Serving the greater Lynchburg regiOn
aPriL/May 2017
WE FACILITATE SUCCESS
Featuring state-of-the-art technology and spacious conference rooms, the Liberty Mountain Conference Center is perfect for your next corporate event.
LIBERT YM O U NTAI NC ONFERENCECEN T ER .C O M (434) 592-5600 | LMCC@liberty.edu | 3700 Candlers Mountain Road, Lynchburg, Va. 24502
63 acres
15 acres
K
Team
Karl Miller Dalton & Company, Inc.
Serving Lynchburg and surrounding areas in achieving their homeownership dreams. To view more listings like these visit our website www.karlmillerteam.com
Call us to find out how we can help you get to where you want to go!
(434) 239-2394 | WWW.KARLMILLERTEAM.COM Mark A Dalton & Co Inc.
INSIDE LB
TABLE OF CONTENTS April/May 2017
FEATURES
UPFRONT
16
7 BY THE NUMBERS 8 IN THE NEWS 10 MOVERS AND SHAKERS 10 LET’S DO LUNCH
Trio Brick Oven Eatery
11 PLUGGED IN
BUSINESS UNDER 10 Glass and Associates
16
24
LEADER PROFILE
COLUMNS
Steve Lloyd
13 HUMAN RESOURCES
28
The Face of Negativity
14 REAL ESTATE
24
A Little Perspective
18 LEGAL
15 Local Businesses
41
Contracts for Home Construction Projects
21 FINANCIAL
COMPANY CULTURE
Planning for Retirement
How to Build a “Best Place to Work”
22 COMMERCIAL REAL ESTATE
How Appraisers Read the News
43 HEALTHCARE
BEST PLACES TO WORK
45
28
Mind, Body & Spirit of an Employee
HEALTH MATTERS Tips and Strategies for Weekend Warriors
49 MARKETING
9 Big Marketing Lies
MADE IN LYNCHBURG
50 MOORE & GILES
46
46
BUSINESS OVER 10 Center for Pediatric Therapies APRIL/MAY 2017
LynchburgBusinessMag.com
5
INSIDE LB
EDITOR’S LETTER
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Lynchburg Business Magazine is a bimonthly publication devoted to highlighting Lynchburg-based businesses and those in the surrounding areas of Amherst, Appomattox, Bedford and Campbell Counties, as well as the Town of Altavista. Every other month, 10,000 copies of Lynchburg Business Magazine are distributed by mail to local businesses, executives and individual business decision-makers. The goal of Lynchburg Business is for readers to look to the magazine as a resource worth keeping in their businesses and homes; one that appeals strongly to professionals in our area.
ou’ve likely heard “The Tale of Three Bricklayers” before, in some variation or another. When asked what they were doing,
the first bricklayer said, “I’m laying bricks,” the the third said with pride, “I’m building a cathedral.” The moral of the story is about the power of a positive attitude and focusing on the big picture— especially in your place of work. Do you feel like you are just “laying bricks” every day at your job? Or are you proudly “building a cathedral” with your co-workers? While the burden of this outlook does fall on the employee, I believe the employer also plays a huge role in making sure there are more “cathedral builders” than “bricklayers” in their workforce. In this issue for our 2nd Annual Best Places to Work on page 28, we are profiling 15 businesses who were nominated by their employees as being a place where they “build cathedrals” so to speak. From team building to community development and beyond, read what each business is doing to make their workplace among the “best” in the region. We are also taking an in-depth look at company culture. On page 40, find out some of the secrets of being a place where everyone wants to work. And our Human Resource columnist Colleen McLaughlin focuses on how negativity can impact your business and affect employees’ attitudes on page 13. And with the winter weather behind us, local construction projects (both big and small) are ramping up. Steve Lloyd of Lloyd Concrete Services, our leader profile on page 24, is very busy right now (and all year long). You will enjoy hearing how he got started decades ago, the obstacles he has overcome and the recent national honor he received in the concrete industry. Also staying busy in our region—Glass and Associates, this issue’s Business Under 10 Years. With their high-profile contracts that include Liberty University, Centra and
Photo by Chris Breedlove
second one answered, “I’m putting up a wall,” and
Publisher Randy Thompson Managing Editor Shelley Basinger Editorial Director Angela Blue Contributing Writers Jeremy Angione, Shelley Basinger, Victor Clarke, John Hall, Billy Hansen, Emily Hedrick, Megan Horst, C. David Ianuzzo, Scott W. Kowalski, Kaitlyn E. Martin, Colleen McLaughlin, Drew Menard, Jennifer Redmond, Dan Vollmer Vice President of Production Holly Watters Art Director Chris Meligonis Client Relations Manager Brittany Proctor Contributing Designers Josh Haralson, Kaye Ellen Trautman, Corey Watson Web Creative Director Chris Murphy Sr. Web Developer & Web Administrator Brandon Litchfield Web Developer Caleb Whitehead SEO Analyst Michael Saks IT Marketing Consultant William Warford Web Marketing & Promotions Manager Kathryn Kelly Photography Shelley Basinger, Lindsay Carico, LaShonda Delivuk, RJ Goodwin
Vice President of Sales & Distribution Paul Brannock Account Executive/Team Leader Missy Celli Account Executive Carolyn Keeling Local Customer Service Representative Keely Miller Corporate Customer Service Representative Kiara Davis Lead Sales Artist Paul Cenzon VistaGraphics Staff Copy Editor Robin Cather Controller Anita Burns Accounting Manager Dawn Meehan Accounting Clerk Kelsey Stephens Office Manager Tracy Thompson Contributing imagery supplied by Thinkstock.com
WWW.LYNCHBURGBUSINESSMAG.COM Proud Member of:
more, this company has quickly proven they are able to tackle any challenge. Darryl Glass explains how they do it on page 16. And—think you don’t need a contract for that small construction project at your home? Think again, according to attorneys Scott Kowalski and Kaitlyn Martin with Petty, Livingston, Dawson & Richards. Their advice is in our Legal column on page 18. As always, thank you for picking up a copy of Lynchburg Business. While I certainly have my “just laying bricks” moments, most days I feel like I’m building a cathedral. Be sure to send me advice, ideas or feedback
SUBSCRIPTIONS Receive Lynchburg Business at work or at home by subscribing today for $9.97 annually. Receive 6 bi-monthly issues: Feb/Mar, Apr/May, June/July, Aug/Sept, Oct/Nov and Dec/Jan. To subscribe, go online to www.LynchburgBusinessMag.com or please send your check payable to VistaGraphics, Inc, 1264 Perimeter Parkway, Virginia Beach, VA 23454, Attn: Circulation Mgr. Please be sure to include your mailing information: name, address, city, state, zip code, and phone number. For changes of address, please email George Carter, Circulation Manager: george@vgnet.com Lynchburg Business is published bimonthly by VistaGraphics, Inc. The corporate office is located at 1264 Perimeter Pkwy, Virginia Beach, VA 23454. © 2017 - all rights reserved. Reproduction of any material prepared by VistaGraphics, Inc., and appearing within this publication is strictly prohibited without express written consent of the publisher. Publisher does not purport to authenticate and is not responsible for claims made by advertisers found within this publication.
to my email address below.
