally, here’s something to keep in mind for after work hours. On Wednesdays and Thursdays from 6:30–9:30 p.m. and Fridays and Saturdays from 7–10 p.m., Bella Monte hosts Charlie Wiseman, one of the finest cabaret artists in the country, who fills the restaurant’s atmosphere with a captivating variety of theater, music and comedy. Pair that with some fried castelvetrano olives and a glass of wine, and you’ve got an evening that will surely inspire. Bella Monte is located at 1201 Laskin Rd., Virginia Beach. Call 757-425-6290, or visit BellaMonteVB.com for more information. —Angela Blue

C O VA B I Z

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Biz Report | BY THE NUMBERS

Biz Report | The Watercooler openings

by the numbers

Stats On SWaM-Certified Businesses

39 percent Increase of minority-owned business enterprises (MBEs) from the last US Survey of Business Owners (SBO) conducted in 2012, according to the Minority Business Development Agency.

percent

Pictured: Cox Solution Store Manager Natalie McGowan demonstrates Cox Homelife capabilities to Hampton Roads Chamber of Commerce President and CEO Bryan Stephens and Portsmouth Mayor John Rowe at the store’s grand opening on January 28, 2017.

Cox Solutions Store Opens In Portsmouth In January, Cox Communications cut the ribbon on its largest Solution Store in the country, located in Portsmouth. The state-of-the-art, 4,000-square-foot store represents a $1 million investment Cox made in Portsmouth to support the local economy and is part of the $535 million overall economic impact Cox made in Hampton Roads last year. The new store is designed for customers to experience and buy the latest Cox products and services, ask questions and get one-on-one expert help. The new Cox Solutions Store is located at 1601 Frederick Blvd., Portsmouth. Call 757-321-4729, or visit Cox.com to learn more.

Ciccotti & Buckley, LLC Investigations Group Charles Ciccotti and Patrick “Ed” Buckley recently announced their new investigations group, Ciccotti & Buckley, LLC, a full-service private investigations business licensed by the Department of Criminal Justice Services and serving the Coastal Virginia area. Some of their investigation services include accident/personal injury, corporate fraud, larceny, court-appointed cases, probate and worker’s compensation. Ciccotti & Buckley LLC is located at 500 E Plume St., Suite 210, Norfolk. Call 757-622-6100 to learn more.

Carvana Expands To Coastal Virginia Carvana, the nation’s leading online auto retailer, expanded to Coastal Virginia with the launch of its Virginia Beach market in February. The company’s expansion into Virginia Beach means that customers within the metro area

can buy a car completely online and then get free delivery of that car as soon as the next day. The company was listed as one of the “Best Entrepreneurial Companies in America” by Entrepreneur Magazine’s Entrepreneur 360™ List in 2016 and has raised $460 million since launching in 2013.

Berkeley Oaks Memory Care Community Opening In Williamsburg Berkeley Oaks memory care community in Williamsburg is set to open in early April. Managed by Solvere Senior Living, the new, state-of-the-art community will offer 48 memory care apartments, featuring three home-like, separate, detached cottages to provide an intimate family environment. Each of Berkeley Oaks’ one-story cottages will have 16 private studio residences with private bath and shower and shared living spaces, including family-style dining and an adjacent living room with fireplace. The community will feature Solvere’s proprietary memory care program, Valeo, Latin for “to thrive,” which focuses specifically on wellness initiatives for those with memory impairments.

Of a business must be owned by one or more minority individuals who are U.S. citizens or legal resident aliens for a business to be considered “minority-owned.” (SBSD.Virginia.gov)

The ranking of Hampton Roads as the best region in the U.S. for African Americans starting businesses. (NerdWallet)

8 million Minority-owned firms in the U.S., according to the Minority Business Development Agency.

#20

The executive order signed by Governor McAuliffe in 2014 for the advancement of Virginia SWaM Businesses, identifying small, minority-owned businesses that qualify for micro-business designations.

49 percent Revenue growth is expected from minority-owned businesses in 2017. (SmallBizTrends.com)

9,878,397 Women-owned businesses in the United States. (NWBC.gov)

45 to 54

Years old is the most common age group for womenowned small businesses in the U.S. (NWBC.gov) —RM W ww . C o v a b i z m a g . c o m

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Biz Report | The Watercooler

PLANNING YOUR NEXT CORPORATE PICNIC, CONFERENCE OR PARTY, CALL US!

green scene

Virginia Wesleyan College Recognized As A “River Star Business” Virginia Wesleyan College has been recognized as one of the finest environmental stewards on the Elizabeth River at the annual River Star Businesses Recognition Luncheon sponsored by the Elizabeth River Project. River Star Businesses represent just one of the Elizabeth River Project’s signature programs that recognize organizations that voluntarily reduce pollution and create or conserve wildlife habitat enhancement. The College was acknowledged for advancing as a “River Star” to the Achievement Level for documenting significant results in reducing pollution and conserving wildlife habitat enhancement.

Virginia Aquarium Receives Virginia Green Award

Event Planning & Production Pictured: Scott D. Miller (center), president, Virginia Wesleyan College, with The Hon. Robert “Bobby” Scott (left), Marjorie Mayfield Jackson (right), Executive Director, Elizabeth River Project

Two Local Schools Receive Environmental Action Award 2800 Crusader Circle, Suite 9 (office), Virginia Beach, VA 23453

(757) 340-2212 www.premiereventsinc.com Official Event Decor Partner of Coastal Virginia Magazine Events

In February askHRGreen.org recognized two local schools and educators for their commitment to environmental stewardship and leadership. Wendy VanHosen, assistant principal at John Yeates Middle School in Suffolk, and Amber LaMonte, a teacher at York High School in Yorktown, each received the Environmental Action Award from askHRgreen. org at the Hampton Roads Planning District Commission meeting in Chesapeake. The Environmental Action Award was developed to recognize individuals who inspire youth (K–12) to have a positive impact on the environment by taking action in their schools or communities.

WHRO Announces $3 Million Extensive Environmental Education Initiative WHRO Public Media has secured a $3 million gift from Hampton

C O VA B I Z

Roads community leader Jane Batten to launch an all-encompassing environmental education initiative for Pre-Kindergarten–12 students. The Batten Environmental Education Initiative supports the development of a wide range of educational products including online and video earth science courses, digital courses for teachers and students, a student-oriented video series, an interactive mobile student lab and other learning opportunities for younger students. Once the new environmental education courses and “learning objects” are completed, they will be distributed free of charge to all 132 public school divisions, 942 private schools and home school students throughout the Commonwealth of Virginia, reaching a potential 1.3 million K–12 students.

The Virginia Aquarium & Marine Science Center was honored as a leader through the Virginia Green Travel program at the 4th annual Virginia Green Travel Conference and Travel Star Awards Celebration. These awards were provided to businesses in the tourism industry which have demonstrated exceptional effort to protect the environment and promote green tourism in Virginia. The Aquarium was recognized for the bi-annual E-Cycling Program.

Pictured: Carolyn Robertson, a trustee with the Virginia Aquarium, receives the Virginia Green Award on behalf of the Aquarium.

President of TFC Recycling Receives Mayor’s Outstanding Service Award Michael Benedetto, president/ owner of TFC Recycling, was presented with the Mayor’s Outstanding Service Award at the 35th Annual Chesapeake Environmental Improvement Council (CEIC) Awards Luncheon. Benedetto was honored for his innovation and Continued on page 22 >

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Biz Report | book review

BIZ Book Review

One Buck At A Time Book Details Title: One Buck at a Time: An Insider’s Account of How Dollar Tree Remade American Retail Authors: Macon Brock with Earl Swift Publisher: Beachnut Publishing Length: 216 pp Price: $24.95

hances are you have stopped at a Dollar Tree to purchase some last-minute items, such as extra cups or napkins for the company picnic. But as you dashed out the door, your mission complete, did you ever ponder how you could buy those cups or napkins for the can’t-be-beat price of only $1 each? In the new book, One Buck at a Time: An Insider’s Account of How Dollar Tree Remade American Retail, Dollar Tree cofounder and retired CEO Macon Brock, along with coauthor Earl Swift, leads readers through Dollar Tree’s history and explains how, more than 30 years later, the company is still able to sell such a broad range of items for only $1. Part business manual and part memoir, Brock talks about his early days in Norfolk after the end of WWII. His recollections offer an interesting peek into the history of Coastal Virginia, especially for folks who are not natives of the region. The book is also part love story, as Brock

details the beginnings of his relationship with his wife, Joan, and the resulting marriage that has spanned more than five decades. A Randolph-Macon College graduate and Marine Corps veteran, Brock started his retail career at Ben Franklin, a discount variety store. He parlayed that experience into a toy store called K&K Toys based out of Norfolk. It wasn’t until 1986 that a colleague got the idea to start a dollar store. Brock recounts the difficulties they had getting mall management companies on board with the revolutionary idea of a store that sells items for only one dollar. Despite being told that it couldn’t be done, Brock and his colleagues persisted. Today the Dollar Tree chain consists of more than 14,000 stores, employs 165,000 people and makes billions of dollars in revenue. Brock leaves no stone unturned when detailing the success of Dollar Tree. He highlights key employees and offers a bird’s-eye view of how the chain operates, from using the price point of $1 as leverage with manufacturers and wholesalers to the complex inner workings of the company’s 11 distribution centers. Complete with pictures and Brock’s leisurely Southern wit, One Buck at a Time gives readers a deeper appreciation for something usually taken for granted— the dollar store.

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By Jamie McAllister

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Biz Report | PENCIL IT IN

April/May Events LEAP: THE BUSINESS OBSTACLE COURSE

April 1: An event for entrepreneurs and small business owners looking to develop their businesses, this educational workshop will cover different business topics followed by obstacles to test what you have learned. Workshop will also include lunch. $40–$50. 10 a.m.–5 p.m. Hatch, Norfolk. StartWithHatch.com

ASSOCIATION OF BRIDAL CONSULTANTS STATE CONFERENCE

April 2: The Virginia Association of Bridal Consultants will host this career conference to help wedding planning professionals grow their businesses. Event will include workshops, speakers, continental breakfast and lunch. $115.99. 8 a.m.–4:30 p.m. Sheraton Virginia Beach Oceanfront Hotel, Virginia Beach. Eventbrite.com

AFTERNOON PROFESSIONAL SERIES

April 5, 12, 19, 26: Develop your professional skills in these weekly workshops including topics of negotiation strategies, asking better questions, coaching your team for a high performance and motivating and engaging your team. $48–$65. April 5, 12, 19 4–6 p.m., April 26 4–7 p.m. ODU Innovation Center, Norfolk. Eventbrite.com

INDIVIDUAL JOB SEARCH ASSISTANCE

April 6, May 4: From résumés to interviews to setting your professional goals, get some individual assistance for your job search. 11 a.m.–1:30 p.m. Ruth Camp-Campbell Memorial Library, Franklin. 757-562-4801. FranklinSouthamptonVa.com

757 MAKERSPACE OPEN BUILD NIGHT

April 7: A community workspace for education, creation, entrepreneurial and prototyping endeavors—a gym for innovators. Featuring: woodshop, metal shop, 3D printers, laser cutters, CNC machines, textiles, robotics, electronics and more. 7–10 p.m. 757 Makerspace, Norfolk. 757MakerSpace.com

BUILD YOUR BUSINESS THROUGH SUCCESSFUL NETWORKING

April 8: Learn techniques for successful networking to strengthen your business. Dress to meet your next client and bring business cards to practice networking as refreshments will be provided. $264.74 ($250 + 14.74 online fee). 10 a.m.–2 p.m. Virginia Beach Learning Center— University of Phoenix, Virginia Beach. Eventbrite.com

WILLIAMSBURG SHARK TANK April 8: The first annual Williamsburg

Shark Tank will allow for six ambitious entrepreneurs to present their business ideas to a panel of six judges, investors, a live audience and streamed to online viewers. Free. 5–10 p.m. Register online. Stryker Center, Williamsburg. Eventbrite.com

HAMPTON ROADS CORPORATE CHALLENGE

April 12–22: Join for the 2017 Hampton Roads Corporate Challenge as over 50 companies in various sporting events will compete to focus on health/ wellness, improving office morale and networking. Times and locations vary. HamptonRoadsSports.org

THE GOVERNOR AND HIS CABINET ON THE ROAD

April 13: The Hampton Roads Chamber will host Virginia Governor Terry McAuliffe and his cabinet for his final “Governor and His Cabinet on the Road Tour” to meet and interact with members of the area’s business community. Members $40; non-members $55. 11 a.m.–1 p.m. Chesapeake Conference Center, Chesapeake. HamptonRoadsChamber.com

PINK BAG LUNCHEON

April 13: The Virginia Peninsula Chamber of Commerce will host the luncheon as an opportunity to network and share business cards. The event will feature a guest speaker and will allow for members to display and share business handouts and other giveaways at lobby tables. Members $7; non-members $12. 11:30 a.m.–1 p.m. Virginia Peninsula Chamber of Commerce, Hampton. VirginiaPeninsulaChamber.com

STARTUP NIGHT

April 13, May 11: Network with entrepreneurs, investors and tech enthusiasts while learning about the newest local technology through presentations and demos. Free. 6–8 p.m. Hatch, Norfolk. StartWithHatch.com

HAMPTON ROADS SALES & MARKETING BOOK CLUB

April 14, May 12: The monthly book club will meet to discuss the latest sales and marketing concepts featured from books on The Marketing Book Podcast with a boxed lunch provided by Cuisine & Company. $20. Noon–1:30 p.m. Slover Library, Norfolk. Eventbrite.com

2017 SPRING BUSINESS TO BUSINESS EXPO

April 18: Grow your business in the fourth annual expo featuring community businesses and opportunities for networking as well as introducing products and services to Hampton Roads. 4:30–7:30 p.m. Register online. Marriott Chesapeake, Chesapeake. HamptonRoadsChamber.com

STATE OF THE CITY SERIES: PORTSMOUTH

April 19: Business, civic and community leaders will network and have lunch at the annual forum featured in different cities throughout Hampton Roads. Portsmouth Mayor John Rowe will deliver the forum address in the second event of the series. Members $50; nonmembers $70. 11:30 a.m.–2 p.m. Register online. Renaissance Hotel & Waterfront Conference Center, Portsmouth. HamptonRoadsChamber.com

SPRING CAREER FAIR

April 20: Join for the spring career fair hosted by Stratford University, as companies in different industries will be recruiting for new hires. Free. 11 a.m.– 2 p.m. Stratford University, Newport News. Eventbrite.com

BUSINESS CONNECTION AFTER HOURS

April 20: Share your business cards and ideas while networking with fellow professionals in the area. Free. 5–7 p.m. Tucanos Brazilian Grill, Newport News. Register online. VirginiaPeninsulaChamber.com

JACOBS TECHNOLOGY DAYS/HAMPTON ROADS UNMANNED SYSTEMS OPPORTUNITY EXCHANGE

April 20–21: The event will include panel discussions, exhibits from local and regional companies and keynote speakers from the fields of research and development and technology-affiliated organizations. The program is a great opportunity to learn and develop sources of innovation, technology and new markets for technology commercialization and regional economic growth. Free. 8:30 a.m.–6 p.m. Hampton Roads Convention Center, Hampton. Eventbrite.com

BUSINESS AFTER HOURS

April 20, May 18: Join the Gloucester County Chamber of Commerce for their monthly business networking event. 5:30–7 p.m. Locations vary. GloucesterVaChamber.org

PITCH PERFECT

April 26: This Start Peninsula Success Builder Session will take you through the steps on how to make investing and sales pitches and how to use effective communication strategies. Drinks and refreshments will be provided. Free for previous Start Peninsula participants. Newcomers $10. 6–8 p.m. BrittinghamMidtown Community Center, Newport News. Eventbrite.com

SMALL BUSINESS FORUM

April 27: Come out for the Hampton Roads Small Business Development Center’s (HRSBDC) forum offering

resources and covering helpful topics for small business owners. Free. 9 a.m.– 12:30 p.m. Register online. Peninsula Workforce Development Center, Hampton. HamptonRoadsChamber.com