JUNE/JULY 2017
Shelley Basinger, Managing Editor Shelley@lynchburgmag.com 6
LynchburgBusinessMag.com
APRIL/MAY 2017
ADVERTISING DEADLINES Advertising Space Reservation....................................May 1 Editorial & Events...........................................................May 1 Final Artwork...................................................................May 5 For Advertising or Distribution Information, Please call 757.213.2461 or email paul@vgnet.com
BY THE NUMBERS
8 31
BY THE NUMBERS
Lynchburg’s rank on a national well-being report. More details on page 8.
Years Steve Lloyd has owned Lloyd Concrete Services. Hear his story on page 24.
Approximate number of patients seen at the Center for Pediatric Therapies. Read about the business and its history on page 46.
1000 346
Residential properties closed in the first two months of 2017. The latest real estate trends on page 14.
15
QUOTABLES
“Improving culture is fundamentally one of the easiest, most overlooked aspects that businesses are missing. Until other companies understand that there needs to be a value and investment on people, they will struggle with high turnover rates, low morale and lack of vision.” —Justin Ballengee, Chick-fil-A Wards Road/River Ridge Mall. Read about an in-depth look at company culture and how to change it on page 40.
Best Bet Motor Sales, Inc.
www.bestbetmotorsales.com
12013 Wards Road, Rustburg, VA 24588 Toll Free: (888) 700-6670 Main: (434) 821-3100 Fax: (434) 821-3101
www.lcsedu.net
Best Places to Work featured in this issue. Read the full feature starting on page 28.
New Location Madison Heights 4454 South Amherst Hwy Madison Heights, Va 24572 434-616-3490
Have credit issues but want to buy a car? Have a valuable employee who needs reliable transportation to travel back and forth to work? We can help at Best Bet Motor Sales, located in Lynchburg and Amherst.
APRIL/MAY 2017
With our onsite finance underwriting process, we can instantly qualify almost everyone for an approved loan for used vehicles of all makes and models! Come visit us, and let us help you own a car! Sajal Narayan LynchburgBusinessMag.com
7
UPFRONT
MOORE & GILES OPENS TO PUBLIC
IN THE NEWS NEWS SPOTLIGHT
LYNCHBURG RANKS 8TH ON NATIONAL COMMUNITY WELL-BEING LIST
I
n just two years, Lynchburg jumped 29 spots on the State of American Well-Being: 2016 Community WellBeing Rankings report. The Hill City placed 8th in the 2016 rankings; in 2014, Lynchburg was 37th on the list. The report, released by Gallup and Healthways, measures how residents of 189 U.S. cities feel about their physical health, social ties, financial security, community and sense of purpose. The same report in 2010 named Lynchburg as the 8th most obese metropolitan area in the U.S. Since then, there has been a community-wide effort to change the health of the region, which included the introduction of the Live Healthy Lynchburg website and a challenge from Mayor Joan Foster. In 2012, she challenged the city to lose 12 tons—and it happened by August of that year. “This new ranking should not surprise me because so many citizens in our community came together collectively, set some goals and held everyone accountable to reducing our unhealthy ranking… This will indeed be a gift that continues to give!” said Foster. Alongside Foster’s challenge in 2012, Christine Kennedy, COO/ Executive Vice President of the Lynchburg Regional Business Alliance, wanted to tighten the focus on the local business community; she spearheaded an offshoot of Live Healthy Lynchburg—the Work Healthy Coalition. The Lynchburg Regional Business Alliance spearheaded annual communitywide fitness challenges, hosted numerous education events to help employers improve the health of their employees and drafted recommended zoning ordinance changes that would foster improved health for citizens. “We’re thrilled that we continue to rise in the ranks of this important publication. This type of accolade provides another reason prospective employers and employees make decisions to relocate to a region,” said Kennedy. “People want to be in culture and communities that embrace health, happiness and well-being and this ranking validates that we are that type of region.” You can read the full report at www.well-beingindex.com/2017-state-rankings. 8
LynchburgBusinessMag.com
APRIL/MAY 2017
RETAIL
T
he general public is now able to shop in person at Moore & Giles’ Forest headquarters. The last Wednesday of every month, Moore & Giles will open its doors and sell a limited collection of leather hides, rugs, furniture and scrap leather at a deep discount compared to normal prices. Customers can pay with a credit card and take their items home immediately. The monthly collection will change based on inventory. And while Moore & Giles bags will not be a part of the sale at this time, they could make that an option in the future.
ARTS AND CULTURE
CITY LEADERS HOLD SUCCESSFUL CONFERENCE FOR CREATIVE ENTREPRENEURS
T
he Lynchburg Office of Economic Development says they are committed to organizing an event similar to Create Lynchburg after strong turnout and positive feedback at the first annual conference. About 75 arts entrepreneurs attended the two-day event January 27-28 at the Academy Center of the Arts. The Office of Economic Development, the Academy and the Small Business Development Center partnered together for the conference. Create Lynchburg included a series of workshops, panel discussions and speakers who covered topics such as legal considerations and promotion/branding. Anna Bentson, Assistant Director of Economic Development, says one big goal was to expose creative entrepreneurs to all of the resources they have in Lynchburg. “But we also wanted to expose them to each other and create community…create that network. Let people see and understand that there is a whole community of people out there that have the same struggles,” said Bentson. She says aside from another conference, they are also hoping to provide some networking events for these arts entrepreneurs this year.
UPFRONT
TECHNOLOGY
HIGHER EDUCATION
LU BUYS CAER FOR ENGINEERING SCHOOL
LYNCHBURG RANKS HIGH IN TECH SURVEY
L
ynchburg is ranked as one of the top tech cities in the 2016 Digital Cities Survey. The Hill City received second place in the 75,000 – 124,999 population classification, falling just behind Roanoke. Boulder, Colorado was named in third place. The Center for Digital Government conducts this survey every year to recognize cities that are using technology to improve citizen services, enhance transparency and encourage citizen engagement. They take 10 areas of increased focus into consideration—cyber security, open government, disaster recovery, to name just a few.
ECONOMIC DEVELOPMENT A rendering from Atelier 11 Architecture shows what the new building will look like.
L
iberty University is now the owner of the Center for Advanced Engineering and Research in Bedford County and plans to move its School of Engineering and Computational Sciences to the site. The Virginia Tobacco Region Revitalization Commission approved the $4.3 million deal. Under the agreement, Liberty will not take over the entire CAER but will oversee the contract for the facility as well as be an anchor tenant. “As home to our School of Engineering and Computational Sciences, we will have the opportunity to build much needed bridges between academia and the private sector. We view the energy sector as the new ‘enernet,’ a fast-growing sector that promises exciting economic development and job creation,” said Liberty University Vice President of Special Projects Jonathan Whitt. The CAER is located within the New London Business and Technology Center off Route 460. The Tobacco Commission funded much of the initial construction of the CAER and has continued to support it over the years with funds for updated equipment and new capabilities.