STATE OF THE CITY SERIES: CHESAPEAKE

April 27: Business, civic and community leaders will network and have lunch at the annual forum featured in different cities throughout Hampton Roads. Chesapeake Mayor Alan P. Krasnoff will deliver the forum address in the third event of the series. Members $55; nonmembers $75. 11:30 a.m.–2 p.m. Register online. Chesapeake Conference Center, Chesapeake. HamptonRoadsChamber.com

THE BUSINESS CASH FLOW GAME

April 29: From the author of Rich Dad, Poor Dad, join for a game of cash flow to practice real world investing with play money, understanding financial statements, planning strategies and more. 9 a.m.–1 p.m. Register online. Peninsula Workforce Development Center, Hampton. HamptonRoadsChamber.com

COFFEE CONNECTION

May 2: Come out for some coffee and networking hosted by chamber members. Free. 7:30–9 a.m. Register online. Point 2 Running, Newport News. VirginiaPeninsulaChamber.com

SMALL BUSINESS OF THE YEAR AWARDS

May 2: Join for the annual event recognizing one small business from each city in Southside Hampton Roads as well as one small business from the Peninsula. The Small Business of the Year will also be announced from the contenders. Event will also include ballroom showcase of the small businesses as well as a luncheon. Members $40; non-members $55. 11 a.m.–2 p.m. Register online. Chesapeake Conference Center, Chesapeake. HamptonRoadsChamber.com

SMALL BUSINESS APPRECIATION COOKOUT

May 3: As a special “thank you” for choosing to do business in Franklin Southampton, all small business owners in the community are invited to attend the 2017 Small Business Appreciation Cookout. Meet and network with other business owners while enjoying a delicious dinner. 5–7 p.m. Franklin Southampton County Fairgrounds, Courtland. 757-562-4801. FranklinSouthamptonVa.com

HAMPTON ROADS MINI MAKER FAIRE

May 6: From hobbyists to experts, all ages are welcome to take part in the Maker Faire designed to showcase new forms and technologies across spectrums such as science, engineering, art, perfor-

To submit your event for the Pencil It In calendar, email Ryan@CoVaBIZMag.com 18

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Biz Report | PENCIL IT IN mance and craft. It’s a gathering for those to share what they do and learn from others. 10 a.m.–4 p.m. 757 Makerspace, Norfolk. 757MakerSpace.com

STATE OF THE CITY SERIES: NORFOLK

May 12: Business, civic and community leaders will network and have lunch at the annual forum featured in different cities throughout Hampton Roads. Norfolk Mayor Kenny Alexander will deliver the forum address in the fourth event of the series. Members $60; nonmembers $80. 11:30 a.m.–2 p.m. Register online. The Main, Norfolk. HamptonRoadsChamber.com

V3 PROGRAM: VIRGINIA VALUES VETERANS

May 17: This employer training event will include an education on best practices for recruiting, hiring and retaining veterans and how your business may qualify for a V3 Program Veteran Employment Grant of $10,000. Free. 8 a.m.–3:30 p.m. Register online. Virginia Peninsula Chamber of Commerce, Hampton. VirginiaPeninsulaChamber.com

Don’t think and drive; just think... I’ll drive!

HAMPTON ROADS SPORTS AWARDS

May 17: Join as the Hampton Roads Sports Commission awards those involved with creating local sports events, including sports organizations, facilities, writers/reporters, collegiate and high school teams and affiliates. Event will include dinner, cash bar, silent auction, music and keynote speaker Head Coach Bobby Wilder of ODU football. 7–9 p.m. Sheraton Norfolk Waterside Hotel, Norfolk. HamptonRoadsChamber.com

417 Thalia Rd., Ste. #104, Virginia Beach, VA 23452 757-567-0353 www.getsetgo.us

MIDDLE PENINSULA CAREER FAIR & EXPO 2017

May 20: Meet local employers, partake in on-site interviews, have lunch and learn at the career fair and expo made for students looking for entry level positions as well as job seekers looking for careers. Free for job seekers. 10 a.m.–2 p.m. Register online. Gloucester High School, Gloucester. GloucesterVaChamber.org

STATE OF THE CITY SERIES: SUFFOLK

May 23: Business, civic and community leaders will network and have lunch at the annual forum featured in different cities throughout Hampton Roads. Suffolk Mayor Linda Johnson will deliver the forum address in the final event of the series. Members $50; non-members $70. 11:30 a.m.–2 p.m. Register online. Hilton Garden Inn Suffolk Waterfront Hotel, Suffolk. HamptonRoadsChamber.com

RETAILER OF THE YEAR AWARDS GALA 2017

May 25: Dress up and enjoy this garden party with heavy d’oeuvres, live entertainment and a cash bar as the top retailers, restaurants and service providers from the region will be named. $50. 6:30–10 p.m. Norfolk Botanical Gardens, Norfolk. Eventbrite.com

See more events online, and submit events to our calendar at

CoVaBizMag.com

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Biz Report | On The Move

On the Dave Arnold, chief operating officer for Pender & Coward, has been elected to serve on the firm’s executive committee. Arnold has served on the firm’s executive committee since 2015. He is chairman of the firm’s eminent domain practice group and focuses his practice on eminent domain, real estate and business law. Beginning his legal career as a law clerk at Pender & Coward, Dave now has 25 years of legal experience representing businesses throughout Virginia. Mark Baumgartner, chief financial officer for Pender & Coward, has been elected to serve on the firm’s executive committee. With over 15 years of legal experience, Baumgartner began his legal career as a law clerk at Pender & Coward after serving in the United States Marine Corps and operating an import and wholesale distribution company. He focuses his practice on litigation, business and real estate matters. Tom Berkley has joined Pender & Coward as a shareholder. Berkley focuses his practice in the areas of maritime, admiralty and transportation, and he routinely advises marine terminals, shipyards, ship lines and trucking and cargo interests on operational, contract, insurance and liability issues. Megan Caramore has been promoted from senior associate to of counsel at Vandeventer Black LLP. Her practice includes FELA litigation, financial services litigation, medical malpractice litigation and workers’ compensation insurance defense. Amy Coyne has rejoined ADS Inc. as the company’s vice president of the operational clothing and individual equipment market, returning after nearly five years leading the national and global operations for two other defense contractors.

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Move

John Dunn has been promoted to chief financial officer for ADS Inc. Dunn began his career with ADS as corporate controller in 2010, before being promoted to vice president of finance in 2013. He helped lead the company’s financing efforts over the past seven years and frequently represented ADS at investor conferences and lender meetings.

Christine Everly has been appointed to CEO for Young Audiences Arts for Learning Virginia, the leading provider of quality arts-in-education programming in Virginia. Everly joins YAV with more than 30 years of business experience as a financial services executive with Bank of America. William I. Foster III has been named president and regional executive officer of TowneBank Virginia Beach. He will continue his leadership role of direction and guidance for the overall banking operation in the Virginia Beach region. His expanded role will include oversight of the bank’s growing Residential and Commercial Real Estate divisions. Richard Garriott, an attorney for Pender & Coward, has been elected to serve as chair of the Board of Governors of the Virginia Bar Association. As an officer, he also serves on the executive committee of the VBA. A VBA member since 1997, Richard joined the Board of Governors in 2015 and previously served as vice chair of the Domestic Relations Section Council. Laurie Grabow, executive vice president and chief financial officer for Old Point National Bank, has announced that she will retire this summer. Grabow started at Old Point in 1986 as the assistant vice president of operations before becoming the audit director and then the chief financial officer. In addition, she serves as the chief financial officer and senior vice president for Old Point Financial Corporation.

Meredith Gray has been hired as the Chrysler Museum of Art’s director of communications. She will lead the museum’s marketing and communications efforts and work with teams across the museum to engage the local community and continue to expand the Chrysler’s reach.

Tabitha Hargrove has been hired as a career connection coordinator for ACCESS College Foundation. Hargrove was previously a college success advisor with ACCESS. In her new role, she will establish relationships with employers in Coastal Virginia and work with ACCESS scholars to help them land internships, externships or co-ops. Angie Hoen has been promoted to the position of assistant vice president at TowneBank. Hoen is a senior project manager at the bank’s Suffolk headquarters and has been with TowneBank for five years, with 24 years of industry experience. Kristen Jurjevich, an attorney with Pender & Coward, has been elected to serve as Tidewater representative of the Young Lawyers Division Executive Committee of the Virginia Bar Association. An active member of the VBA, she has served as the VBA’s Young Lawyers Division Chair of the Regent Law School Council since 2015, and she serves as the chair elect of the American Bar Association Young Lawyers Division Awards of Achievement Committee. John P. Matson has been named president and regional executive officer of TowneBank Norfolk. He will continue his leadership role of direction and guidance for the overall banking operation in the Norfolk region, including business development, deposit growth and lending. His expanded role will include the oversight of the bank’s growing Automotive Finance/ Dealer division. Rick Matthews, chief executive officer for Pender & Coward, has been elected to serve on the firm’s executive committee. Matthews has

served as the firm’s CEO since 1999. With over 40 years of legal experience, he focuses his practice on civil litigation, banking, business and employment law. Patrick Maurer, an attorney with Pender & Coward, has been elected to serve as vice chair of the Domestic Relations Section Council of the Virginia Bar Association. Maurer has also been inducted as a fellow of American Academy of Matrimonial Lawyers, and he has been elected as a shareholder of Pender & Coward. A member of the Board of Governors of the Virginia State Bar, Patrick focuses his practice on family law, entertainment law as well as criminal and traffic law. Hugh Montgomery, director of the Department of Energy’s Thomas Jefferson National Accelerator Facility (Jefferson Lab), was awarded The Secretary’s Distinguished Service Award by the Secretary of Energy earlier this year. This honor highlights Montgomery’s contributions to the research programs at the DOE national labs, both as a world-leading researcher and as a more than 30-year DOE national laboratory employee. Janet Conrad Moore has joined S.L. Nusbaum Realty Co. as vice president, retail brokerage and development. Moore brings with her more than 20 years of experience in the commercial real estate industry, focusing on retail landlord and tenant representation. David Neary has been promoted to director of government contracts for VersAbility Resources. Neary will be responsible for the oversight and management of VersAbility’s Government Contracts program, which includes 12 regional and two national contracts that employ over 800 people, more than 570 of whom are individuals with disabilities.

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spo n sored co n te n t

Jill Pongonis has been promoted to director of tourism events for the Greater Williamsburg Chamber & Tourism Alliance. Pongonis has been with the Alliance since 2014 and has served the tourism industry for 27 years, working closely with local stakeholders to initiate, implement, support and promote projects and events that directly impact visitation to the Greater Williamsburg destination. Jack Rephan, a Pender & Coward shareholder, received the 2016 President’s Award from Hampton Roads Utility and Heavy Contractors Association for his leadership, support and service as general counsel to HRUHCA. The award is given annually at the discretion of the association president for meritorious accomplishments. Rephan focuses his practice on construction law, government contracts and public procurement and alternative dispute resolution, including mediation and arbitration. Tyler Rosá has joined Pender & Coward as an attorney in the Virginia Beach office. Rosá focuses his practice in the areas of corporate and transactional law, litigation and real estate and also handles local government defense, homeowners’ association and trust and estate litigation. Frances Knight Thompson has been appointed to the board of Second Act Communities, a nonprofit partner organization of the Virginia Beach Community Development Corporation dedicated to creating housing and supportive services for the community. Thompson retired from her career with Virginia Beach City Public Schools after 37 years of service but continued to be active within the school system. Richard White has been appointed to the board of the Virginia Beach Community Development Corporation, which provides quality, affordable housing opportunities to low and moderate income people. White is the branch manager/associate vice president of Ameriprise Financial in Virginia Beach. George Whitley has been named senior executive vice president and chief legal officer for TowneBank. Throughout his 37-year legal career, Whitley has worked with Townebank chairman and CEO Bob Aston before and since the establishment of TowneBank, and he was the lead attorney on the LeClair Ryan legal team that helped in the original formation of TowneBank.

Send updates on new jobs, promotions, honors and awards, along with a headshot, to Angela Blue at Angela@CoVaBIZMag.com, with the subject line On the Move.

Featured EO Members:

Glenn Davis and John Finguerra OnCall Telecom When you started your telecommunications management firm, did you realize that the need for telecommunications would be as big as it is today? Davis: We knew the telecommunications industry would always be evolving and that there would continuously be a growing demand for higher bandwidth to utilize new business applications and services. While we grew our service offerings over the years, we always kept our main corporate focus on designing, implementing and maintaining an underlying bandwidth infrastructure for our clients that would allow them to maximize any future technologies and services. What are the biggest challenges of the telecommunications industry? Finguerra: Security—Network security requirements have significantly changed over the past three years. In today’s world, companies are faced with ransomware, advanced hacking algorithms and physical security requirements that didn’t exist a few years ago. Cloud migration—Companies both large and small are struggling with the process of migrating their company data and critical business applications from their onsite servers/infrastructure to the cloud. The cloud offers ultra-resilient, highly available environments that allow companies to operate from anywhere on the globe. Managing significant technology resources without the necessary manpower—As technology around IT evolves, the need for the management of that technology grows. Unfortunately, most companies are faced with IT budget constraints. The solution to this ubiquitous issue requires smarter technology solutions allowing for management by less people. How have you managed to keep up with the range of services that you offer clients in an ever-changing and growing industry? Finguerra: Vendor specific training—With a large portfolio of vendors it is important to understand what each vendor does well. OnCall’s vendor base provides monthly trainings on relevant and specific technologies that impact a wide range of customer types. Master agency boot camps and regional mindshares—OnCall maintains strong and strategic partnerships with large “Master Agencies.” These agencies hold boot camp trainings on various technologies that consist of the top agents in

nCall Telecom was created out of the merger in 2002 between two telecommunication management companies, one owned by Glenn Davis and another by John Finguerra. Today, OnCall Telecom is a premier leader in helping businesses nationwide to design, procure, implement and manage voice and data networks. Davis and Finguerra serve as OnCall’s CEO and President respectively. Davis began his career in telecommunications in the 1990s, is a member of the Virginia House of Delegates and is also currently running for the office of lieutenant governor of Virginia. Finguerra has over 25 years of experience in the telecommunications industry and is heavily involved as an elder in his church. They’ve both been members of EO for 10 years.

the country working in concert with carriers and vendors to ensure a fundamental understanding of new technologies and best practice deployment methodologies. Advisory councils—OnCall Telecom serves on several national advisory boards for various carriers, enabling us to help shape a better experience for all clients across the board. It also provides OnCall the unique opportunity to interface with top carrier executives and form strategic relationships that we oftentimes leverage to assist our clients. What advice do you have for businesses looking to work with a telecom solutions provider? Finguerra: Focus on operational, project management, and high touch customer support—When looking for a telecom partner, a highly-focused implementation team is a must. After carrier/vendor selection, most companies are left to deal with the implementation process on their own. Deployment of a new solution is a tricky and confusing process. OnCall takes on that role acting as an extension of our client and managing the installation process. Experience in auditing and optimization of projects—Experience in auditing telecom invoicing provides clients an understanding of their baseline “communications” spend. Once this baseline is established, OnCall can work with organizations to develop a return on investment or total cost of ownership model. Broad strategic carrier portfolio—Selecting a telecom partner with a broad vendor portfolio enables that partner to provide the “right” solution for an organization. With a solid understanding of multiple providers, a good telecom partner can provide multiple solutions to a single challenge. How do you feel your EO membership has affected your business? Davis: We have taken advantage of many learning and networking opportunities through EO Global and our local chapter. Attendance at local, national and international events have provided us many of the ideas and concepts that are now employed in our company. However, monthly, small forum peer-to peer experience sharing is truly where the largest value of EO resides. Those forums function as a personal and business “board of directors” and provides a confidential group to discuss and receive feedback on business and personal opportunities and challenges, almost always having an impact on our ultimate decision. W ww . C o v a b i z m a g . c o m

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Biz Report | The Watercooler < Continued from page 16

commitment to the community, leading efforts such as the TFC Green Team School Recycling Program and Recycling Perks. CEIC is comprised of 18 volunteers appointed by the mayor to promote litter prevention, recycling and beautification of the city. Pictured from left to right: Alden Cleanthes, chairperson, CEIC; Michael Benedetto, president/ owner, TFC Recycling; Rick West, vice mayor, Chesapeake

awards

Senior Services Honors Atlantic Bay Mortgage Group Senior Services of Southeastern Virginia awarded the Atlantic Bay Mortgage Group its President’s Award for Volunteerism. For the past 15 years, Atlantic Bay Mortgage Group’s philanthropic arm, Atlantic Bay Cares, has partnered with the agency through the Senior Wish List program to fulfill the wishes of hundreds of area seniors during the holiday season. Pictured: Mike Aschkenas (far left), Senior Services of Southeastern Virginia board member, and Colleen Downes (far right), Community Services manager, congratulate Tiffany Tyler, Atlantic Bay Cares director, and Cynthia Tenney, Atlantic Bay Cares administrative coordinator.