LEADERSHIP
LRBA CEO SELECTED AS TOP ECONOMIC DEVELOPER
LRBA MOVE EXPECTED EARLY SUMMER
T
he Lynchburg Regional Business Alliance will be in its new facility in the former James River Conference Center very soon. Alliance CEO Megan Lucas expects they will move to the new location early summer; construction and renovation work began in March. Last June, the Alliance Board of Directors and the Alliance Foundation’s Board of Directors unanimously voted to purchase the building. The new 24,000-square-foot location is much larger than their current building on Memorial Avenue, offering plenty of office and meeting/conference space.
SMALL BUSINESS
M
egan Lucas, CEO of the Lynchburg Regional Business Alliance, will be featured in an ebook after a consulting agency selected her as one of North America’s Top 50 Economic Developers for 2017. Consultant Connect is an agency designed to bridge the gap between economic developers and site consultants. They selected the leaders on their 2017 list after reviewing nominations sent in by the economic developers’ colleagues. Each of the top 50 will be interviewed for an ebook about their expertise and insight in the field of economic development.
HEALTHCARE
NEW PHYSICAL THERAPY CLINICS OPEN
NEW FIRM JOINS LYNCHBURG’S MARKETING WORLD
Getting to Know Us!
R
ehabilitation Associates of Central Virginia has opened new clinics in !sU wonK ot gnitteG !sU wonK ot gnitteG MATTHEW NOLEN is a native of Lynchburg and attended Bridgewater College, graduating Lovingston and Charlottesville. ockit Creative Solutions has taken in 2007 with a degree in Allied Health The site director of the Lovingston office is Matthew Sciences. While attending Bridgewater flight in the region. Rockit is a local, College, he played varsity baseball all four Nolen, graduate grubhcnyL fo evitan a si NELON WEHTTAM PT, DPT, a Lynchburg native gruband hcnyL fo evitan a si NEyears. LON WE HTTAthen M Matt earned his Doctorate in full-service marketing firm serving gnitaudarg ,egelloC retawegdirB dednetta dna gnitaudarg ,egelloC retawegdirB dednetta dna Physical Therapy from Lynchburg College htlaeH deillA ni eerged a htiw 7002 ni htlaeH deillA ni eerged a htiw 7002 ni of Bridgewater College. Central Virginia and surrounding areas. retawegdirB gnidnetta elihW .secneicS etaKnow wegdirBUs! gnidnettaineli2014. hW .secHe neichas S special interests in general Getting rto Getti ruof lla llabesab ytisrav deyalp eh ,egelloC ruofare lla llabgeneral esab ytisrav deorthopedics, yalp eh ,egelloCsport specific rehabilitation, His specialties Principal Jack Bobbitt has 25 years of ni etarotcoD sih denrae neht ttaM .sraey ni etarotcoD sih denraeand nehtmanual ttaM .sraetherapy. y He is working towards www.racva.com egelloC grubhcnyL morf yparehT lacisyhP egelloC grubhcnyL morf yparehT lacisyhP orthopedics, manual therapy earning his OCS and certification in manual lareneg ni stseretni laiceps sah eH .4102 ni lareneg ni stseretni laiceps sah eH .4102 ni marketing experience geared to deliver results Matthew Nolan, PT, DPT Matthew Nolen, PT, Ma ,noitatilibaher cfiiceps t rops ,scidepoht ro ,noitDPT atilibaher cfiiceps t rtherapy. ops ,scideMatt’s poht ro hobbies and interests include and sports rehabilitation. TONY GRILLO received his Undergraduate TONY GRILLO received sports, with sdrawot gnikrow si eH .ypareht launam dna sdrawot gnikrow si eH .ypaplaying reht launa m dna fishing, and spending time for small businesses as well as larger corporate Lovingston Office Lo moc.avcar.www and moc.avcar.www Master’s degree from and Master’s degree from launam ni noitacfiit rec dna SCO sih gninrae lauNazareth nam ni noCollege itacfiit reof c dna friends SCO sih and gninrafamily. e The Charlottesville office by Tony PT, NY in 2003,eand Rochester, edulcni stseretni dna seibboh s’ttaM .ypareht dulchis ni sDoctorate tseretn i dnof a seibbis oh soverseen ’ttaM .ypareht TPD ,TP ,neloN Rochester, w ehttaM TPD ,TPGrillo, ,neloN we h ttaM NY in 2003, a entities. Bobbit says his approach with clients Physical Therapy fromhtVirginia Commonwealth Physical Therapy from Vi htiw emit gnidneps dna ,gnihsfi ,st rops gniyalp iw emit g nidneps dna ,gnihsfi ,st rops gniyalp ecfifO notUniversity. sgnivoL He has completed ecfifO notsgUniversity. nivoL He has comp an Orthopedic DPT, who received his Doctorate .ylimaf dna sdneof irf Physical Therapy Fellowship (FAAOMPT) through Regis Fellowship (FAAOMPT) t is focused on relationships and results that make a difference to help “defy the .ylimaf dna sdneirf University in Denver, CO. He is Board Certified University in Denver, CO from Virginia Commonwealth University. in Orthopedic Physical Therapy (OCS) and in Orthopedic Physical Th gravity” of their bottom line. Tony Grillo, PT, DPT Getting to Know has Us! has an advanced certification in Integrated an advanced certifica
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Manual Therapy (CIMT). In addition to general !sU winterest onK oin t gnitteG orthopedics, he has a special treatment of the spine and lower extremity. In his spare time, Dr. Grillo enjoys fishing, hiking, cooking, and spending time with his family.
APRIL/MAY 2017
www.racva.com
Manual Therapy (CIMT). orthopedics, he has a sp treatment of the spine an his spare time, Dr. Grillo cooking, and spending tim
LynchburgBusinessMag.com
Tony Grillo, PT, DPT Charlottesville Office
MATTHEW NOLEN is a native of Lynchburg
9
UPFRONT
MOVERS & SHAKERS RAYMOND DOOT—Intern at Lynchburg Wealth
Management. Ray is a senior at Liberty University studying financial planning. His goal is to pursue a career in the financial services industry and obtain the CFP® designation.
PAIGE CROUCH – Adoption Caseworker at Family
What to Expect
JOEL EGGLESTON—Physical Therapist at Rehabilitation
Your favorite comfort foods in a casual atmosphere (with a modern twist)
Associates of Central Virginia in Forest. Dr. Eggleston earned his B.A. in Biology from Houghton College, NY and received his Doctorate in Physical Therapy from the State University of Buffalo. He is a Certified Manual Trigger Point Therapist. Prior to settling in Virginia, Dr. Eggleston traveled as a therapist working in multiple states including Alaska, Colorado and California. MARY GODING—Director of Sales and Marketing at
Generation Solutions. Before joining the Generation Solutions team in December 2016, Mary was an Account Executive at Gentiva Home Health. Prior to that, she was the Director of Social Services at Avante Group. Mary graduated from Liberty University with a degree in Psychology. STEPHANIE JOHNSON—Physical Therapist Assistant
at Rehabilitation Associates of Central Virginia in Amherst. Stephanie earned a degree in Exercise Science from the College of Charleston and later graduated from the PTA program at Trident Technical College. She has worked in several environments of Physical Therapy including orthopedic and sports medicine outpatient clinics, skilled nursing facilities and hospitals. KEVIN TURNER—Appointed to Community Advisory Board
for Bank of the James. Kevin is a native of Bedford and is Broker/Owner of Century 21 All-Service. He has served on the Board of Directors for the Lynchburg Association of Realtors (president in 2011), the Bedford Area Chamber of Commerce and the Bedford Community Christmas Station. 10
LET’S DO LUNCH!