Business Transactions

JES Continues Expansion Down Southern Coast Succession Capital Partners (SCP), a specialty private-equity firm focused on the micro-cap alternative asset class in the Mid-Atlantic and Southeast, announced the acquisition of Mount Valley Foundation Services (Mount Valley) via its portfolio company JES Companies (JES). JES is the Mid-Atlantic’s premier provider of foundation repair, crawl space moisture management and basement waterproofing solutions with seven offices serving Virginia, Maryland, Washington, D.C., North Carolina, South Carolina, Georgia and Indiana. Both privately owned businesses have been in operation 22

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for several decades and specialize in residential and commercial foundation repair, crawl space encapsulation, basement waterproofing and concrete leveling.

Ask The Expert

media

LaSalle Blanks Makes Mark On Coastal Virginia It was announced in February that LaSalle Blanks would be leaving WVEC 13News Now after 20 years. After his final sendoff on Feb. 24, Blanks made a move to WTNH in New Haven Conn., just a 30-minute drive from his childhood home. During his time at 13News Now, Blanks attended countless community events, covered news for every news program and showcased the very best individuals in our community through the segment Making Your Mark.

Nonprofit

Seven Nonprofits Awarded $70,000 From Cox Charities To Support Youth Education Initiatives Seven local nonprofits each received a $10,000 grant from Cox Charities in support of youth education, technology, mentoring and literacy programs. Cox Charities is the philanthropic arm of Cox Communications Virginia that annually awards grants to deserving nonprofits that provide services to help local youth be successful in school. The grants awarded are part of the $150,000 in grants awarded statewide for the 2016-2017 program year. The local nonprofits receiving grants are as follows: An Achievable Dream, ForKids, Horizons Hampton Roads; REACH; The Salvation Army; The Up Center; and Virginia Peninsula Foodbank. Learn more at CoxCharities.org.

business travel How can I improve my travel experience?

e all dream of visiting new and exciting destinations—to experience faraway places and cultures that will become chapters in our life story. Research tells us that traveler priorities for 2017 include exploring new destinations, seeking authentic experiences, rest and relaxation, personal enrichment and adventure. Travel has many positive impacts on our lives and can actually improve our health by reducing stress, boosting body and brain health and enhancing relationships with loved ones. From beginning to end, the travel experience continues to evolve with a real emphasis on customer service, ease and comfort. That starts with arrival at the airport and continues through your journey. Let’s get going. Book a Ticket. Make reservations, purchase tickets and check-in online or on any mobile device. Airfares ranging from “no frills” basic economy to full-service are offered and include in-flight Wi-Fi, entertainment, snacks, beverages, real-time luggage tracking, mobile apps and access to customer service support teams on social media channels. Airport Amenities. Airports worldwide, including Norfolk International Airport, are improving services and amenities to make your experience streamlined and stress-free. Enjoy a variety of dining options featuring fresh, locally-sourced foods and craft brews, healthy snacks, specialty shops, newsstands, foreign currency exchange, airport-wide wireless internet access, charging and water-fill stations, family restrooms and Mothers’ rooms. Safe and Secure. TSA Pre allows eligible, low-risk travelers expedited security screening. Now available at more than 180 airports, including Norfolk International, with 30 airlines nationwide, travelers can access checkpoints without removing shoes, liquids, gels and laptops from carry-ons, light outerwear/jacket and belts. Local enrollment centers are open throughout the region. Plan Your Itinerary. Do-it-yourselfers can book travel accommodations, restaurant reservations, tours and activities via online distributors, but expert advice can add assurance that your arrangements are secure. Travel agents have access to exclusive offers and normally don’t charge customers for their services. Instead, payment comes from hotels, cruise lines and wholesalers, meaning you can tap into a free service. Capture Memories. Taking perfect vacation photos on your smartphone has never been easier, thanks to high resolution devices and savvy retouching and editing apps. So snap away and share your adventure. There’s never been a better time to travel. A big, big world of experiences and adventures awaits. Don’t miss it!

Farm Fresh Presents Check to The Salvation Army Farm Fresh presented a check for $21,465 to The Salvation Army Hampton Roads Area Command in March to assist with funding for H.O.P.E. Village. The Salvation Army recently lost funding for its women’s residence that houses single women and women with children for up to six months, providing the necessary resources.

About the Expert

Charles Braden is the director of market development for the Norfolk Airport Authority. In addition to air service development, he and his staff oversee airport promotion, research, customer service, media relations and community involvement. Follow them on Twitter @NorfolkAirport.

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Beyond the Biz better your biz

Businesses Born

The Franklin Business Center Provides A Bright Future For Startups, Expanding Ventures And Local Professionals Looking To Boost Their Entrepreneurial Spirit | By Ryan Miller

ituated in historic Downtown Franklin, the Franklin Business Center has a storied past. The building was constructed in 1907 to manufacture buggies and surreys. It then became a location to make screen doors and windows, and later it was used as a peanut warehouse for Pretlow Peanut Company. Indeed, the center has seen many uses but none so inspiring as the way it’s utilized today. As a strategy to rebuild the downtown business district and strengthen the local economy following the destruction of Hurricane Floyd in 1999, elected officials partnered with local visionaries to create a business incubator, providing a bright future for current and upcoming business owners. The newly renovated center features 40,000 square feet of office space available for professionals looking to expand their business or firm when their needs surpass their space or resources. The center also provides support staff and programs to assist businesses that commonly need help in their first few years of operation. Businesses can take advantage of mentorship opportunities either inhouse or with the Hampton Roads Small Business Development Center, as well as marketing assistance, mail handling services, office equipment and conference rooms. Businesses and professionals alike have also benefited through professional development opportunities and networking with others in their career field. For non-members, the center hosts quarterly professional development workshops and knowledgeable seminars to enrich and strengthen skill sets for those looking to find their path in the workforce. The workshops cover an expansive range of topics, such as social media marketing, how to write a business plan, accounting assistance, how to sell to the government and more.

In addition, the center serves as a location for STARTUP Downtown Franklin, an initiative of Franklin Southampton Economic Development designed to bring startup and expanding businesses to Downtown Franklin. Currently 38 businesses have entered ideas to receive $40,000 in grant award money. “The Franklin Business Center has been a key economic engine for the City of Franklin since its grand opening in 2005,” expresses Mallory Tuttle, Business Development Manager of Franklin Southampton Economic Development. Since its introduction, 17 businesses have graduated after their tenure at the center, 60 percent of which have remained in the community. Along with the businesses located in the building, the Franklin Business Center has seen growth in recent years. When additional space was needed in 2011, a third and fourth floor were built, and the center underwent rebranding in 2016 with updates to its name, logo and tagline to attract newcomers looking for a place to boost their entrepreneurial spirit. Twenty-five clients in a variety of industries currently call the Franklin Business Center home. Being a mixed-use business incubator, the center houses businesses in engineering, product development, IT, website design, trucking and more, as both startups and those with more experience. “Clients of the Franklin Business Center are eager to reach their goals,” Tuttle explains. “They are passionate and hardworking people, driven to make their business idea a success.” Learn more about the Franklin Business Center at FranklinSouthamptonva.com/Business-Center.

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Beyond the Biz | day in the life

day in the life

Blooming Business From Planning Large Estate Gardens To Landscaping For Businesses, Bryan Ramsey Design Is Steadily Growing By Jamie McAllister

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Beyond the Biz | day in the life

ryan Ramsey’s earliest memories revolve around plants and flowers. He remembers sitting on his great aunt’s front porch in Dinwiddie, Va., stringing bucket after bucket of green beans. In the summer his family visited his paternal grandmother in the mountains of Asheville, N.C., and he marveled at the gorgeous wildflowers that grew there. After a childhood spent harvesting carrots, onions, corn and strawberries from his great aunt’s garden and listening to his father’s family talk about their tobacco crop, Ramsey followed his passion and started a part-time landscaping business with his identical twin brother, Kevin. “The two of us would rush home from work, load up materials and put in plants with our own hands,” Ramsey recalls. “It’s amazing to think that we went from just the two of us to a full-fledged corporation. Now not only do we get to share a life together; we also share a business.” Ramsey and his brother are co-owners of Bryan Ramsey Design, Inc., a company based out of Norfolk that designs gardens for homeowners and businesses. Ramsey studied horticulture, art and architecture at universities in Louisiana, North Carolina, West Virginia and Virginia. He has also traveled the globe, soaking in the majesty of the greatest gardens in the world in places like Europe. From the very beginning of his career he was groomed by two mentors, garden guru Chip Callaway and Phillip Watson, another sought-after garden designer who is also known for selling the Cottage Farm line of plants and flowers on QVC. Although based in Coastal Virginia, Ramsey will travel anywhere to design a garden for a client. His twin now lives at their great aunt’s house in Dinwiddie, about 45 minutes southwest of Richmond, and the two serve clients all over Virginia, from the mountains to the coast, as well as North Carolina, Washington, D.C. and Delaware. The company has also done work in Florida and Oklahoma. “If a client calls, I come running,” Ramsey jokes. Ramsey has five employees in the office and currently works with two full crews of between three to five members. Business is booming, and he is looking to ramp up to three or four crews this year. “My larger projects involve garden design and planning for large estates, which often takes years,” Ramsey explains. “Each phase has to progress according to the seasons.” The changing seasons present one of Ramsey’s biggest challenges as a business owner. “We rely on the whims of Mother Nature,” he says. “We often have to schedule our projects around the weather, and we do our best to keep a steady flow of work during the winter months.” While the company excels at large projects, Ramsey also loves designing small, intimate spaces for city dwellers. “You can make a lot of impact in a small space with a small budget,” he says. In addition to residential gardens, the company designs gardens for businesses, including hospitals and medical centers. Known as healing gardens, the tranquil spots are ideal for patients receiving extensive treatment or with terminal illnesses. “Healing gardens can have a very calming effect,” Ramsey says. “They warm up the space and make people feel more at home, which helps make the experience less stressful for them. It’s not such a sterile landscape.” Ramsey’s greatest joy is seeing the smiles on clients’ faces when he unveils the finished garden. “I love that they have a space to enjoy and that I had a hand in that,” he says. He works hard to make sure every moment of the project leading up to the big reveal is an enjoyable experience for every client. “We always go above and beyond,” he says. “If even a bubble gum wrapper blows into the yard while my crew is on sight, someone picks it up. We always leave the garden clean and tidy, even if the work isn’t yet complete.” A completed project doesn’t mean Ramsey’s job is finished. Styles change, and Ramsey is available to offer advice and guidance as a family’s or business’s garden needs grow. “Gardens serve a purpose, but they also elicit an emotional response,” he says. “They are living, breathing entities that are forever changing and evolving.”

“Gardens serve a purpose … They are living, breathing entities that are forever changing and evolving.

”

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Beyond the Biz | family business

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Beyond the Biz | family business

family business

Related in Real Estate

Mother And Son Real Estate Agents Kathleen And Alex Hazelwood Work Together To Match Clients With Homes They Adore By Barrett Baker

athleen Hazelwood’s email signature depicts just how strongly she feels about working with her family members. It says, “The Hazelwoods, Three Generations of Real Estate Professionals.” It’s a testament to the time she spent working as a real estate team with her mother, as well as a sense of pride for how she feels about working as a team now with her son, Alex. Kathleen’s mother, Eileen Scarpa, first got into real estate in the ’70s right before her husband passed away. According to Kathleen, she was raising three children on her own, and real estate was “the only job out there at the time where a woman could make as much money as a man.” Her mom’s example was one of the reasons Kathleen got into real estate. She obtained her real estate license in 1981, thinking she could work on a part-time basis while starting a family. However, trying to raise three children while working as an agent proved to be difficult, and Kathleen made family her priority. “I reactivated my license in 1990 when the children were older and my mom asked me to help her,” Kathleen says. “We formed our partnership in 1992 and went to work with Abbitt Realty. One of the things she told me, which I will never forget is, ‘Kathleen, I had the most fun and made the most money working with you.’ My mom passed away in 2009, and that’s something I keep with me all the time. And right now, I can honestly say, as a mother myself, I’m having the most fun working with my son.” As for her son, Alex, joining the family business, Kathleen and her husband originally thought he might follow in his dad’s footsteps. “My husband has a jewelry business, and we always thought Alex was going to head in that direction. But one day after graduating from college, he just looked at me and said, ‘You know what, mom? I really think I would like to come work with you,’ And I said, ‘Well, go get your real estate license.’ And he did.” One might think that when working with family there will be some ups and downs. But Kathleen has never seen a negative

side to working with her mom or her son. “I’ve seen some real estate teams before that were not related,” she says. “My mom was even in a couple of them that didn’t work out, but when you work with family, you’re working together. It’s really kind of funny because for years people would say to me, ‘How can you work with your mother?’ and I would say, ‘How could I not work with my mother? I love her. I adore her. She’s very smart, and we have a great time working together.’” Kathleen believes she is having as much fun working with her son as her mother had working with her. She tries to lead by example, as her mom did, when it comes to a strong work ethic and always treating people fairly. “It’s easy for me to want to help because I’m a mother,” she says. “I want to help people find a home and raise a family because it’s about family. It’s about my children, my grandchildren, other people’s families, other people’s children. And homes deserve good families living in them. Alex and I enjoy working at Abbitt Realty because it is a family-oriented company and everyone helps each other.” After traveling the world as part of a military family, Kathleen is happy to have her roots deeply planted in Coastal Virginia now and hopes that her children will also remain close by. “All three of my children live around here—two of them are in Newport News, and one is in Williamsburg,” she says. “They’re not allowed to leave,” she adds with a laugh. “My dad was from Boston and my mom was from New York, and they wanted to raise their family out of the cities. So I was transplanted here, but this is my home. I’ve always felt very comfortable living here.” As for a fourth generation of Hazelwoods eventually joining the legacy, it’s not out of the question. But for now, Kathleen is just enjoying the team she’s on. “I was talking to my son about retirement not long ago, and he just looked at me and said, ‘You know mom, I don’t think real estate agents ever really retire.’ So we’ll see what the future brings.”

“I can honestly say … I’m having the most fun working with my son.”

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Minority Businesses,

Major Impact Five Local Entrepreneurs Discuss Overcoming Obstacles, Achieving Success And Using Their Tenacious Zeal To Make A Difference

tarting any new venture in business takes energy, resources, time and patience. Minority business owners are often faced with additional barriers, such as acquiring capital, being viewed as legitimate among larger, more established businesses or having access to valuable mentors. We talk with entrepreneurs from diverse cultural backgrounds who share the challenges they encountered when first getting started, the advice they have for other minority business owners and the ways in which theyâ&#x20AC;&#x2122;re serving as mentors and giving back to their communities.

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Gardner & Mendoza, PC A Husband And Wife Legal Team Works To Impact The Lives And Futures Of Others By Barrett Baker

rowing up in the Ocean View section of Norfolk, Radlyn Mendoza knew at an early age that she wanted to be an attorney. “I made the decision when I was 8 or 9 years old,” she says. “I didn’t know what kind of lawyer I wanted to be, but I knew I wanted to help people.” Her parents, who were Filipino immigrants, owned an international grocery store that attracted a wide variety of ethnic people looking for the comfort foods of their homelands. “Our grocery store was like a community gathering place, and we would hear the stories of the people who shopped there,” Mendoza recalls. “We would ring them up, and they would tell us about their problems. My mom would invite them for tea and a bite to eat, and I would hear these stories about people entering into contracts and not knowing what they were doing or thinking that a handshake was as good as getting something down on paper. Then

there were small businesses like ours that had issues with paying taxes and things like that. So that was the impetus for becoming an attorney and actually starting a law firm. I wanted to give back to the people who supported us.” Mendoza met her husband, John Gardner, in law school. The two started dating, fell in love and eventually got married. In 2000 they started Gardner & Mendoza, PC and were rewarded four months later when President Clinton signed into law the LIFE Act (the Legal Immigration and Family Equity Act of 2000 that extended the cutoff period for eligible people to file an immigration petition or labor certification to be eligible to adjust their status in the U.S.). Mendoza estimates that they got close to 150 clients overnight thanks to that Act. “I didn’t really know what kind of law I wanted to practice when we hung our shingle,” she says. “I had a friend at the time who ran a local Hispanic newspaper, so I

put an ad in with my picture in probably 20 different practice areas. The one area of the practice that kept the phone ringing after those ads appeared was immigration. So I had to jump into that fire and learn it.” As a young minority, she went to court a couple times for clients and found the experience a bit unnerving. “When I went to Juvenile Domestic Relations Court in Virginia Beach, I remember feeling uncomfortable when I went up to the bench to argue the case for my client,” Mendoza says. “I had this feeling, whether it was true or false, that everyone was looking at me, and I felt uncomfortable because I was different. I never felt that way before because my parents never emphasized, ‘you’re different.’ They actually wanted me to just blend. I had friends from all different races, so this was new for me. I felt like everyone was looking at me and if I made a mistake it was going to stick out because I looked different from everybody else. But that was actually a good thing because I found immigration law, which is an amazing area of practice with so much area of impact for the

people we want to help.” In addition to charitable acts, working with groups like Physicians for Peace or raising money to buy books for kids in Norfolk public elementary schools, Mendoza believes that giving back to the community is vitally important for any business. “The impact of our business is massive,” she says. “For example, think about an undocumented Mexican male doing construction here in Coastal Virginia who is able to become a lawful permanent resident of the United States. He’s then able to bring his wife and children to the U.S. who may be living in poverty in Mexico. To think that the work we did could impact this man, his wife, his children, his future grandchildren, and make their lives a lot better than it would have been, that, to me, is pretty massive. That’s what helps keep me going.” As for advice for other minority-owned business, her words are simple: “Do not look at yourself as a minority-owned business. If you do think about it, think about it in a way that’s going to be an advantage for you, not a disadvantage.” Learn more at GardnerAndMendoza.com. W ww . C o v a b i z m a g . c o m

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Tactical Office Solutions

From Small Beginnings, This Hampton-Based Office Supply Company Serves The Furnishing Needs Of Businesses Around The Globe By Barrett Baker

ablo Gonzalez, president of Tactical Office Solutions in Hampton, admits that it wasn’t easy getting started as a minority-owned business. “I had a partner, a retired military gentleman, and he and I were looking for a better way to build a mousetrap, as they say, to improve our personal lives,” he recalls. “So we joined forces and started going after government contracts in our area. We literally began in a room over a garage and knocked on doors for about 18 months before we got our first contact. After that, the rest is history.” Now 12 years later, they’re supplying office furniture to businesses all across Coastal Virginia, Washington, D.C. and even around the globe. Tactical Office is a commercial furniture dealership that supplies small, medium and large businesses with all interior work, including furniture, flooring, window treatments and more. They have interior designers on staff to help create the look and feel their clients want, and they have project managers to ensure that everything runs smoothly, from the moment the order is placed

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to the delivery and setup. “We do everything from a single seat all the way up to the entire building, depending on what our clients need,” Gonzalez adds. The biggest challenge they faced when getting started was getting access to capital, although they eventually discovered there are a lot of organizations that provide minority businesses with monetary sources. They also discovered various programs available through the federal government, as well as the state of Virginia, that provide assistance. But even when they got the money they needed, they discovered that being a minority-owned business came with some challenges. “This is my personal feeling, but I think you’re viewed differently than other businesses that aren’t minority-owned,” says Gonzalez, who is Puerto Rican and Mexican. “I can’t say it’s ownership, but based on the totality of the circumstances, potential customers kind of look at you like, ‘you’re a small business and minorityowned, and you haven’t been around as long as some of the bigger, non-minority firms.’ And sometimes I think we lose busi-

ness because of that.” But that doesn’t stop Gonzalez from giving back to the community. “What happens with a lot of government contracts is, they have existing furniture that’s still pretty useful,” he says. “So what we like to do is try to find a home for that furniture. Once the government releases it to go to the dump or whatever, we take it and reposition it to other small businesses that are just getting started or to charitable organizations like the Red Cross or Peninsula Free Christian Dental. So we have a little outreach program that repositions used furniture very quickly. It’s very expensive to warehouse and maintain that furniture, so we like to donate it to find a good home for it.” In doing so, they’re not only helping other businesses; they’re also helping to protect the environment. In addition, Tactical Office mentors other small businesses, particularly minority-owned businesses that may be early on in their development. They provide guidance and share their experiences as to what made them successful and some of the chal-

lenges they faced along the way and how they overcame them, to help those businesses learn how they can react to barriers and power through them. “One of the things I try to pass along to others is that you’re not going to get business strictly because you’re a minority,” Gonzalez says. “I can’t say that by virtue of being a minority that we have gained any type of competitive advantage, but there are some programs out there that tell you, ‘if you get this certification or that certification, these contracts are going to be flowing to you because of your minority status. That’s just not the case. I think minority businesses have to work, but they have to work extra hard in making those sales calls, getting in front of people and showing them their true capabilities and how they can be of value to any business or entity. I think in most businesses, sales, sales, sales is the name of the game. As long as you have sales coming in and collecting money, you’re going to be in good shape.” Learn more at TOSOffice.com.

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Sabrosa Foods

From Selling Salsa Out Of His Trunk To Building A Multi-Million-Dollar Corporation, Duane Thompson Has Found His Recipe For Success By Chris Jones

he Virginia State University Trojans football team once put a loss squarely on the stomach of Duane Thompson. “As a freshman, we had these meetings and all we ate was salsa,” recalls Thompson, now 44. “You ate it for breakfast, lunch and dinner. I had an aversion for preservatives in the salsa we were eating. I got heartburn and acid reflux. I changed salsas, and we lost a game because I broke with tradition.” His grandmother, who had a large garden, would drive to Petersburg from Newport News

to bring Thompson fresh produce. That’s when he started experimenting with fresh ingredients and developed what he and his college friends called “The Dip.” “I had some bell peppers and fresh herbs—cilantro, garlic and parsley—and realized I didn’t get any ill effects,” Thompson remembers. “There was no more acid reflux.” That sensitive stomach and subsequent concoction led to Thompson perfecting a salsa recipe that eventually ushered in Sabrosa Foods—which still utilizes fresh, locally-sourced ingredients.

“We grow all of our own bell peppers, cilantro, jalapeño and parsley,” Thompson explains. “Farmers come in, drop it off and we process it.” At its inception, Sabrosa manufactured and distributed roasted bell pepper salsa. Now the company has expanded to providing food service for government contracts, like NATO, Langley Air Force Base, Fort Eustis and the Pentagon. “When we got our first contract with military defense commissaries, we had a 3,000-mile radius on the East Coast from Fort Knox to the west to Fort Drum up north and Fort Bragg to the south,” Thompson says. Earning the initial business was exciting for a young startup, but then the reality of how to fulfill the orders set in. It cost Sabrosa $20,000 to supply its products to each of the military installations. Since acquiring a bank loan wasn’t an option, Thompson borrowed money from his parents, depleted his savings, sold possessions and negotiated a slow rollout. Then he set out making the deliveries. “I borrowed my mother’s SUV and drove [the orders] to all of the bases. It took me seven straight days,” he laughs. Locally, Sabrosa has been shelved in 38 stores, including every Farm Fresh and the Virginia Store, and they distribute to Virginia Tech and the College of William & Mary. Aside from challenges common to startup, Thompson says as a minority business owner, his first noticeable obstacle was legitimacy. “Being black, we have to show that we can compete in the same arena,” he says. “Early on when we got the commissary contracts, when I went to the back of the stores,

they didn’t believe I had a real contract. They were used to dealing with big trucks and working with bigger companies who could afford distribution.” He also cites access to capital being another difficulty for minorities startups. “I had a shoestring budget. For years, I was literally selling salsa out of the back of my trunk,” he says. Despite the difficulties, Sabrosa has pressed on. Thompson has partnered with the Virginia Peninsula Foodbank and Norfolk Vocational Academy, sits on the Agricultural Board at Virginia State University, has keynoted the Small Farmers Conference, and he gives money to Norfolk Scholarship Foundation. “And that’s not even half,” he smiles. “You have to give a hand up.” His latest venture has been co-authoring a book with Cheryl Ross called Thinking Outside the Bottle. “It’s geared toward people who have a product,” he explains. “It has places to write, and when you’re done with the book, you’ll have a plan written.” He encourages those serious about entrepreneurship to take the leap without a safety net. “I’ve mentored 30 people. The ones who quit always have something to fall back on. In every business that has succeeded, the entrepreneur put themselves in a place where they had no choice but to succeed.” And that’s much like what Thompson did with Sabrosa— from a gritty, low-budget startup to a multi-million-dollar-a-year business. “This company started from nothing,” Thompson acknowledges. “We’ve run the company very efficiently, and we’re still growing.” Learn more at SabrosaFoods.com.

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Ivy Glam With An Indomitable Spirit And Fierce Work Ethic, Entrepreneur Ivy Do Aims To Empower A Generation Of Women By Chris Jones

irginia Beach fashionista Ivy Do has dressed the likes of Coko of the 90s R&B group SWV, Miss Virginia Beach, and world-class model Tatyana Braxton. Fueled by her online fashion boutique, Ivy Glam, Do aims to empower a generation of women in Coastal Virginia and beyond who want to feel confident and look stunning. “We try to give the best quality at a reasonable price,” Do says. “We have a team in LA and New York that designs for us. It’s based on the latest trends and fashions. Everything is made in the USA.” Along with her husband, Peter, Do hits the fashion circuits in New York City and Las Vegas, drawing inspiration for her custom-made pieces. She also relies on industry insiders to keep her in the loop and on the cutting edge of headturning styles. “I want every woman to feel

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like a celebrity,” Do emphasizes. “You will feel more confident when you look good.” Do, who immigrated from Vietnam to the United States at age 11 with her family, has been running businesses for over a decade. She’s the franchisee of three Skinny Dip Frozen Yogurt Bars, has owned a nail salon and with her husband will be opening a new seafood restaurant in Downtown Norfolk later this spring. She credits her parents for her indomitable spirit and fierce work ethic. “They brought us to the United States because there was a bigger opportunity here,” Do explains. “My dad went from a rich man in Vietnam to riding a bike. He had to work at Walmart.” Even as enterprising as Do is, some of the challenges that she faces in being a female entrepreneur come in the form of getting

the right support, starting with believing in yourself and surrounding yourself with people who won’t try to take advantage. “You have to know what you’re doing. One mistake can hurt your business,” she warns. “Finding the right web designer was hard. I’ve had incidents with three PR firms. I’ve ordered the wrong products and couldn’t return them.” Do stayed encouraged through it all, finding inspiration in the women she outfits, the numbers of messages across social media from those touched by her work, and by a dream that keeps her up at night. “I’m happy that the little things I do have such an impact on younger women. That makes me happy,” she says. In the community, Ivy Glam has made its mark as a brand of compassion and caring. The concept of community responsibility was instilled in Do by her mother, who taught her the importance of giving back. In February, Ivy Glam partnered with businesses across Coastal Virginia to offer a Beauty over Cancer package where she donated a dress, provided professional makeup and photos and a dinner

for two to a local woman battling cancer. She’s also partnered with beauty pageants to provide free dresses for girls whose parents can’t afford the attire. “Everybody should give back something. Either through church or charity as a sign that you’re grateful for what you have,” Do recommends. She believes aspiring entrepreneurs who want to make a difference need to fight for what they want. “Be strong. Don’t give up. You’re going to run into bumps,” she advises. “If you want something bad enough, find a way around it.” Being a classic serial entrepreneur, only Do knows what her next move will be. And as she crosses into her 30s, she aggressively continues to build her empire. “My husband and I are in our prime; we’re about to be in our 30s,” she says. “I feel like we are strong and should use this time to build.” And much like her parents, she too wants to work hard, give back and make the appropriate sacrifices for her future children. “We want to create something for our kids and generations to come.” Learn more at IvyGlam.com.

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Hamilton Perkins

Concerned By The Amount Of Plastic Ending Up In Oceans, A NorfolkBased Entrepreneur Set Out To Start Style With A Purpose By Chris Jones

hen Hamilton Perkins couldn’t find a bag that he could be proud to carry on campus as a business school student at the College of William & Mary, he created one. The Hamilton Perkins Collection is dubbed style with a purpose. It’s a socially conscious brand that uses recycled plastic bottles and repurposed vinyl billboards to design fashion-forward bags. “I read that 30 million plastic bottles were going to hit the ocean. I asked myself what I was going to do about it,” Perkins says. He approached a provider who could make a product out of plastic. One of the early challenges was creating a lining that would be protective, customized and personal. The only way to do that, Perkins says, was to solve another problem. Enter billboard vinyl. “Billboards end up in landfills and in the ocean. So we have no problem finding enough supply,” Perkins notes. “When you’re starting a business, you want to have materials that are plentiful.” He found a company in Portland, Ore. to make the bags. In doing so, he also created jobs for

people in developing countries. Starting in Haiti and Honduras, his pilot countries, he forged a partnership with Thread International to support 200 jobs across Haiti for 15 days to make 1,000 bags. One of the most attractive features of the bags is the unique craftsmanship of every bag. The original art from the billboards lines the interior. Some bags have art; some have text. Perkins says that while his customers like the aesthetic and functionality of the bags, they’re attracted to how socially and environmentally responsible the company is. “Most of our customers really love the bags. They’re also interested to know about the bottles and the billboards and the people involved and how we create jobs in the developing world,” Hamilton says. “So now people don’t have to choose between style and purpose; they can have style with a purpose.” Perkins is no stranger to the

retail and manufacturing sector. He worked in retail for 10 years studying consumer behavior, and he consulted. He relied on some of the top research reports available and realized that his process would stimulate job creation, reduce waste and conserve resources. He wanted the line that bore his name to make a difference not because it sold but instead because it got made. “I was solving larger problems in the fashion industry. There was an opportunity to do things differently and inspire consumers to think about what they are consuming and they types of companies you’re supporting,” Perkins says. “Textiles are harsh on the environment. To say how or where a thing is made doesn’t affect me isn’t acceptable anymore.” As a minority business owner, Perkins says he faces the same

challenges that any other business faces. “I have to make something, sell it and relate. I feel like the market will tell you what it needs or doesn’t need. If your product or service is solving a problem and you’re making a difference, you’re going to overcome a lot of obstacles.” Perkins backs that statement up through a successful campaign funding on the all-ornothing crowdfunding platform Kickstarter where 150 backers pledged over $22,000 to help launch the production of the bags. Today, he’s always looking for ways to share his expertise with the local community. “I give a lot of my time. I pop up and guest lecture at universities, and I mentor,” he says. “I provide as much value as I can.” Learn more at HamiltonPerkins.com.

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TOURISM THE BUSINESS OF

IN COASTAL VIRGINIA

A LOOK AT THE EFFECTS OF TOURISM ON COASTAL VIRGINIA’S ECONOMY, COMMUNITY AND QUALITY OF LIFE—AND WHAT NEW DEVELOPMENTS WILL STRENGTHEN THIS THRIVING INDUSTRY

Do we blame tourists

for traffic delays on the HRBT during summer? Maybe. Do we shy away from the Oceanfront certain times of the year to avoid the crowds? You bet. But do we also rely on tourism to strengthen our economy, up the standards of our schools and better our overall quality of life? Absolutely. Tourism may have its minor annoyances, but it makes a major impact in Coastal Virginia. It’s a $4.3 billion dollar industry here, creating 42,000 direct jobs and accounting for 20 percent of total state tourism expenditures, according to a 2015 report

from the Hampton Roads Economic Development Alliance. From there, it’s a domino effect, with tourism dollars strengthening our communities by funding schools, parks and recreation and festivals and events. And finally, there’s the standard of living that we admittedly take for granted sometimes. So, how is tourism faring in each individual city, and what new developments can we look forward to in the upcoming year? To find these answers and more, we contacted 10 local tourism leaders who shared the ways in which they’re marketing their city or region, the challenges they’re facing and how they’re working together to boost tourism for our region as a whole. And in this case, it really is important to consider the region as one since, as several tourism leaders noted, tourists don’t see the boundaries from city to city nor realize when they cross over from one city to the next. For them, it’s all part of their overall vacation experience, and for us, well, it’s worth fighting the crowds every once in awhile.