Life Services Adoption Agency. Paige is a graduate of Longwood University where she earned her Bachelor of Science in Social Work. She joins the FLS team after spending four years working in the public and private sector where she helped children in the foster care system find permanent families.
LynchburgBusinessMag.com
APRIL/MAY 2017
Trio Brick Oven Eatery BY SH E L L E Y BA SI N G E R
The Experience Located in the heart of Forest on Route 221, Trio Brick Oven Eatery is one of the newer restaurants to join the upand-coming area. And since it opened in May 2015, the place has stayed busy from lunchtime through Happy Hour and beyond. While on the outside, you may dismiss Trio for being “just another business” in a strip mall, once inside, you will be truly impressed. From the hardwood floors to the modern décor, you will feel like you are in a sophisticated, urban restaurant. (And if you peek past the hostess table, you might catch a glimpse of the restaurant’s namesake—the brick oven that adds that wonderful charred flavor to the pizzas.)
What to Try Trio broadcasts its love for pizza, burgers and wings, so it’s no surprise that those three top the list of orders. The servers say their Small Lunch Pizza (served with a side salad) is very popular, along with the Boneless and Fries lunch combo. They also get a lot of midday orders for the Trio Lunch Burger and the Philly Steak and Cheese sandwich. Their regular menu is also available all day—which includes specialty burgers and specialty pizzas. “We have plenty of guests who like to take on the challenge of creating their own pizza or burger, and we have seen some amazing plates that our guests have created,” said General Manager Kelly Kyper.
The Extras If you are a food snob, Kyper says “most everything is made right here in house” every day. And obviously, your lunch break isn’t the best time to throw a few back, so return to Trio at quitting time to visit their spacious bar area. They showcase a variety of craft brewed beers, wine and specialty drinks.
AT A GLANCE 14521 Forest Rd., Forest, VA 24551 (434) 616-2585 Hours: Monday – Thursday: 11 a.m. – 10 p.m. Friday, Saturday: 11 a.m. – 11 p.m. Sunday: 11 a.m. – 9 p.m.
UPFRONT
PLUGGED IN APRIL 6
APRIL 26
MAY 5
MAY 17
LYNCHBURG REGIONAL BUSINESS ALLIANCE SMALL BUSINESS SUMMIT & AWARDS LUNCHEON
LUNCH TO LEARN WITH THE SBDC: FINDING AND DESIGNING YOUR BUSINESS SPACE
LYNCHBURG REGIONAL BUSINESS ALLIANCE A.M. ALLIANCE NETWORKING
BEDFORD AREA CHAMBER OF COMMERCE JOB FAIR
CVCC Bedford Campus
7:30 – 9 a.m. Complimentary admission for Alliance members. (434) 845-5966; www.lynchburgregion.org
MAY 24
Kirkley Hotel & Conference Center, Lynchburg
8:30 a.m. – 1 p.m. Cost: $55 for Alliance members and $75 general admission; $25 Lunch Only (434) 845-5966; www.lynchburgregion.org
APRIL 7 LYNCHBURG REGIONAL BUSINESS ALLIANCE A.M. ALLIANCE NETWORKING
LRBA Conference Room, 2015 Memorial Avenue, Lynchburg
7:30 – 9 a.m. Complimentary admission for Alliance members. (434) 845-5966; www.lynchburgregion.org
APRIL 11 NETWORKING BEFORE NINE WITH THE BEDFORD AREA CHAMBER OF COMMERCE
BACC SML Satellite Office 1100 Celebration Ave., Suite 212, Moneta 8 – 9 a.m. Free for members, $15 for non-members.
APRIL 12 LUNCH TO LEARN WITH THE SBDC: LOCAL AGRICULTURE/ LOCAL ECONOMY
CVCC, Merritt Hall
12 p.m. Free admission. Sponsored by the Campbell County Office of Economic Development.
APRIL 13 LYNCHBURG REGIONAL BUSINESS ALLIANCE ECONOMIC VIBE BREAKFAST
CVCC, Merritt Hall
12 p.m. Free admission. Sponsored by the Bedford County Office of Economic Development.
LYNCHBURG AREA WOMEN IN TECHNOLOGY (LAWIT) LUNCH
LRBA Conference Room, 2015 Memorial Ave., Lynchburg
11 a.m. – 4 p.m. Open to the public. Featuring businesses in the area that are actively hiring and offering free workshops for job seekers.
LUNCH TO LEARN WITH THE SBDC: POWER OF THE #
11:30 a.m. – 1 p.m. Cost to attend is $25 for Alliance members; $35 for general admission (434) 845-5966; www.lynchburgregion.org
LYNCHBURG REGIONAL BUSINESS ALLIANCE WORKFORCE SUMMIT
CVCC, Merritt Hall
8:30 a.m. – 1 p.m. (434) 845-5966; www.lynchburgregion.org
12 p.m. Free admission. Sponsored by Union Bank and Trust.
APRIL 27
MAY 9
MAY 23
Hilton Garden Inn, Lynchburg
BUSINESS AFTER HOURS WITH THE BEDFORD AREA CHAMBER OF COMMERCE
Goose Creek Studio 302 Court St., Bedford
5:30 – 7 p.m. Free for members, $15 for non-members.
MAY 1 YPCV PROFESSIONAL DEVELOPMENT EVENT “Building a Personal Brand that Will Propel Your Career Location and time TBD More details at ypcv.org.
MAY 2 GENTRY LOCKE EMPLOYMENT LAW SYMPOSIUM
Craddock Terry Hotel, Lynchburg
8 a.m. – 4 p.m. “The New Frontier” will cover expected changes in laws that affect HR professionals and business owners. Email Lauren Dunne for more information: glrm@gentrylocke.com.
Hilton Garden Inn, Lynchburg
NETWORKING BEFORE NINE WITH THE BEDFORD AREA CHAMBER OF COMMERCE
Virginia Business Systems 1023 Dillard Dr., Forest
8 – 9 a.m. Free for members, $15 for non-members.
LYNCHBURG REGIONAL BUSINESS ALLIANCE NIGHT AT LIBERTY BASEBALL
5:30 p.m. (434) 845-5966; www.lynchburgregion.org
MAY 10 LUNCH TO LEARN WITH THE SBDC: ACCESS TO CAPITAL
CVCC, Merritt Hall
12 p.m. Free admission. Sponsored by Opportunity Lynchburg.