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Chesapeake Answers provided by Kimberly Murden, Tourism Manager for the City of Chesapeake VisitChesapeake.com How is your market doing in terms of yearly revenue, year/year hotel occupancy and year/year RevPAR? Based on information from Smith Travel Research, Chesapeake is performing well. Annual Revenue: $80,694,426 Year/Year Occupancy: 68.4 percent, increase of 1.3 percent Year/Year RevPar: $50.30, increase of 6.7 percent According to information from the Virginia Tourism Corporation, overall visitor expenditures for Chesapeake in 2015 were $331.4 million, resulting in $11.8 million in local tax receipts.

What new projects/developments or changes in business practices are coming in the next year and beyond? How will these projects/developments impact visitation? Dollar Tree will soon undertake a $110 million expansion to its headquarters in Greenbrier, adding an urban street scape with food, retail and potential for an additional hotel. LTD Hospitality Group has closed on the purchase of the Marriott Hotels property located on Woodlake Drive at the entrance of the Chesapeake Conference Center. Current plans are to rebrand the hotel to Marriott International’s full service Delta Hotels by Marriott brand in March of 2017. LTD will strengthen the hotel’s position in the market through a complete modernization and renovation of the 230 guestrooms, 12,000 square feet of meeting space and lobby. The Delta hotel will be the first in Virginia and only second to open in the US. What new advertising/marketing focuses are you implementing? This year we evolved our plan to incorporate storytelling. In Chesapeake, our brand promise is about how people can connect when they get out into

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the great outdoors, experience our unique shopping and experience our dining scene. The campaign we are currently running is “Let the moments begin in Chesapeake.” Our approach has been for visitors to spend a few days off the beaten path in our wonderful park system. The Northwest River Park is over 700 acres, and a third of the Great Dismal Swamp National Wildlife Refuge is in Chesapeake, as well as numerous other parks and waterways. Our accommodations are more affordable, and we offer a place to get outside and connect with nature and one another. This year we incorporated more photography and digital initiatives, including video. Seeing is believing, and we produced a series of photos that we can maximize on social media, in programmatic ads and on our website. What are your largest challenges and obstacles? Who is your competition? Chesapeake has limited traditional “brick and mortar” attractions or experiences. We are looking forward to breaking ground on the Great Bridge Battlefield and Waterways Museum. The museum will contain both permanent and changing exhibits that demonstrate the importance of both the Battle of Great Bridge and the historic waterways to the creation and development of the nation. Due to its location on the banks of the Atlantic Intracoastal Waterway, it will receive both marine and vehicular traffic. The center will provide resources for local historical research, host both indoor and outdoor interpretive displays and programming, contain a 100-seat theater and have space for social and civic events. What does tourism mean to the City of Chesapeake? How does it affect local taxes, and how does it affect our quality of life? How does it help drive our local economy, jobs and the quality of our schools and education system? Tourism is a $331 million industry for Chesapeake. It contributes $11.8 million

Great Dismal Swamp

in local tax receipts, with 3,191 jobs in Chesapeake. Approximately half of the tax revenues are shared with schools. Tourism tax dollars fund facilities, new parks and recreation amenities, schools, as well as festivals and events. Do you feel that the cities of Coastal Virginia sufficiently work together to boost tourism? If not, how do you think that the relationships among cities could improve? I do believe the cities of Coastal Virginia do an excellent job of working together to boost tourism. While each city presents their unique visitor experiences, the tourism departments recognize there is strength in working together to promote this beautiful area and extend the visitor stay. How does Chesapeake work with other regional partners to sell the region to visitors? The Coastal Virginia Tourism Alliance is the umbrella that connects all of the regional partners. Through this alliance we’ve developed marketing materials and meet regularly to discuss how we can best work together to grow the travel to our region.

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Eastern Shore

Portsmouth

Answers provided by Kerry Allison, Executive Director of Eastern Shore of Virginia Tourism Commission, ESVATourism.org

Answers provided by David Schulte, Tourism Manager, Department of Marketing, Communications & Tourism for the City of Portsmouth, PortsmouthVa.gov

How is your market doing in terms of yearly revenue, year/ year hotel occupancy and year/year RevPAR? The tourism economy on Virginia’s Eastern Shore continues its record growth with visitor spending increasing 2.6 percent in 2015 compared to the prior year and a growth rate almost twice that of the state’s 1.4 percent. In 2015, visitors to the Eastern Shore spent a record $261 million at restaurants, B&Bs, hotels, campgrounds, shops, galleries, museums, attractions and other travel-related items. This translates to an average of $715,720 a day streaming into businesses from Cape Charles to Chincoteague. Travelers also contribute sales, lodging and meals tax to the ESVA economy, and in 2015, local tax revenues totaled $7 million here, a whopping 6 percent increase from the year prior, and an increase of 22 percent since 2010. Local tax dollars flow directly into Northampton and Accomack counties and towns. What new projects/developments or changes in business practices are coming in the next year and beyond? New projects include Cape Charles Brewing Co., opening in 2017 and a new water park opening in Chincoteague in 2017. What new advertising/marketing focuses are you implementing? A focus on building the shoulder markets, bringing younger consumers here by focusing on outdoor recreation, creating a year-round birding destination and broadening our content marketing platform via a feature story blog, a new website, social media and third party content curation. What are your largest challenges and obstacles? Who is your competition? Resources are the biggest challenge. Our competition is other undeveloped and pristine mid-Atlantic coastal destinations. What does tourism mean to the Eastern Shore? How does it affect local taxes, and how does it affect our quality of life? How does it help drive our local economy, jobs and the quality of our schools and education system? Increased tourism-related tax revenues assist local jurisdictions with their budget challenges. How does the Eastern Shore work with other regional partners to sell the region to visitors? The Easter Shore is, in itself, a regional organization marketing a broad and diverse coastal region. The Eastern Shore regional sub markets include Cape Charles, Exmore, Onancock, Wachapreague and Chincoteague. We leverage regional partners outside of our own to further elevate our brand in addition to the Coastal Virginia Tourism Alliance: Virginia Oyster Trail; the Virginia Tourism Corporation; the statewide Artisan Trail; and regional grant partnerships.

What new projects/developments or changes in business practices are coming in the next year and beyond? How will these projects/developments impact visitation? The Portsmouth Naval Shipyard Museum will reopen this summer following an extensive renovation. We expect this to help bolster our appeal among history lovers. What new advertising/marketing focuses are you implementing? The city’s marketing efforts will continue to focus on building attendance at the five city-owned museums and our major festivals and events. What are your largest challenges and obstacles? Who is your competition? The city’s marketing budget has remained stagnant during the past decade, which means that our buying power has declined due to inflation. Within the Hampton Roads region, we don’t exactly have any other cities that are day tripper communities. The closest community that actively promote themselves as such would be Smithfield and/or Suffolk. What does tourism mean to the City of Portsmouth? How does it affect local taxes, and how does it affect our quality of life? How does it help drive our local economy, jobs and the quality of our schools and education system? The Virginia Tourism Corporation estimates that in 2015 visitors to Portsmouth spent $80.8 million, which supported 796 jobs and generated $3.2 million in city tax revenues. As livability becomes more important to cities, providing an enhanced quality of life for our residents, visitors and citizens is extremely important. How does Portsmouth work with other regional partners to sell the region to visitors? Portsmouth is active in the Coastal Virginia Tourism Alliance. We also partner with the cities of Norfolk, Newport News and Hampton to conduct an annual familiarization tour for AAA travel professionals from throughout North America.

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Norfolk Answers provided by Anthony DiFilippo, President and CEO of the Norfolk Convention and Visitor’s Bureau, VisitNorfolk.com How is your market doing in terms of yearly revenue, year/year hotel occupancy and year/year RevPAR? 2016 was a very good year for the Norfolk hotel market. According to Smith Travel Research (STR), hotel occupancies increased almost 3 percent over 2015, and RevPAR was up 6.2 percent, resulting in a hotel revenue increase of $91.7 million, up four percent over the prior year. What new projects/developments or changes in business practices are coming in the next year and beyond? How will these projects/developments impact visitation? There are several new developments that will come on line in spring 2017 that should have significant impact on the hotel market this year and beyond. The 300-room Hilton hotel and 42,000-square-foot conference center is scheduled to open in April. The Waterside District, developed by the Cordish Companies, is slated to come on line about the same time. Both projects will add to the vibrancy of downtown. And we will celebrate the 100th anniversary of Naval Station Norfolk with various events throughout the year. Other enhancements that will have a positive impact on tourism are the revitalization of the Elizabeth River Trail, the Nauticus Sailing School and a multimillion dollar beach replenishment in

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he long-awaited Hilton Norfolk The Main is finally here, and it’s expected to be a game changer, helping to transform and boost Norfolk’s economy, meeting space options and overall vibrancy. “It has exceeded everything the city had hoped for,” former Norfolk Mayor Paul Fraim shared at a media event hosted by Bruce Thompson, CEO of Gold Key | PHR this past February, when the hotel was still under construction. There’s much to look forward to at the 21-floor hotel in terms of restaurants (Saltine, Varia and Grain) and amenities (hip, modern décor, a rooftop lounge and garden, indoor pool, fitness center and 300 guest rooms), but for the purpose of our local busi-

ness community, we’ll focus on what The Main can offer for meetings. The IACC-approved conference center, called The Exchange at The Main, features flexible room layouts, each equipped with cutting-edge audiovisual technology, as well as state-of-the-art classrooms and 39 different meeting room spaces. Most impressive is the 18,382-square-foot Main Grand Ballroom—the largest in Virginia—a space so gargantuan that it’s nearly impossible not to say, “Wow,” upon seeing it for the first time. There are also secure meeting rooms with soundproof walls and private phone and WiFi access. So, whether you’re hosting a board meeting or a corporate conference with 2,000 attendees, The Main can be transformed to fit these needs—and everything in between. Along with the seemingly endless options for meeting space, business groups both local and from out of town will find The Main’s overall atmosphere to be stately but spirited, professional but comfortable—and there’s refined character throughout. Take, for instance, the crystal chandelier from the Cavalier Hotel in Virginia Beach hanging in the Italian restaurant, Varia; the ultraprivate dining spaces (one of which is hidden behind a rotating bookshelf); and the original Decker Building façade, which has been preserved and incorporated into the hotel, now serving as an entrance to Saltine and Varia. As the thrill of The Main’s opening transpires and groups begin planning large conferences, small sessions or perhaps after-work cocktails, it’s likely that we’ll be hearing the words, “Meet me at The Main” a lot during the months ahead.

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COVA Norfolk continued ... the Ocean View section of the city that will widen the beach to 60 feet in most areas. What new advertising/marketing focuses are you implementing? On the marketing front we are continuing our transition in advertising from print to digital and social media, including expanding our online presence via the VisitNorfolk website. Our website visitors have grown to almost half a million. Our overall marketing efforts resulted in Norfolk being named one of the top 50 places to visit in 2017 by a leading travel magazine, and we will continue to focus on those experiences unique to our city that provide visitors with a taste of Norfolk. What are your largest challenges and obstacles? Our largest challenges are air lift, traffic congestion and lack of resources to broadcast all that is happening here to a larger audience. What does tourism mean to the City of Norfolk? How does it affect local taxes, and how does it affect our quality of life? How does it help drive our local economy, jobs and the quality of our schools and education system? Tourism is often mentioned as one of the three pillars of our city/ regional economy. Tourism spent $764 million in Norfolk in 2015, according to the most recent data available from Virginia Tourism Corporation. Payroll for those directly employed in the tourism industry was $198,000. The vibrant tourism industry our city enjoys helps support the multitude of restaurants, hotels, craft breweries and other amenities our local citizens can enjoy. Do you feel that the cities of Coastal Virginia sufficiently work together to boost tourism? If not, how do you think that the relationships among cities could improve? The Coastal Virginia Tourism Alliance was formed back in 2005 to enhance collaboration among the 10 CVBs in the region. Our group also included both airports and the Eastern Shore. We meet monthly to support cross marketing initiatives and communicate the value the travel industry has on the region. Several of the cities jointly participate in consumer and meeting and convention tradeshows and/or industry activities to promote our region.

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Suffolk Answers provided by Theresa Earles, Tourism Development Manager for Suffolk Tourism, VisitSuffolk.com

What new projects/developments or changes in business practices are coming in the next year and beyond? How will these projects/ developments impact visitation? We are excited to see the long-awaited redevelopment of Bennett’s Creek Marina as Brian and Teresa Mullins (the same visionaries who brought Vintage Tavern and River Stone Chophouse to Suffolk) completely overhaul the waterfront site. The $8 million project features eight waterfront acres that will include Decoys Restaurant (seafood) and Blind Dog Tiki Bar, the Bennett’s Creek Marina and the Landings at Bennett’s Creek residences. The marina is expected to have 54 slips available upon completion, encouraging patrons to arrive by land or by sea. What new advertising/marketing focuses are you implementing? Suffolk thrives in niche markets. For instance, Suffolk is home to amazing independent eateries with award-winning chefs and cuisine. We focus on marketing our culinary assets via our Spring and Fall Suffolk Restaurant Weeks— now in the 10th year—along with the annual Taste of Suffolk Downtown Street Festival, and even more recently, our Suffolk Culinary Crawls. Other niche markets for Suffolk include ecotourism relying heavily on The Great Dismal Swamp National Wildlife Refuge, Bennett’s Creek Park & Marina and Lone Star Lakes. And 2017 marks the fourth year for the Suffolk Mystery Authors Festival. This literary event is designed for readers, writers and mystery fans to meet best-selling authors of mystery, suspense, romance, paranormal, horror and women’s fiction. What are your largest challenges and obstacles? Who is your competition? Suffolk’s greatest asset may very well be its greatest challenge—our size. With 430 square miles, Suffolk offers a blend of urban and rural, as well as historic and modern. Without having indisputably defining attractions such as the oceanfront or the historic triangle, it’s imperative for Suffolk’s array of quirky and quaint amenities and outdoor treasures to maintain a foothold in Coastal Virginia. We recognize how lucky we are to be located within easy driving distance from our

neighboring cities as our regional attractions offer even more reasons to visit Suffolk. What does tourism mean to the City of Suffolk? How does it affect local taxes, and how does it affect our quality of life? How does it help drive our local economy, jobs and the quality of our schools and education system? Suffolk Tourism is a division of our city’s Economic Development Department. We approach tourism not just from a marketing and sales perspective but from a development mindset. We produce events, activities and festivals designed to enhance our citizens’ quality of life while simultaneously appealing to visitors. We work with local businesses on marketing programs and incentives. Suffolk Tourism also operates a year-round tour program, offering six different tours that attract locals and visitors alike. Revenue generated from admission, meals and lodging taxes support Suffolk’s General Fund which, in turn, funds core services such as education, fire, police, etc. According to the Virginia Tourism Corporation, in 2015 Suffolk’s visitors spent $67.7 million and generated $2,061,595 in local tax receipts and $3,777,626 in state taxes. Steady growth in Suffolk’s tourism equates to new development of product for locals and visitors to enjoy as Suffolk becomes more appealing to entrepreneurs, developers, relocating families and future employers. Do you feel that the cities of Coastal Virginia sufficiently work together to boost tourism? If not, how do you think that the relationships among cities could improve? The best way our Coastal Virginia cities can help each other is by continuing to improve and grow our individual products, enhance our events and attractions and overall hospitality. While locals may view our individual cities as “rivals,” really we are complementary destinations for travelers that offer a vast variety of experiences within convenient proximity of one another. The average visitor does not recognize the invisible boundaries between cities, and it is our region’s collective tourism product that appeals to leisure and business travelers. Our CVBs and tourism offices meet regularly and work together whenever possible How does Suffolk work with other regional partners to sell the region to visitors? Suffolk works with other Coastal Virginia entities, whether it’s cooperative advertising, promoting “Thank the Visitor Day” during National Travel and Tourism Week or by organizing familiarization tours for travel writers meeting in neighboring Portsmouth. We frequently work with nearby Smithfield to cross-promote our festivals and events.

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Smithfield & Isle of Wight Answers provided by Judy Winslow, Director of Smithfield & Isle of Wight Tourism, GenuineSmithfieldVa.com What new projects/developments or changes in business practices are coming in the next year and beyond? How will these projects/developments impact visitation? Windsor Castle Park Natural Playscape; LOVEworks Display; 40th anniversary book and exhibit at museum; Joseph W. Luter Multisports Complex; Aberdeen Farm, Distillery, Winery; The Salty Southern Route Tour (A Pork and Peanut experience!) with surrounding local partners. Windsor Castle Park We are looking for both the Windsor Castle Park Natural Playscape and the Sports Complex to increase family visitation numbers. We are also looking to increase millennial visitation as a weekend getaway, destination wedding venue and with increased “spirits” events and destinations. What new advertising/marketing focuses are you implementing? We will be creating an all new mobile responsive website and will be continuing to morph much of our advertising focus to digital. What are your largest challenges and obstacles? Who is your competition? Our largest challenges as a department are budget constraints and getting it all done with a tiny staff! We also market places and events that we don’t “manage,” so great communication is a top concern. We consider all of the other localities in our market “co-opetition” and love being a part of CVTA! Smithfield & Isle of Wight is a unique entity in Coastal Virginia, and we can differentiate ourselves. Our competition are other historic small towns such as Cape Charles, Ashland, Edenton, etc. What does tourism mean to Smithfield/Isle of Wight? How does it affect local taxes, and how does it affect our quality of life? How does it help drive our local economy, jobs and the quality of our schools and education system? Tourism is hugely important in Smithfield and Isle of Wight. While HAM is by far the #1 industry, we like to say tourism is #2! Many of our local shops, restaurants and, of course, our attractions rely on visitors to make or break their businesses. Tourism events and marketing help drive our local economy and our own residents’ quality of life. From a tourism standpoint, the combined assets of Coastal Virginia seem hard to rival. Do you feel that the cities of Coastal Virginia sufficiently work together to boost tourism? If not, how do you think that the relationships among cities could improve? Tourism in Coastal Virginia has worked together incredibly well though the Coastal Virginia Tourism Alliance, thanks to the unwavering support of the late Jim Ricketts and other directors of tourism in this area. In fact, we are often touted as the best example of regional cooperation in state tourism by the Virginia Tourism Corporation. I believe that this group should have more of a seat at the table at all regional discussions as tourism is a pillar of economic activity in our region.

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Newport News Answers provided by Cindy Brouillard, Director of Tourism for Newport News Tourism Development Office, Newport-News.org How is your market doing in terms of yearly revenue, year/year hotel occupancy and year/year RevPAR? From 2015 to 2016, yearly revenue is up 7.7 percent; hotel occupancy is up 4.8 percent; and RevPAR is up 7.7 percent. What new projects/developments or changes in business practices are coming in the next year and beyond? How will these projects/developments impact visitation? We’re working on a regional beer, wine and spirits trail (Toast the Coast) for our region. The popularity of these trails nationwide is exciting. You can find a map on our website that features not only the facilities in Newport News but our neighbors as well. Newport-News.org/Visitors/ Where-To-Dine/Beer-Wine-And-Shine-Trail What are your largest challenges and obstacles? Who is your competition? We are all competition for one another in our region, but we use it to our advantage and include our neighbors in our attractiveness as a vacation destination. We have so much to offer collectively, and our visitors do not have the boundaries nor do they realize when they cross into another city. It benefits us all when we sell collectively as it can extend our visitor’s stay. What does tourism mean to the City of Newport News? How does it affect local taxes, and how does it affect our quality of life? How does it help drive our local economy, jobs and the quality of our schools and education system? Tourism is very important to our city. It is an economic generator that not only brings in tax revenues but also creates jobs. It enhances the quality of life not only for our residents but it provides experiences for our visitors. The taxes generated by tourism helps our city in every aspect including our schools and education system. Do you feel that the cities of Coastal Virginia sufficiently work together to boost tourism? If not, how do you think that the relationships among cities could improve? Yes, we work extremely well together to sell our region. We have a Coastal Virginia Tourism Alliance where we meet monthly to share information and brainstorm ideas of how we can collectively promote tourism. In addition, we attend tradeshows together and bring in familiarization tours into our region and work together to showcase one another.

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Williamsburg Answers provided by Karen Riordan, president and CEO for the Greater Williamsburg Chamber & Tourism Alliance, WilliamsburgCC.com

Golden Horseshoe Golf Club The multi-million-dollar renovation of Colonial Williamsburg’s Golden Horseshoe Golf Club’s award-winning Gold Course is scheduled for completion in the spring. Culture Café The chefs behind some of Williamsburg’s most popular eateries, Blue Talon Bistro and The Trellis Bar and Grill, recently opened the more casual Culture Cafe in the heart of The College of William and Mary. The new restaurant unites cultures and food by serving small plates in a uniquely communal dining experience.

What new projects/developments or changes in business practices are coming in the next year and beyond? How will these projects/developments impact visitation? Each of the projects noted below offer additional reasons for new and repeat visitation to our amazing destination. Here is just a taste of some of the new experiences for 2017: American Revolution Museum at Yorktown Special exhibitions and events throughout the year include: the inaugural special exhibition: AFTERWARD, from June 1 to Nov. 27. On July 4, join the Liberty Celebration to salute the 241st anniversary of the Declaration of Independence. Busch Gardens Williamsburg The world’s first crowd-sourced ride and the first wooden coaster, InvadR boasts a 74-foot drop, nine airtime hills and a speed of 48 mph.

Virginia Beer Company In March, Virginia Beer Company started bottling specialty beers in 750 ml bottles. The first release will be their first anniversary beer, an Imperial Stout that has been aging in Old Forrester Bourbon barrels and Laphroaig Scotch barrels. Williamsburg Winery In 2017, The Williamsburg Winery will enhance two very popular programs: Every Saturday and Sunday the Wine & Brine Lounge at the Gabriel Archer Tavern features Chesapeake Bay’s finest oysters along with other fresh seafood delights. On Sundays, join cycling enthusiasts from the winery team on a group ride through the Historic Triangle and back to the winery for wine and brunch specials. Copper Fox Distillery Copper Fox’s second distillery, which opened in Williamsburg in late 2016, is adding Scottish Master Distiller Andrew Shand this year along with a new cocktail menu that changes seasonally. The new facility boasts an outdoor patio and fire pit and a new Malt House.

Revolution Golf and Grille Coming this spring in The Shops at High Street, this revolutionary sports bar will feature Virginia’s first indoor high-definition golf center with six golf simulators.

Billsburg Brewery A new addition to the Williamsburg Tasting Trail will be the Billsburg Brewery scheduled to open in the fall of 2017 at the Jamestown Marina. The brewery will be the ninth member of the Williamsburg Tasting Trail.

Williamsburg Inn The renovated Williamsburg Inn re-opens in April, just in time to commemorate the historic inn’s 80th anniversary. The second part of its multi-phase renovation includes a new signature restaurant, an elegant reflection pool at the main entrance and an expanded Queen’s Terrace ideal for weddings and larger functions.

What new advertising/marketing focuses are you implementing? We continue to monitor marketing opportunities and trends that allow us to maximize our media dollars with a stronger consumer reach. Our campaigns for 2017 will continue to emphasize the Freedom to Have Fun. Research shows us that families having fun is a priority for vacation planners,

and we want to make sure that potential visitors understand the many ways you can experience fun in Williamsburg, Jamestown and Yorktown. What does tourism mean to the Historic Triangle? How does it affect local taxes, and how does it affect our quality of life? How does it help drive our local economy, jobs and the quality of our schools and education system? Tourism is extremely important to the City of Williamsburg, James City County and York County that all three make up our region with a 2015 total tourism expenditure of almost $1.2 billion. We have almost 12,000 people employed in the tourism industry with over $226 million in tourism payroll. Our region benefited from over $44 million dollars in local tax receipts in 2015. While a portion of these taxes are re-invested in tourism marketing, the majority of the funds generated go to support the services provided by our three municipalities including education and personal property tax fee savings. Do you feel that the cities of Coastal Virginia sufficiently work together to boost tourism? If not, how do you think that the relationships among cities could improve? We do enjoy strong partnerships with all of our regional destination marketing organizations both individually as well as through partnerships in the Coastal Virginia Tourism Alliance. We all benefit from the attractions each offer, and the visitors love our region for the many options that we offer as a whole. We all win when we work together, and we look forward to continuing to grow these relationships and the opportunities they afford. How does Williamsburg work with other regional partners to sell the region to visitors? We are always looking for opportunities to work together, and we do in a variety of ways, not only in the Coastal Virginia region but also with the Commonwealth of Virginia and Capital Region USA, an international marketing partnership between Virginia, Maryland and Washington, D.C. From production orientation familiarization tours, to tradeshows, client events, sales missions and more, we always appreciate the opportunity to work together for a stronger and more efficient result.

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Hampton Answers provided by Mary Fugere, Director of Hampton Convention & Visitor Bureau, VisitHampton.com How is your market doing in terms of yearly revenue, year/year hotel occupancy and year/year RevPAR? In 2016, Hampton saw growth in Occupancy, ADR, RevPAR, Revenue and Demand. We ended the year with 7 percent growth in RevPAR. We have seen consistent growth in Occupancy, Average Daily Rate and RevPAR in 2014, 2015 and 2016. We have started the year with strong numbers for both January and February and are very optimistic about the coming year. What new projects/developments or changes in business practices are coming in the next year and beyond? How will these projects/developments impact visitation? Peninsula Town Center has several new additions that will positively impact the Hampton visitor’s experiences. There are several new restaurants including Mission BBQ, First Watch, Noodles & Company, new retailers and exciting plans for additional on-site development. In the past year we have seen two new microbreweries enter the scene including Oozlefinch at Fort Monroe and Bull Island Brewing Company on the Downtown Hampton waterfront. Along with established and award-winning St. George Brewing Company, Hampton offers visitors an impressive and refreshing menu of local brews that is expected to continue to grow. The ladies of ‘Mango Mango’ Mango Preserves have Hampton seeing many shades of orange. They began by opening Mango Mangeaux, a divine eatery in Hampton’s Phoebus district. A nail salon and spa followed and, most recently, they opened Simply Panache Place, a boutique hotel located across from the restaurant. Fort Monroe continues to come into its own as a national monument and recreation destination. While the historic fort will forever remain the key attraction, visitors are presented with enough on-site activities to spend the day and evening. Beaches, waterfront dining, camping, bike rentals and summer concerts are just a few of the activities that complement learning about Fort Monroe’s vast history at the Casemate Museum and other sites on the lovely campus. New hotel developments and hotel transitions will improve the accommodation options of Hampton visitors. Hyatt Place, constructed by 42

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Landmark Hotel Group, will open in Hampton near the Hampton Roads Convention Center in 2018, and it has been announced that the Crowne Plaza, recently purchased by Shamin Hotels, will convert to Tapestry, Hilton’s recently-announced boutique flag. What new advertising/marketing focuses are you implementing? The Hampton CVB partnered with Coliseum Central and Downtown Hampton Development Partnership to showcase Hampton restaurants and their culinary decadence with the Hampton Eats campaign. The campaign combined print ads, social media, e-blasts, among other components, to create a fun highlight of Hampton’s crab cakes, gourmet burgers, desserts and cocktails, culminating with Hampton Restaurant Week, held March 6–11. Hampton was the grateful beneficiary of the success of the film Hidden Figures, a major motion picture nominated for multiple Oscars. The film brought to light the work, talents and pivotal contributions of Dorothy Vaughn, Katherine Johnson and Mary Jackson, female African-American mathematicians, employed by NASA at the advent of the U.S. Space Program. Hampton, founding site of NASA, location of West Computing where the women were employed, and the location of the film’s storyline, has received recognition and great visitor interest as a result of Hidden Figures. 2017 is NASA Langley’s 100th anniversary, which adds even greater cause for celebration.

What are your largest challenges and obstacles? Who is your competition? New meeting and conference venues in the region have presented new challenges in an alreadycompetitive market. The Hampton Roads Convention Center presented 344,000 square feet of magnificent meeting and event space. With the Hampton Coliseum arena and the Embassy Suites headquarters hotel connected to the convention center by covered walkway, Hampton presents a convention product with which few Virginia cities can compare. What does tourism mean to the City of Hampton? How does it affect local taxes, and how does it affect our quality of life? How does it help drive our local economy, jobs and the quality of our schools and education system? Tourism directly impacts the quality of life services found throughout the region. Coastal Virginia is an exceptional place to live because of the region’s success as a visitor destination. Hampton is no different. Whether generated from leisure visitors, meeting delegates, athletic competitions, visitor spending and the taxes generated by their lodging, meals and entertainment choices generate dollars that make Hampton an incredible city in which to live. Do you feel that the cities of Coastal Virginia sufficiently work together to boost tourism? If not, how do you think that the relationships among cities could improve? The tourism representatives of each Coastal Virginia city partner together to maximize tourism’s impact. After all, a visitor does not know when they leave Hampton and enter Newport News or another of our regional neighbors. They simply know they are visiting a region rife with opportunity to explore and enjoy. The Coastal Virginia Tourism Alliance worked together to build VisitCoastalVirginia.com to guide visitors’ explorations.

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Toursim

Virginia Beach Answers provided by Brad Van Dommelen, Director of Virginia Beach Convention & Visitors Bureau, VisitVirginiaBeach.com What new projects/developments or changes in business practices are coming in the next year and beyond? How will these projects/developments impact visitation? The Virginia Beach CVB is in the process of doing an internal reorganization in our Marketing and Communications division where we are adding more staff to enhance our in-house capabilities that will enable us to be more efficient and quicker to market with our messaging. We are also growing our advertising spend to increase our reach and frequency in our core markets to build brand awareness and gain consideration as a travel destination as well as growing our messaging in new markets.

31st Street Stage

What new advertising/marketing focuses are you implementing? In addition to the information above we are also implementing our passion platform marketing strategy to develop content around experiences that visitors can enjoy in our destination with a focus on elements such as culinary, craft beer, culture, outdoor recreation, history and more. What are your largest challenges and obstacles? Who is your competition? One of our challenges is to build our brand awareness as a year-round destination for not just domestic and international leisure travelers but for meetings, conventions, group tour and participatory sports. Virginia Beach is a vibrant coastal city with many exciting experiences to enjoy throughout the year—and we offer a great beach experience as well. We view our primary competition for leisure travel as any coastal community along the Atlantic coastline. Our competition in the meetings and amateur participatory sports industries span the country as cities continue to build new state-of-the-art product to attract those market segments. What does tourism mean to the City of Virginia Beach? How does it affect local taxes, and how does it affect our quality of life? How does it help drive our local economy, jobs and the quality of our schools and education system? In 2015 tourism generated $1.4 billion in visitor spending, directly supported nearly 13,000 jobs and generated $122 million in state and local taxes. Beyond the significant financial

Town Center Virginia Beach

benefits of tourism to Virginia Beach, by bringing new dollars to our community that are earned elsewhere and deposited in our local businesses, our local residents enjoy an enhanced quality of life by having amenities that they can enjoy that likely would not be sustained without tourism’s contribution. The tax dollars that are generated from tourism help keep local property taxes lower and support many other community services such as parks, police, schools and more.

Do you feel that the cities of Coastal Virginia sufficiently work together to boost tourism? If not, how do you think that the relationships among cities could improve? Coastal Virginia offers incredible product and exciting visitor experiences. And while at some level we compete with each other I believe we all agree that creative collaboration that supports the entire region is good for all of us. Coastal Virginia Tourism Alliance is an organization that is established for the benefit of our region’s tourism industry, and we are exploring opportunities, through this organization, to strengthen our region’s tourism impact. How does Virginia Beach work with other regional partners to sell the region to visitors? The VisitVirginiaBeach.com website and Virginia Beach vacation guide features a robust Coastal Virginia section, highlighting all that the region has to offer—from family attractions to historic destinations that complement a beach vacation.