BUSINESS AT BREAKFAST
The Summit, Wyndhurst
7:30 – 9 a.m. Cost to attend is $20 for Alliance members; $30 for general admission (434) 845-5966; www.lynchburgregion.org
BUY THE BURG! TRADE SHOW & BITES OF THE ‘BURG
Liberty University LaHaye Student Union Multipurpose Room Trade Show: 1 – 6 p.m. Bites of the ‘Burg: 4 – 6 p.m. No charge to attend. (434) 845-5966; www.lynchburgregion.org
MAY 23 LESSONS ON WORKPLACE CULTURE WORKSHOP – GARY CAMPBELL, PRESENTER
Liberty University, LaHaye Student Union Multipurpose Room
11:30 a.m. – 12:45 p.m. Cost to attend is $25 for Alliance members; $35 for general admission (434) 845-5966; www.lynchburgregion.org
MAY 25 BUSINESS AFTER HOURS WITH THE BEDFORD AREA CHAMBER OF COMMERCE
Atlantic Bay Mortgage 1317 Enterprise Dr., Lynchburg
5:30 – 7 p.m. Free for members, $15 for non-members.
7:30 – 9:30 a.m. Cost to attend is $20 for Alliance members; $30 for general admission (434) 845-5966; www.lynchburgregion.org
AROUND TOWN
R. Edward Fielding, Inc. parking lot layout & marking
LRBA WOMEN’S EXCHANGE
Lynchburg Business managing editor Shelley Basinger was invited to speak at the Lynchburg Regional Business Alliance’s “Women’s Exchange” on February 23 at Oakwood Country Club. She discussed how to find some balance between work and home and included her experiences in local TV broadcasting and working from home as a magazine editor.
tennis courts • athletic tracks industrial safety aisles phone : (434) 845-1740 mobile : fax : (434) 846-2856 (434) 841-8676 refielding@verizon.net APRIL/MAY 2017
LynchburgBusinessMag.com
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“I was comfortable and confident in Dr. Crawford’s work and his consult!” -Laticia
“They make you feel like you really matter beyond your teeth.” -Sallie
When Trust Matters. Studies reveal trust is a primary component people consider when choosing products and services for their families.1 From schools to cars, your family’s health and safety is a number one priority. Research and ratings play a part in finding a quality healthcare provider. However, when it comes to routine care, having a provider who knows and understands you and your family brings the highest level of comfort.
“Y’all, I am not kidding when I tell you that Dr. Crawford, Dr. Lentz, + staff are the BEST in Lynchburg. They are kind and gentle; you can definitely tell that they care about you as a patient and do their very best to make you feel great while you are in their care.” ~Miranda “When asked to describe a high-quality provider, most Americans focus on the doctor-patient relationship.”2 When trust matters most, choosing a dental practice with a skilled, caring staff ranks high on the decision list. Proactive care begins with creating healthy habits at home, combined with scheduling consistent hygiene appointments for the entire family. Choosing a trusted dental partner enables you to identify potential concerns during routine appointments, making treatment typically less complicated and more comfortable. Sources: 1 The Associated Press-NORC Center for Public Affairs Research. Finding Quality Doctors. www.apnorc.org 2 www.consumerreports.org
Lynchburg Dental Center’s Dr. Karen Kenny shares, “We embrace creating trusted relationships with our patients. We understand the importance of building confidence in our young patients so they, and their families, feel comfortable asking questions, sharing concerns, and trusting in the skills of our staff.” The patients at Lynchburg Dental say it best. Take time to read their reviews, provided by a third party, on the practice’s website. For over 40 years, Lynchburg Dental Center has been providing comprehensive family dental care to patients throughout the greater Lynchburg area. Setting them apart is their advanced equipment and commitment to continuing education. “Every year we provide our team the most current technology and training to confidently serve our patients. Families need to know they are receiving the highest quality care available,” explains Dr. Carrington Crawford. Lynchburg Dental Center offers services in the areas of family dentistry, cosmetic dentistry, teeth whitening, implants and restoration, and dental hygiene— ensuring confident, healthy smiles. Office hours are Monday through Friday, 8:00-5:00. Call to schedule an appointment, 434-384-7611 or visit www.LynchburgDentist.com.
HUMAN RESOURCES
The Faces of
NEGATIVITY BY CO LLE E N M CLAUG H LI N , SPH R
W
e are each impacted by negativity in our day-to-day lives, but the full extent of its impact on our workplace productivity should be addressed. What does negativity look like in the workplace? What is its impact? What can be done to decrease the prevalence of negativity both displayed and experienced by your employees? Business leaders have an opportunity to change the course of their companies’ success through proactive actions that may decrease the impact of workplace negativity while increasing the overall job satisfaction experienced by employees. Negativity in Others Before a solution can be addressed, it is important to identify where and how negativity shows up in our organizations. Unfortunately, negativity in the workplace can be seen at all levels, across all departments and potentially within any team or individual. Whether it is simply one employee displaying negativity through verbal sarcasm, mocking, teasing or through stonewalling, negativity is a factor that may influence the behavior of others. In addition to obvious harassment, negativity may be even more subtle. With the majority of communication conducted non-verbally (i.e., through our body language or facial expressions), negativity can be experienced by the observer in approximately one-sixth of a second. In other words, a disappointed supervisor sends a negative, disapproving message before a single word has been spoken…literally… in an instant. At its worst, negativity can be observed or experienced via hate speech.
Negativity in Ourselves Not only may we observe negativity in others, it is also an issue for each of us to address as it occurs within ourselves. It begins with our own negative thinking. As is described by neuroscientists, each conscious thought we have is
either positive or negative and directly influences our emotional well-being as well as directly impacts our personal and professional behavior. For instance, if we are thinking negatively about the outcome of a particular business decision that has been made, our emotions and behavior will follow suit. If we do not believe we are capable of succeeding in completing a particular task or that we do not deserve the next promotional opportunity, it is more probable our beliefs (i.e., negative thinking) will result in negative behavior influencing a negative outcome. Unfortunately, an individual’s negative thinking has the potential to induce an undesirable consequence.
Results Matter Organizations function to serve others or to create a product to provide to the consumer. When employees are experiencing negativity in the workplace, the mission of the organization is impacted. Results matter. Therefore, what can business leaders do to increase positivity in the workplace? First, organizations must recognize the prevalence and impact of emotional contagion. For example, research indicates that when an employee grumbles to others, even for an issue such as a work schedule, he or she may negatively influence their team members’ thinking, emotions and resulting behavior. Individuals on the receiving end of negative behavior experience increased stress, lack of focus, diminished workplace relationships, and, ultimately, job dissatisfaction leading to a decrease in their performance and productivity. Less obvious to managers may be the results of negative thinking that cause a void of positive behavior. For instance, negative thinking may result in a lack of encouragement, support, care and concern for the employees in your organization. Studies reveal that when employees do not believe their employers care about them, they are more likely to experience job dissatisfaction leading to decreased performance and productivity. In addition to the results of negativity being revealed in decreased productivity and performance, frequently today employees are utilizing social media to communicate how they are feeling about their workplace, team members or supervisors. While there is legislation addressing slander and hate speech, general negativity about an employer may not be a legal issue. This may be addressed by employers who create a legally defensible policy outlining acceptable and unacceptable speech and use of social media. It is critical, though, the employer does not violate any state or federal legislation (such as the National Labor Relations Act) when creating, disseminating and training on the policy. Encouraging and supporting training for employees to learn how to manage stress, improve personal financial management, and reduce interpersonal conflicts is critical. Identifying and rectifying any form of communication that discourages honest, open communication is necessary. Creating and implementing and consistently upholding policies that discourage the negative treatment of others must be accomplished by all organizations. While the return on investment for this is both tangible and intangible, the results ultimately will encourage a positive culture in the organization. Supporting coaching and mentoring is another strategy organizations can utilize to improve a culture of positivity. Ultimately, as business leaders we have a responsibility to model positive thinking, encouragement, thoughtfulness, and concern for the outcome not only of the organization but also of each individual employee. Colleen is an HR professional with 15 years of experience; she currently serves as a professor of business and as an HR consultant.