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The Adventure Park at Virginia Aquarium

Photo by Robbie Hickman

spec i al ad vert i s i ng s ec t i on

Using Outings To Set The Tone For Greater Employee Satisfaction

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ood employees are a company’s most valuable assets. In order to attract, retain and motivate the best people, many companies offer a host of extrinsic rewards such as good salaries, generous benefits packages and options for bonuses. However, to keep those employees happy, productive and loyal after they’ve signed on the dotted line, smart companies are starting to understand the benefit of intrinsic rewards that recognize value and engage all levels of employees on an equal basis. How do you accomplish that? Corporate outings are a fantastic way to get your team together and show them you appreciate the work they do for you. The type of outing you choose should be based on whether you just want to provide a relaxed atmosphere outside the walls of the office, if you want a learning or teambuilding component to be involved, or perhaps even a combination of both. Here are a few local venues that can help you accomplish whatever goals you have in mind: Yorktown Sailing Charters

Teambuilding Meeting Package NOR TH BEACH

Yorktown Sailing Charters

(SailYorktown.com) Featuring the schooners Alliance and Serenity, Yorktown Sailing Charters provides afternoon and sunset cruises on the York River aboard genuine sailing ships. Offering a variety of catering and beverage services, your team can take a two-hour sunset cruise, enjoy the evening air and actually help with setting sail. For smaller parties, the Serenity can carry up to 24 people. For larger parties, the Alliance can carry up to 49. “For larger groups, we can take both ships out and do a little race,” says Laura Lohse, co-owner of Yorktown Sailing

The Adventure Park is a great venue for a corporate outing or team building event. Climbing in the park is a fun way to interact with co-workers outside of the normal office setting. It enhances cooperation, communication, and group cohesion.

This package is 100% new and cannot be purchased anywhere except through the Holiday Inn & Suites North Beach! The package will include sleeping rooms as needed at 15% off our Internet Advance Purchase Rate for any Sunday–Thursday stay based on availability. The package also includes FREE meeting space with an agreed Food & Beverage Purchase. Not valid between June 15–September 15, 2017. Also included are 1–2 hours of a facilitated professional networking session at the Hotel plus 2-3 hours of team building climbing adventure at the park! 3900 Atlantic Ave., Virginia Beach, VA 23451

757-419-3672 • www.vboceanfrontnorth.com info@hinorthbeach.com

NOR TH BEACH

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Charters. “When it comes to teambuilding exercises, ideally we like a group of 10 or so on the Serenity. The Alliance can obviously handle more people, but for a teambuilding event you don’t want that many. The smaller the group, the better it will be if you want everyone to participate. The bigger boat is better for a business gathering or office party.”

iFLY

Ruth’s Chris Steak house

(SizzlingSteak.com/Ruths-ChrisVirginia-Beach) For landlubbers, Ruth’s Chris steak house in Virginia Beach has four private dining rooms that can accommodate anywhere from six to eight people, all the way up to 90. They also have a covered patio with a bar available for a passed hors d’oeuvres and cocktails event. If you want to add a presentation to your dinner, they can offer audio/ visual equipment and WiFi. “We can book business lunches, too,” says Bryan Pettit, general manager. “We’re not normally open Ruth’s Chris Steak house for lunch, but if a company meets the food and beverage minimum, we do have a menu available, and we’ll open up just for them.” spaces—one on the top floor overlooking

Holiday Inn & Suites North Beach

(IHG.com/HolidayInn/Hotels/US/EN/ Virginia-Beach/ORFOB/HotelDetail) For extended events or those including spouses and children, Holiday Inn & Suites North Beach offers the perfect setting. They have 238 rooms, 83 of which are suites. They have two large meeting

the beach that is connected to their Isle of Capri Restaurant. The other, larger space, is on the first floor and offers a ballroom that can be divided into three sections for meetings or breakout sessions. They can accommodate anywhere from five to 300 people. While the adults are meeting, the kids are well taken care of at the hotel’s seasonal Splash Kamp that is lead by an activities director and a full team to keep kids

Set Sail

for a bygone era aboard

The Yorktown Schooners

Serenity & Alliance Try a Private Charter for your next corporate event! Box lunch or catering options available • Departing from Riverwalk Landing, Yorktown 757-639-1233 • info@sailyorktown.com • www.sailyorktown.com 46

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Holiday Inn & Suites North Beach occupied and entertained. “We are designed for families,” says Charles Waddell, director of sales and marketing. “We have three pools throughout the property; two of them are outdoors, and one is indoors. We have two lazy rivers, one outdoors and one indoors. In addition, we have a 48-person movie theater on property that can be rented for private events. So any type of corporate event where families are invited, we can schedule a full day of events for both the adults and children.” One of the unique opportunities Holiday Inn can provide is through a partnership with The Adventure Park at Virginia Aquarium, where facilitators come in the day before going to the park to provide teambuilding activities.

The Adventure Park at Virginia Aquarium

(VirginiaBeachAdventurePark.com) “We have facilitators on our staff who have been leading experienced-based team developing and leadership training for several years,” says Kema Geroux, community

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relations and marketing manager. “When someone calls us with those sorts of needs, we really listen to what it is they want to accomplish and custom design a program just for them. What we typically hear them say is they’d like their team to think about and identify ways they can communicate better with each other or to identify ways they can enhance their collaboration.” Depending on your needs and what you’d like to achieve for your team, the staff at The Adventure Park can provide a one- or two-hour facilitated teambuilding event, followed by a two- or three-hour climb in the park. Or you can opt to just go for the climb if you don’t require any teambuilding activities. The park can accommodate groups of 10 to 300 people. There are 15 different color-coded climbing and zip-line trails that offer a varying degree of difficulty: Purple trails are specifically for children 5 to 6 years old. Yellow trails are for adult beginners, followed by more difficult runs coded green, blue, black and double black diamond, in order. For those who don’t want to climb, the park can also make arrangements with the Virginia Aquarium & Marine Science Center, right next door.

iFLY

(iFLYWorld.com/Virginia-Beach) Another way to literally get your team off the ground is via indoor skydiving. iFLY in Virginia Beach has a conference room that seats 22 for meetings, luncheons, etc., but the real attraction is the flight chamber. “A lot of people have told me they just want to check out the conference room, but when I show them around they say, ‘I think we’re definitely going to also include flying in this,’” says Misty Curtis, sales and marketing manager. “It just sells itself.” Group flights are typically booked in half-hour increments for up to 12 firsttime flyers. The event starts with a video the group watches together, then some lessons from their flight instructor before gearing up and heading in to anti-chamber together. Then one person at a time gets in the wind tunnel with the instructor for two one-minute flights. “The camaraderie that comes out of it is pretty outstanding,” says Curtis. “It’s something each person can do as an individual, then come out and talk about what just happened as a group. There’s nothing else like it.” As a special incentive, mention that you saw this article in CoVa BIZ magazine, and get 10 percent off your group flight package.

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16 hours

14 hours

12 hours

10 hours

PRESENTS

COMING JUNE 2017

ATTENTION BUSINESSES! COME CLIMB FOR A CAUSE

Coastal Virginia Magazine and the Adventure Park at Virginia Aquarium in Virginia Beach are challenging 8 hours climbers to join our team, climb and raise much needed funds for the Alzheimerâ&#x20AC;&#x2122;s Association or simply donate to our team. CLIMB FOR FREE AND RAISE FUNDS FOR DETAILS EMAIL

6 hours

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Tracy@vgnet.com

Please email Tracy at Tracy@vgnet.com or call (757) 422-8979, ext 156 for more information. A P R I L / M AY 2 0 1 7

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The White Papers

white paÂˇper (noun)

A white paper is an authoritative report or guide that informs readers concisely about a complex issue.

Featured: G2 OPS p.50 Pender and Coward p.52 Wall Einhorn Chernitzer p.54 Wareings Gym p.56 Planning Solutions Group p.57

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EXAMINING CYBERSECURITY THROUGH A BUSINESS LENS

FIVE BUSINESS CHALLENGES THAT OPEN DOORS TO ADVERSARIES Stephen Watkins Today’s threat landscape demands organizations employ people, process and technology to protect the confidentiality, integrity and availability of critical assets. Relying on Information Technology (IT) or Security teams to shoulder the burden makes it easy to forget that securing critical assets is also a business problem, not just a technology problem. The risk of disclosing personal information, for example, existed long before today’s business climate became dependent on technology. Technology, however, has exacerbated the issue by expanding the accessibility of this information. Business leaders and IT stakeholders should partner together to ensure the organization is securing sensitive information. Here we explore five common challenges businesses face when preventing unauthorized access to critical business assets.

Employees—Before the digitization of business there were “confidence men” or “con men.” Today’s advanced technology environment uses the term “social engineering” to describe what happens when people are the victim of an attacker. No matter the number of sophisticated controls IT or Security teams implement, naïve employees remain a consistent (and accessible) target for adversaries. There is no easy solution for social engineering weaknesses. Nonetheless, there is consensus in the industry that awareness, training and education (i.e., building a security culture) are key to making users high performers when it comes to protecting assets.

Know Your Role Protecting Sensitive Information

FY RI VE S ST UE Q RE

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AU TH OR IZE PA RT IES

CLASSIFY DATA

Obsolescence—While there’s a significant technology focus on obsolescence, there is an equal dependency on the business’ ability to change or adopt change. Obsolescence occurs when solutions (hardware or software) are still in production use well past the vendor’s stated end of support date. In other words, the vendor is no longer providing new security (or other) patches or improvements for the solution. Without new patches, security holes remain open and available to attackers. Addressing obsolescence requires a programmatic resolution. Introducing solution lifecycle management gives IT stewards and business leaders increased visibility into the risk that obsolescence introduces to the organization.

ABOUT STEPHEN WATKINS Stephen Watkins (MS, CISSP) has accumulated over 20 years’ information security experience and expertise. He is currently Vice President and Chief Security Strategist for G2 Ops, Inc. and leads their cybersecurity innovation and consulting practice. Stephen holds undergraduate and graduate degrees in Computer Science, and has maintained CISSP credentials for more than 10 years. His contributions have led Fortune 50 companies to improve their security programs through strategic leadership, operational excellence, and education & awareness.

Stephen Watkins VP and Chief Security Strategist

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WHITE PAPERS Building a Bridge Building a Bridge to Better Security to Better Security

Organizational Alignment—Introducing security controls is relatively easy (for IT/Security staff). In truth, security controls may not always be the right solution for protecting digital assets from threat actors or detecting malicious behavior. Absent in many organizations is suitable alignment between business and security leaders. As a result, security leaders demonstrate limited depth in understanding how the business community uses technology. Far too often this visibility gap disrupts processes and procedures causing a self-imposed denial of service. Organizations need to understand that security controls are necessary and that business leaders should influence security requirements using industry or regulatory compliance guidelines. Business leaders must enable technology leaders to better understand business operations so that IT and Security are adequately equipped to secure assets without disruption.

Shadow IT—Businesses often request new resources from IT, and at times, these requests are met with frustrating delays. As a result, and due to a growing landscape of agile cloud services providers, business users turn to alternative technology. These unmanaged resources disconnect IT and Security from solutions and potentially expose sensitive information to adversaries because of lackluster security controls. Repairing relationships after introducing Shadow IT isn’t difficult. Inserting yourself (a business leader) into the IT Services discussion helps reset expectations for both the provider (IT) and the consumer (business). Whatever the chosen technology, the solution must integrate appropriate security controls, even if the solution resides in the cloud.

• • • •

Budget Shortfalls—Historically, IT and Security have not always been prioritized during budget planning. As a result, IT and security leaders often must implement trade-offs with regard to security controls. The consequence of these trade-offs is a reduced security posture where assets are exposed unnecessarily to threat actors. On the other hand, when business and IT/Security goals align, this cooperation may influence supplementary funding. With additional capital or operational resources, IT and security leaders may procure solutions that improve the security posture of the organization. In summary, protecting information assets has always been a core business problem. The implementation of technology across all business functions has complicated providing security and made it easier for adversaries to gain unauthorized access to protected data. This is precisely why businesses must address security within its people, processes and technology to combat adversaries and reduce operational risk. Business and IT/Security staff must join forces to protect the confidentiality, integrity and availability of critical business assets.

Shedding Light on Shadow IT Review Credit Card Statements Identify Technology Charges Report Shadow IT Collaborate with IT/Security

G2 Ops Global, Inc. is a Security Consulting Firm partnering with clients to provide strategic and operational security services. We define clear governance to establish a holistic security program, deliver operational guidance and verify organizational security posture. G2 Ops serves some of our nation’s most sensitive clients, securing critical infrastructure and restricted information from insider threats and external adversaries. Learn more about G2 Ops at www.g2-ops.com.

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DECIPHERING OUR PORT AN ECONOMIC ENGINE Tom Berkley

Since 1950, The Port of Virginia has operated as a political subdivision of the Commonwealth of Virginia. Its pervasive reach stretches across Coastal Virginia, positively affecting employment, revenue and investment for businesses and communities across the Commonwealth. Understanding our port not only provides a deeper understanding of our community but also offers insight into potential business opportunities for growth and development. This article serves as a primer to current port operations and the lingo most common in regional, state and national publications.

DETROIT CHICAGO

NW OHIO

CLEVELAND HARRISBURG COLOMBUS

CINCINNATI KANSAS CITY

SAINT LOUIS

LOUISVILLE

FRONT ROYAL

GREENSBORO

MEMPHIS ATLANTA

The port is composed of six terminals: Norfolk International Terminals (NIT), Portsmouth Marine Terminal (PMT), Newport News Marine Terminal (NNMT), Virginia International Gateway (VIG), Virginia Inland Port (VIP)— located in Front Royal—and Richmond Marine Terminal (RMT).These terminals function similar to small, integrated communities within their host cities. The port is led by an executive director/CEO who reports to a board of commissioners, similar to a mayor-and-citycouncil model. The port’s board is appointed by our governor with its chairman reporting directly to the governor. In addition to its own police force, the port has people working on such things as environmental programs, maintenance, risk management, engineering, marketing and communications and human resource management. Further, our Attorney General’s office, in combination with chosen outside counsel, handle the port’s numerous legal needs. The port’s mission is to “foster and stimulate domestic and foreign commerce.” To that end, in 2013, an economic study performed by the College of William and Mary showed

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the port generated more than 374,000 jobs and $60 billion in total economic impact throughout the Commonwealth. These extraordinary figures are just the beginning. Virginia’s port is the nation’s fifth largest, and it has vast potential for growth that competitors lack. Craney Island, for example, offers as much future terminal space as some competitors currently utilize. In addition to its impressive channel depth of 50 feet, our port has federal approval to dredge to 55 feet, and an economic impact study for going deeper is underway. Equally important, the port has just begun a $700 million expansion, the largest in its history. This investment will improve cargo operations, provide room to grow and make this economic engine sustainable for decades to come. To understand the significance of this expansion, we must have a basic understanding of certain transportation lingo. First, we must learn the meaning of “twenty-foot equivalent unit or TEU.” The metal cargo containers that we see on trucks moving across roads and bridges and through our tunnels are known in the transportation industry as a TEU. A variety of goods are shipped in these cargo boxes—

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WHITE PAPERS Virginia’s port is the “nation’s fifth largest, and it has vast potential for growth that competitors lack.