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REAL ESTATE
A LITTLE PERSPECTIVE
TAKING STOCK OF WHERE THE REAL ESTATE MARKET HAS BEEN AND WHERE IT’S HEADED... B Y DA N VO L L M E R
I
n meeting with seller clients, I find it helpful to start any conversation about the value of their property within a framework of “where the market is today.” I pull certain statistics, and we discuss both the macro level (our entire market) as well as the micro (usually their zip code). It’s helpful for me to keep tabs on various market segments, and I think sellers find it instructive to know what to expect going forward.
When asked how the market is, it’s easy to say, “Oh things are moving fast...”—but it’s a whole different thing to have some facts and figures to back that up. As of press time, we have data available for the first two months of the year, so we’ll focus on the numbers for January and February. During the first two months of 2017, we saw 653 residential properties come on the market. Remember, these are some of the slowest months of the real estate year. In the same time period of 2016, there were 616 listings put on the market, which means this year we’ve seen a little bit of a bump. In 2015, during the first two months, there were 693 new listings; in 2014 there were 713; in 2013 there were 703; in 2012 the number was 686 and back to 2011, there were 732 properties put on the market in the first two months. This shows that last year was the lowest point in terms of new listings in the past eight years, and this year ranks second lowest.
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REAL ESTATE Okay, so we’ve established a general downward trend in terms of new available properties for sale. What about properties that have sold in those first two months? Keep in mind, these sold properties are generally a reflection of contracts signed in the last month or so of the prior year—meaning, people who wrote or accepted offers from Thanksgiving to New Year’s Day. For the first two months of 2017, 346 residential properties closed. For the sake of time and space (and because it makes for a good visual), here are the number of homes sold by year going back eight years: 2017: 346 2016: 328 2015: 335
2014: 332 2013: 302
2012: 207 2011: 214
With relatively minor exceptions, the number of homes sold has steadily increased almost every year. In fact, from last year to this year the number increased by 5.5 percent, and the total increase in number of sales from 2011 to 2017 is over 61 percent! If you’re a real estate junkie (and I know you are!) your next question will be, “Okay, so if there are fewer homes being listed and more homes selling, what does that mean for days on market?” And I’m so glad you asked! Again, for the visual impact (average number of days on market for homes closed in January and February): 2017: 125 days 2016: 136 days 2015: 155 days
2014: 154 days 2013: 160 days
2012: 185 days 2011: 149 days
From 2012 to this year, the average days on market (again, just for homes sold in January and February) has dropped by 60 days! That’s a full third less time on the market!
And NOW what you want to know is, “What was the average sales price?”— right? As you might expect, there’s some good news there as well: 2017: $173,651 2016: $166,510 2015: $162,790
2014: $167,546 2013: $159,113
2012: $154,842 2011: $143,405
Here again, a steady increase in average sales price reflecting a 21 percent increase over the past eight years. So in summary: over the past eight years (and maybe even longer), here’s what’s been happening in the first two months of the year: the number of new listings has decreased, while the number of sales has increased; the average number of days on market has also decreased, while the average sales price has increased. Now, that’s not to say that our market has experienced 21 percent appreciate across the board or that every seller has closed in less time than expected. Certainly there are sellers whose personal experience has been tougher and whose values have been lower than expected. Which is why it’s important to look at both sets of figures. As a buyer or seller, you should know generally where the market is heading, but also specifically what impact, if any, that makes on the home you are looking to buy or sell. Talk to your real estate professional to get a better idea of how these broader trends impact you where you live. *all figures are taken from the Lynchburg MLS Dan Vollmer is an Associate Broker at Re/Max 1st Olympic and member of the Virginia Association of REALTORS Board of Directors. Find him at www.danvollmer.com.
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BUSINESS PROFILE
UNDER
BUSINESS TEN YEARS
GLASS &
ASSOCIATES, INC. BY DREW MENA RD
AT A GLANCE Founded: 2011 Employees: 28 Located: 1601 Wythe Rd., Lynchburg Signs of Growth: Big contracts including LU’s new Indoor Track Complex and Natatorium
LASTING RELATIONSHIPS— Many of the Glass and Associates team members have worked together for as long as two decades.
S
ome of the region’s most ambitious corporate construction projects have been entrusted to Glass & Associates, Inc., with its many clients including Billy Craft Automotive Group, Liberty University, Centra, Terry Volkswagen Subaru and more.
The company was selected to manage the construction of Centra’s Amherst Medical Center, as well as Liberty’s LaHaye Ice Center renovation and expansion and the new Indoor Track Complex beneath the LU Monogram. The complex is one of only a handful in the entire nation with a hydraulically banked track system. Next door, Glass & Associates is getting started on the construction of Liberty’s new Natatorium, which will open in November. Glass & Associates is equally comfortable with small-scale projects, many of which have come about through relationships the company team has fostered in the community over the years. A contributing factor to the success is a mindset instilled by Glass & Associates President Darryl Glass, who, rather than focusing on the business aspect, concentrates on how to customize the company approach to best achieve the goals of each individual project. “We see the product and the work and the client’s needs as the most important purpose,” Glass said. “You have to learn what the client wants this to be, what purpose they want it to serve, and from there build it on paper … then work with them to bring them a functional facility that delivers what they are looking for at a value and schedule they are after.” Glass explained that he’s “never really looked at it as a business.”
“It is more of a challenge and the business is just a part of it. If you do it well enough, you will reap benefits from it, whether it is relationships, whether they are financial, whether it is having pride in your work, or future work from people who see what you are able to do.” 16
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BUSINESS PROFILE
LIFE’S WORK—Company President Darryl Glass (right) started working in construction as a teenager.
Like many on his team, Glass started at the bottom of the industry and worked his way up, earning more responsibility as he proved himself. He has supervised steel crews and has been a general project manager and estimator, among other roles. For 17 years, he worked with Coleman-Adams Construction before becoming the vice president of Coleman-Glass Construction. Glass & Associates, Inc., was founded 11 years later in 2011. The experience he gained and relationships built were instrumental in preparing Glass and his team for what they do now. Because many of them have worked together for as many as two decades, collaboration is second nature to them. “You get a whole lot more creativity out of people—you get ownership because they made a crucial decision that played an integral role in pushing a project or in how we made a detail work,” Glass said. Glass & Associates strives to complete projects in an expeditious and conscientious manner, and sets itself apart by keeping the client’s goal for the project as the driving purpose while ensuring everyone involved is given an environment that allows them to do their job successfully.