“

coffee, furniture, iron, steel, machinery, sports equipment, toys, beverages, plastics, wood, grain, medical equipment, machinery, grains, fruits and even vehicles. A TEU can handle almost any product or raw material. Some TEUs, known as “reefers,” serve as refrigerators for food products. Our marine terminals load and unload TEUs from the largest vessels in Atlantic trade routes. We should soon see vessels that can carry 13,000 TEUs arrive later this year. TEUs must move to and from our terminals via truck, rail and barge with each mode of transportation as important as the next. The ability of TEUs to move by these various transportation modes makes them “intermodal,” and the various modes of transportation are known as intermodal freight transport. In 2016, Virginia exported 1.4 million and imported 1.1 million TEUs. The next important terms are “first-in” and “last-out,” and both terms have favorable meaning. A “first-in” call occurs when a vessel makes Virginia its first US East Coast stop—a “call” is when a ship comes to a port. A “last-out” call occurs when a vessel leaves Virginia for its overseas without another East Coast stop. Both types of calls mean that goods shipped from and to our port get to their desired markets faster. At the end of 2016, two large consortiums of ocean carriers confirmed multiple first-in and last-out calls to our marine terminals beginning in April. Consortiums such as these occur when vessel operators like Maersk or MSC join forces to offer more competitive and comprehensive services. Assisting with the speed of these oncoming deliveries will be a tug and barge service that runs between RMT and NIT/VIG. Coastal Virginia’s unique waterways allow use of barges to reach Richmond and Baltimore, which helps move goods to inland destinations without adding to road congestion. Equally important, if not more impressive, is the port’s relationship with both of the East Coast’s Class 1 railroads, Norfolk Southern and CSX. Having two rail providers creates competition and allows customers to obtain favorable pricing. These rail services lead us to our next term, “double-stack.” Rail accounted for 35 percent of the port’s business in 2016, and it continues to grow. Both rail carriers provide double-stack train service: two TEUs per train car with one stacked atop the other. While other East Coast ports might focus on their natural population base, our port leaders had the forethought to work with the railroads to service the Mid-Atlantic and establish direct transportation corridors with double-stack trains serving the manufacturing and population centers of the Midwest. A train can leave our port and deliver goods to Chicago in 40 hours. Norfolk Southern began double stack service along its Heartland Corridor route in 2010 to Midwest destinations including Columbus, Ohio and Chicago. Our connection with the Midwest continues to grow. On December 23, 2016, CSX opened its double-stack National Gateway route connecting Virginia’s terminals to Baltimore, Pittsburg, Cincinnati, Cleveland and Toledo. These locations supplement existing rail calls to St. Louis and Memphis. Never to be overlooked, the truck operations coming into and out of our terminals move the lion’s share of the cargo: in 2016 trucks moved more than 60 percent of the port’s intermodal freight. This summer, the port will open a new $30 million truck gate at NIT that will give motor carriers 22 additional access points or “gates” into and from the terminal with direct access to I-564 via a dedicated ramp. All of these improvements—wharf lengthening, new truck gates, improved rail access, expanded cargo handling capabilities, implementation of new technology—are directly aimed at attracting more first-in and last-out calls of bigger vessels. When complete, this $700 million investment increases the port’s cargo handling capacity by 40 percent or 1 million combined container units. Our port is growing, and coastal businesses can benefit by better understanding the port’s operations, its development, its future and the positive impact it has on the many industries it supports.

Tom Berkley

Tom Berkley is a shareholder at Pender & Coward focusing his law practice on maritime, admiralty and transportation. He has represented the Port of Virginia for over a decade and routinely advises marine terminals, shipyards, ship lines, trucking and cargo interests on operational, contract, insurance and liability issues. Clients depend on Pender & Coward’s breadth of diverse litigation and negotiation experience as well as historical knowledge and numerous contacts throughout the transportation industries that service Hampton Roads and the Mid-Atlantic. For more information visit www.pendercoward.com.

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HOW DO I SELL THEE? LET ME COUNT THE WAYS By Paul G. DiNardo, CPA It’s been said that the best time to plant a tree is 20 years ago—or today. The same applies to your business; the best time to plan the sale is the day you start the business—or today. Deep down, every owner realizes someday she or he will exit the business. The question is, on whose terms will you exit? The U.S. is in the midst of the largest generational wealth transfer in the history of the world as baby boomers retire, sell their businesses and leave inheritances to their children. A January 2017 headline in The Washington Post read, “A Record Number of Small Business Owners are Selling Their Companies.” I would have expanded that headline to explain, “Putting Downward Pricing Pressure on Exiting Owners who have not Properly Planned.”

Will is 64 years old and began a metal fabrication business, MetalCon, 20 years ago. He has a passion for the industry and his company, and he cares deeply for his employees, but he has no children and has not groomed an internal successor. Will has a great reputation in the industry, and while MetalCon is still growing, he feels that if he were younger and not so risk averse, additional capital could help his business grow even faster organically. Furthermore, that capital could allow him to acquire some of his competitors who are struggling with their exits. He would like to slow down but feels that selling now would be premature since there is still solid growth on the horizon. He is troubled by the situation and constantly asks himself, “How do I maximize the value of my business without the energy or capital to execute on the opportunity?” If he wanted to sell 100 percent of his business and didn’t care how his employees were treated after his exit, then he would look for the most money. Will, however, would be better served by finding the best money. A leveraged buyout with a private equity firm or individual with industry expertise could be the perfect play. If structured properly, it could allow him to remove the vast majority of his chips from the table while allowing a mechanism for his key employees to benefit from the increased value of the company. Will would continue to own a significant equity position while someone with deep industry experience, substantial skin in the game and access to capital takes his business to the next level.

The majority of business owners for whom I provide exit planning services start their businesses while following an opportunity or passion. They keep their heads down, working hard for years. One day, they look up and survey the business they have created without any idea of what comes next. Many feel there are only two options: sell 100 percent of the business or, in the event there is no family member to carry the torch, continue to work until they are dragged out feet first. Between those two extremes, there are an infinite number of exit options to explore. Let’s examine just one option for a hypothetical business owner, Will.

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Here’s how it might work: Will’s advisors locate a private equity group (PEG, LLC) with experience in fabrication, looking to take a majority control position in a business like MetalCon and place top management talent to run the business. MetalCon generates $3 million annually in EBITDA (Earnings Before Interest, Tax, Depreciation and Amortization), and the negotiations have set the entity value at $18 million. From there, PEG organizes a strategy for capital: · PEG finds a senior lender to loan MetalCon $5 million dollars while giving a security interest in fixed assets and accounts receivable. · PEG finds a mezzanine lender willing to loan an additional $6 million in subordinated debt. · PEG puts $4 million of equity in the deal. · All new money goes to Will in a partial redemption of his interest.

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WHITE PAPERS Each of the above steps changes the enterprise value as well as Will’s personal economic situation. Here’s how the math works:

· The pre-acquisition enterprise value is $18 million. · Will receives $5 million from the senior loan which drives the enterprise value down to $13 million due to the $5 million of new debt. · Will receives $6 million from the mezzanine loan which drives the enterprise value down to $7 million due to the $6 million of new debt. · Will receives $4 million from the equity infusion which has no net impact on enterprise value since the $4 million went in and out as equity. · The original enterprise value was $18 million, and Will has received $15 million, more than 83 percent of the enterprise value in cash while not being a guarantor on any of the debt. · The enterprise value is now $7 million. Will still owns $3 million of equity, and PEG owns $4 million of equity. Will retains 43 percent ownership in the new entity while cashing out more than 83 percent of the negotiated enterprise value. He offers 3 percent of his 43 percent to key employees as a thank you.

ABOUT PAUL G. DINARDO Paul G. DiNardo, CPA has over 30 years of accounting and consulting experience and a passion for startups and closelyheld businesses. He uses his expertise to provide tax solutions, strategic business planning consultation and succession planning consultation services to clients across a broad range of industries, focusing on technology, manufacturing and wholesale distribution, and government contracting. Wall, Einhorn & Chernitzer, P.C. combines the attention of a local firm with national resources to serve clients in Hampton Roads and beyond, helping them to reach financial goals of all sizes and achieve lasting, positive change.

WILL’S SECOND VICTORY Make no mistake; there is still risk on Will’s $3 million of equity, but he can rest easier knowing that an outstanding management team has a huge investment in MetalCon. By focusing on finding the best money, Will is in a unique position to ride the coattails of an organization with deep pockets looking for growth by leveraging his contacts. This plan seems like a great solution, but there’s still icing to put on the cake: Eight years from now, PEG will exit MetalCon for $35 million, giving Will a second bite of the apple, which is just as large as his first.

For more information, please contact Paul at pdinardo@wec-cpa.com or 757-425-4700.

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SPONSORED

WHITE PAPERS HOW TO MAKE THE MOST OF YOUR TIME AT THE GYM By Chris Ullom

n his book, Making Money in the Fitness Business, Thomas Plummer writes that “time is the enemy of fitness.” In an age where there are more and more demands placed on us and our time, the last thing we should do in the fitness industry is expect people to come in for a two-hour workout. Most of us are in similar situations—husband/wife, father/mother, executive/entrepreneur, etc., and yet we still need to find time for ourselves. How can we possibly handle all of our responsibilities outside of work and still be productive at the office? While many of you may see this as a need for time management, it’s actually a matter of managing your energy. In his article, “Manage Your Energy, Not Your Time” for the Harvard Business Review, Tony Schwartz writes, “The core problem with working longer hours is that time is a finite resource. Energy is a different story.” So then the real questions is not how to effectively manage your time but rather how do you manage yourself so that your energy remains high as well as your productivity. The process of sustaining one’s energy is quite simple—give some focus to the things that keep us energized! This includes nutrition, sleep and exercise, among others. If you are going to make the gym a priority and fit it into an already full schedule, simply utilize the same tools that make you successful in business and apply those to your fitness routine—establish goals, come up with a plan of action and put your gym time on the schedule. Maximizing your time in the gym requires that you determine why you are going there in the first place. Without a clear picture of your end game you will be one of those people I see that wander around the weight room, trying different things that look interesting and then leaving without accomplishing much. When you know exactly what you want to accomplish, all of your efforts can be directed toward achieving your goal in the most efficient manner possible. Once your fitness/health goals are firmly established, you can then make a weekly exercise schedule. An individual looking to improve their body composition might come up with the following:

MONDAY

TUESDAY

WEDNESDAY

THURSDAY

FRIDAY

SATURDAY

SUNDAY

STRENGTH

HIIT

CARDIO

STRENGTH

HIIT

RECOVERY

REST

HIIT = High Intensity Interval Training Simply knowing the purpose of each day’s gym visit increases your efficiency by focusing all of your efforts toward the task for that particular day. Obviously, your schedule might look a little different depending on your individual goal. Once your weekly schedule is in place, you can now come up with a plan for each workout. That’s easy enough if your plan that day is a yoga or HIIT class, but what if you plan to work out on your own? If you don’t know exactly what you are going to do before you get to the gym, please ask for help! Left to your own you will probably be as successful as me when I try to fix my own car. Let’s just say it’s not pretty. The last thing I want you to consider is what is most important to you? Everyone has different priorities, but right at the top of your list should be your health. I’m always amazed at the excuses people give me for not having the time or money to go to the gym. Think of the things you spend money on or how you spend your time, and ask yourself if they are more important than your health. Yes, your job is important, but is it the most important thing? In the book, Top Regrets of the Dying, one of the biggest regrets people had on their deathbed was, “I wish I hadn’t worked so hard.” The most important thing for your personal success and your family’s wellbeing is your health. And in the words of my friend Bill Parisi, always make the most important thing, the most important thing. Chris Ullom is the director of training at Wareing’s Gym.

C O VA B I Z

Chris Ullom is the Director of Training at Wareing’s Gym in Virginia Beach. He is an Athletic Trainer and a Strength and Conditioning Specialist that has been working in the fitness/health industry for 23 years. His career includes 10 years working in physical therapy, four years as the Head Strength and Conditioning Coach for the US Women’s National Field Hockey Team and 13 years at Wareing’s Gym where he has served as the Director of Training since 2013. He currently lives in Virginia Beach with Paulette, his wife and best friend for the last 26 years, as well as their three boys and two dogs.

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SPONSORED

WHITE PAPERS FRINGE BENEFITS FOR YOU AND (MAYBE) YOUR EMPLOYEES By Donald S. Hannahs

sing your business for personal benefit is an advantage of owning your own business. Using company dollars to provide fringe benefits that benefit you personally is very satisfying to many business owners. Picking up valuable tax deductions, tax credits or tax benefits (tax deferral, partially taxable, favorable tax calculations) makes the cost of these desirable benefits less expensive. Some benefits must be offered to all employees while many others only need to be offered to the owners and/or selected employees. What is a fringe benefit according to the IRS? A fringe benefit is a form of pay (including property, services, cash or cash equivalent), in addition to stated pay, for the performance of services. Under IRC 61, all income (pay) is taxable unless an exclusion (from taxation) applies.

Partial list of Useful Benefits: Accident and Health Benefits (includes short- and long-term disability insurance) Achievement Awards (up to $1,600 is exempt from taxation per year) Adoption Assistance Athletic Facilities Automobile Reimbursement Plan (includes leases, mileage reimbursement or company vehicle ownership) Board of Director Fees (paid to board members who could be family members) Business and Professional Organizations (not country club dues but business-related use of club) Deferred Compensation Plans (includes Excess 401(k) plans, Rolling Bonus plans, SERPs) Dependent Care Assistance (up to $5,000 is exempt per year) Educational Assistance (up to $5,250 is exempt per year) Employee Stock Options (includes incentive stock options, employee stock purchase plan, options and non-qualified stock options; very useful in succession planning and key employee retention) Flexible Spending Account (FSA) (allows employees to reduce salary to pay expenses on a pre-tax basis generally within that calendar year) Flowers or Fruit (for special occasions) Group-Term Life Insurance Health Reimbursement Accounts (HRA) (100 percent employer paid and can be carried over from year to year) Home Office Deduction (includes office furniture, pro rata taxes, utilities, insurance, cleaning, etc.) Health Savings Accounts (HSA) (employee can contribute up to $6,750 per year; can act as another retirement plan and be carried forward) Lodging on your business premises (includes business use of your vacation home or boat) Long-Term Care Insurance Meals on your business premises (group meals and employee picnics) Medical Expense payment or reimbursement (100 percent allowed) Retirement Plans (includes 401(k), profit sharing plan, defined benefit plan, SEP, SIMPLE IRA, money purchase plan) Sale/leaseback arrangements (includes property or equipment you or your children own and lease to your company) Theater or sporting events tickets Travel and convention reimbursement (combination of personal and business travel, includes costs to travel, transportation costs, lodging, meals, cleaning, laundry and other miscellaneous expenses) Tuition Reduction ($4,000 and only applies to undergraduate education)

Donald S. Hannahs, CFP is a founding partner of Planning Solutions Group, a wealth management firm with offices in Virginia and Maryland. Don has over 20 years’ experience working with successful professionals and business owners. He is on the Board of Advisors of the CEE Fund at Christopher Newport University and is an adjunct professor at Montgomery College in Rockville, Md. Reach Don at Dhannahs@ PSGplanning.com, call 757-271-8824, or visit PSGPlanning.com to learn more or sign up for their free monthly newsletter on tax, financial and business strategies.

No doubt there are many rules, exceptions, tax considerations and limitations that apply to these benefits. Contacting your CPA is critical and always encouraged. Planning Solutions Group can help you understand how selected fringe benefits might apply to your “unique” situation.

Securities offered through Triad Advisors, Member FINRA / SIPC. Advisory Services offered through Planning Solutions Group, LLC. Planning Solutions Group, LLC is not affiliated with Triad Advisors.

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Beyond the Biz | Created in cova

Earthy Child

C O VA B I Z

he vision for Earthy Child began when Kanisha Haskins was studying business management at Thomas Nelson Community College and participating in the Science Club. Looking for a way to showcase being green at an Earth Day event and rekindling the crochet skills she learned from her grandmother, Haskins began crocheting mats before moving on to plastic bag purses. Realizing the environmental dilemma plastic bags pose in her community in Hampton, Haskins sought a solution through her own creativity. Primarily reusing plastic grocery bags and yarns for knitting, Haskins gathers materials for Earthy Child through donations from community members. She also credits her “fairy yarn-mothers” as a source for her yarns and fibers, receiving inherited yarn from retired knitters for her use. To date, Haskins has made more than 1,000 products from reused materials. From plastic grocery bags, she’s

crafted purses, beach hats, stuffed animals and plant holders. Her reclaimed yarns are utilized in anything from baby blankets and crocheted cacti to scarves, hats and even cowls for dogs, with the most popular item being crocheted mermaids. Haskins assures shoppers that her repurposed products are more than just creative novelties. “When we first start talking about the impact these bags and our single-use lifestyle is having on our environment, that’s when the light bulb goes off,” she says. “And whether they buy or not, they leave thinking at least a little about what they can do differently.” Earthy Child upcycled products can be found at the Old Beach Farmers Market in Virginia Beach on select Saturday mornings and at the Riverview Village Days Market in Norfolk on select Sundays. Shop online at Mkt. com/Earthy-Child. —Ryan Miller

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