“We are able to coordinate work together with all of the trades and give them a chance to succeed and put together a nice product in time for the customer,” Glass said, adding that this allows “people you care about to do something that they enjoy and excel at it. That makes you want to go do it again.” The key to a smooth process is being nimble in the face of challenges. The site for the Centra project in Amherst, for example, included rock that was tough to break through on one end, and soil that would hardly hold anything up on the other. “Every project inherently will come with its set of challenges,” he said. “Our group would like to say that we are as flexible, if not more, with change as anybody.” The company is confident in its ability to rise up to a new challenge, though it doesn’t take them lightly. Team members know their responsibility to their clients, regardless of the size or complexity of the project. “You can sit here and say you can build this, but until you do it there’s a question about it,” Glass said. “But once it’s done—and done well—it stands for itself.” Where we might see windows and walls of brick and stone, Glass sees chapters chronicling a successfully met challenge. “The story in it, from beginning to end, that is the interesting part,” he said. “Standing in (the facility) at the end is bittersweet. You are glad you accomplished it; it was a lot of hard work. But you are finished. You’ve got to move on like you do in life. But you also need to reflect back on the story: How did that start? What did you do in between? (Remember) all the different decisions and changes that happened and realize you still wound up here. That’s cool.” Learn more at Glass-AssociatesConstruction.com APRIL/MAY 2017
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LEGAL ESSENTIAL TERMS The following essential terms should be included in construction agreements, regardless of the size and scope of the project:
DO I NEED A CONTRACT FOR MY SMALL HOME CONSTRUCTION PROJECT?
YES!
BY SCOTT W. KOWA LSKI & KA ITLYN E. MA RTIN
IMPORTANCE OF A CONTRACT The importance of having a well-drafted contract on large, complex commercial construction projects is obvious. But a solid contract is just as important for small home construction projects such as a kitchen remodel, bathroom renovation or construction of a small addition. Embarking on a seemingly simple home improvement project without entering into a formal agreement can be a costly mistake because many of the same issues that arise in large commercial projects occur in smaller home projects. Well-drafted contractual agreements define the scope of the work, memorialize the parties’ obligations, and allocate risks, which can reduce the cost of miscommunication and disputes.
SOURCES FOR WRITTEN CONTRACTS Oral contracts are sometimes successful, but a written agreement clarifies the terms of the agreement and requires the parties to fully contemplate contractual terms before commencing work. For this reason, we almost always recommend that the parties enter a written contract. Several industry associations and the parties’ own custom documents are useful sources for contract templates. As with almost everything else in this digital age, construction contract templates can be found for free on the internet. Some of these available forms are reasonable and cover the essential terms discussed on this page. As with anything else that is free, however, you may “get what you pay for.” Contracts pulled from the internet that are not complete, appropriate, or tailored to the specific work required can create their own set of problems. For a fee, industry associations such as the American Institute of Architects (AIA) and the Associated General Contractors (AGC) offer a variety of standard contractual agreements often used in construction projects. These industry form agreements are used every day in the commercial construction industry, but consumers should still take care to modify these templates to fit their specific projects. If you are not comfortable with tailoring the template forms, you can contact an attorney to modify a standard agreement or draft a custom agreement to fit the parties’ needs and ensure that intentions are clear and the parties are appropriately protected. 18
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Scope or Work, Project Cost and Payment Terms: The work that the parties agree will be performed, also called the scope of work, should be included in the agreement. The scope of work can be defined in words and with construction drawings, but should clearly detail the work, the materials to be used, and any special instructions or requirements for the completed project. The total agreed price to be paid for the scope of work should be clearly and simply stated to avoid confusion and disputes regarding the cost of services included under the contract. Additionally, a schedule of payments and the work to be completed for each payment should be plainly outlined. Schedule of Work and Completion Date: The agreement should establish a construction start date and project completion date. If completion on a date certain is crucial for one or both parties, the contract should indicate a date certain for completion and state that “time is of the essence of the contract.” The contract should also outline the consequences of delays to project completion by either party, including delays caused by changes to the scope of work, and delays caused by third parties or circumstances beyond the parties’ control. Changes: A clear procedure by which changes to the scope of the work can be made is important for the protection of both parties. The project owner must have the right to make changes in the work so he or she can adequately address any issues that might arise. However, the owner must be aware that such changes can have impacts to the cost and duration of the project. To avoid later disputes over the scope, cost and time impact of changes, the agreement should provide that change orders must be in writing and signed by both parties. Additionally, the change order provisions should specify a method for determining the contractor’s compensation (potentially including additional time and costs) for the added or changed work. Termination of Contractor and Associated Remedies: The procedure and grounds for termination should be clearly stated. Typically, contracts require that the owner provide written grounds for termination and allow the contractor a period in which to cure the defaults. If not cured, the owner may terminate the contract and exclude the contractor from the site. The contract should also specify the grounds under which the contractor can terminate the agreement, typically for unexcused nonpayment by the owner. A well-drafted agreement will detail the remedies available to the parties after termination. Indemnity and Insurance: Indemnity and insurance provisions help allocate the risks associated with an unexpected incident and may significantly impact the practical outcome of a dispute between the parties. The contract should set forth the types of insurance required, including the coverages and deductible amounts, and the length of time the coverage must be maintained. Indemnity provisions create a contractual agreement which obligates the contractor to protect and indemnify the owner from legal consequences of an action or inaction by the contractor on the project. Even on a small construction project, disagreements can develop over the cost, time, or scope of the work. Having a written agreement clearly setting out the parties’ expectations will reduce the chances that such disagreements turn into costly disputes. Scott W. Kowalski and Kaitlyn E. Martin are attorneys with Petty, Livingston, Dawson & Richards. Kowalski’s practice areas include construction law, construction litigation and surety law. Martin’s practice areas include estate planning and administration, business formation and transition, and taxation.
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FINANCIAL
PLANNING FOR RETIREMENT BY JOHN N. HAL L , C F P ®
O
f all the questions I’m asked as a financial planner, the top two are usually some variation of: 1 – When can I retire? 2 – Will I have enough money to retire?
Usually, these questions are being asked by those whose retirement date
should be just around the corner. I’m always excited, though, when those whose retirement date is further out ask the same questions because they have that much more time to make their dreams become a reality. Breaking down the answer to these questions is a large part of what any good financial advisor should help you do. Often, the answer to one is dependent on the answer to the other, so let’s address them both as one. How do you begin to outline your retirement finances? First, tally up your known income sources and make note of when they start. Retirees’ known income sources may include pensions, social security, annuity payments, and real estate rental income. If you’re under the age of 50, I often advise running these numbers with a partial social security figure to account for potential legislative changes to benefits down the road. If you’re 50 or older, chances are the politicians will want to keep your vote and thus will keep your benefits right where they are. This is simply a rule of thumb, so plan accordingly. Second, add up your expected monthly living expenses in retirement. Be sure to include monthly figures for healthcare and income taxes. If any of these expenses are likely to be different when you’re retired than they are now (for example, mortgage will be paid off, you’ll be on Medicare, income tax bracket may be lower, or you plan on traveling more) be sure to account for that. Next, get a preliminary budget shortfall or surplus starting point by subtracting these expenses from your known income sources. Do you have a surplus? If you do then you’re at a good starting point. If you don’t, you’re not alone. On to the next step:
Take your budget shortfall, annualize it, and multiply it by the number of years you plan to be retired. For many, this is around 30 years. This is the money you’ll have to find from somewhere over the course of your retirement. That’s where your savings, workplace retirement plan, and IRAs come into play. It’s also where downsizing your home can make a huge difference in your plan. Assuming no growth (an overly conservative assumption) do your combined savings and retirement investments cover this number? If so, you are now at a great starting point. If not, you still have some planning ahead of you. This planning might include: • • • •
Adding to retirement investments Asset allocation of retirement investments Evaluation of living expenses in retirement Evaluation of income from asset sales, possibly including land, collectibles, or even cash-value life insurance (only when necessary for your specific situation) • Consideration of working longer or part-time employment in retirement This simple process will give you a good start towards evaluating your retirement finances and determining just what kind of adjustments might make sense for you. There are, of course, any number of variables that can positively or negatively affect your specific retirement outlook. They include investment growth, inflation, your health, future legislative changes to the tax code or social security benefits, and many others. Factoring in all of the most likely assumptions and getting more specific is an exercise that you, your spouse, and your financial planner should work through together. When should you do this? There’s no time like the present. Disclaimer: This article is generalized in nature and should not be considered personalized financial, legal, or tax advice. All information and ideas provided should be discussed in detail with an advisor, accountant or legal counsel prior to implementation. John N. Hall, CFP® is President of Lynchburg Wealth Management, a fee-only financial planning firm headquartered in Lynchburg, Virginia. John can be reached at 434-515-0380 or by email john@lynchburgwealth.com.
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COMMERCIAL REAL ESTATE leaders with a very active social media presence that regularly link to relevant articles. Find them, follow them, and let them sort through the noise for you. Personally, I like the daily Virginia Business email and their weekly CRE Intel email as well as Work It, Lynchburg’s daily recap of local business news.
Read Carefully
HOW A REAL ESTATE APPRAISER READS THE NEWS BY B I LLY H AN SE N
I
f you want to see an appraiser’s face light up, tell them some real estate news they haven’t heard yet. Appraisers love to know what’s going on in the markets they serve. One of the ways we maintain market awareness is by diligently reading the news and sifting through this relentless firehouse of information to find what is relevant and useful. What follows is simply one appraiser’s thought process for doing so. Read Purposefully Reading purposefully involves intentionally choosing what content you’re going to consume on a daily basis. Our time is our most valuable resource, so we should spend it wisely. Given the incredible amount of new content produced every day by such a wide variety of sources on so many different mediums, we could spend our entire day reading the news and barely make a dent. Trying to know everything about every little thing is an impossible task with diminishing returns if it gets in the way of you actually doing those things that only you can do. Give yourself permission to not have to know everything. Choose your daily reads. National news publications, like the Wall Street Journal or New York Times, offer macro-level perspective on economic and real estate trends, while your local publications will cover a major sale, rezoning, government projects or policy changes, and business expansion, relocation, downsizing, or closure. At the very least, scan the front page of the every section of the paper or the splash page of their website. If a major employer closing down in a rural area was front page news, the appraiser has no excuse for not knowing about it. Employ filters to determine what makes it on your reading list. My main filter is: Would someone in my field be expected to be aware of and stay up-to-date on any developments related to this topic? If so, I’m reading it. Alternatively, find yourself an existing filter. Every field has industry groups and thought
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With our reading list narrowed down to a manageable level, the reader must understand the limitations of published news. The vast majority of data an appraiser uses in their daily practice never even makes the news, so think of published news as a supplementary source for market intel. Similar to an appraiser, a journalist attempts to piece together the Who, What, When, Where, Why, and How of the story, but don’t expect a single article to provide a definitive explanation of everything that happened. Instead, view the news as simply a warm lead for a topic that deserves further research.
Read Actively Grab a pen. To get the most out of the content, we need to interact with it rather than just read it. Mark it up. Underline key sections or quotes. Question those things that don’t make sense or seem off-base. Write good follow-up questions in the margins. Identify the key players involved, what else you know about them, and how this news item fits in with what they typically do. Go ask them your good questions. Identify the Real Estate Events, which can tip you off to a possible comparable, or “comp” for short. Appraisers love all types of comps, not just sale comps, and collect them obsessively. A news story about a retailer relocating from one part of town to another could spur a variety of real estate events: A lease comp for their new space, a new vacancy and listing comp in their former space, and a change in retail occupancy rates for both sections of town. To find and confirm transaction details, I’ll need to go to the parties involved. If an appraiser reads an article about new commercial construction, they will immediately go looking for an underlying land sale, while also making a note to monitor the progress of the project for a possible construction cost comp, rent comp or space absorption comp.
Think Big Picture While the real estate events will become useful comps and data points for future analysis, the final step is to connect what you just learned with what you already know. How does this piece of news fit in with everything we know to this point? Is this new information telling us something about where the market is headed in the future? Are retail relocations from one part of the market to another a signal that the retail landscape is changing? Is a retail closure an isolated event due to a lousy location or bad management? Or is it indicative of a larger trend within that company? If they are closing stores in similar markets across the country, the problem could be contained within the company. If this retailer is healthy and growing in other markets, is there something about our market that didn’t allow the retailer to thrive here? Will other retailers in that category see that closure and reconsider entering our market? If a large, vacant tract is rezoned for mixed-use development, what will the impact be on adjacent land uses and the neighborhood as a whole? None of these questions have easy answers, but the process of asking “Why,” attempting to identify trends, and thinking deeply about the big picture gives you a slightly better chance of not being totally surprised by what you see happening in the market now and in the future. Billy Hansen, MAI serves the Lynchburg area as the principal commercial real estate appraiser of Hansen Realty Advisors, LLC and as an agent with Cushman & Wakefield | Thalhimer. To discuss more, email him at hansenrealtyadvisors@gmail.com.
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LEADER PROFILE
STEVE
LLOYD
Title: Owner, Lloyd Concrete Services Hometown: Bedford, VA Tell us how you got started, back in the day. When I got out of the Navy, I went to work for a fellow in the concrete business. We actually poured the first concrete on Liberty Mountain back in 1973. But pretty soon, I just wanted more. I went out on my own in 1976, and I had nothing. My mother and father (my father worked in a factory) didn’t have any money to lend me. When I started, I didn’t even have a trowel machine. I did everything by hand. I finally saved up 250 bucks to buy a trowel machine and bought an old truck. And you know what? I still have that first machine, and I still have that old truck.
You officially formed Lloyd Concrete Services in 1986. What would you say was one of your biggest learning experiences or setbacks as a business owner? The biggest setback was in 2004 when my cousin embezzled from me. He took everything we had, and I trusted him because I trust everybody. But I called every single creditor that I had and said, “I’m going to pay you, and I’m going to pay you every penny I owe you before I die.” And I was blessed with great people that I work for in this area that trusted me to say, “Don’t even bid the jobs, just treat us fair.” And in one year, we were back on our feet.
You are staying very busy now. What types of projects have you been working on?
PART OF THE TEAM—Steve Lloyd says his employees don’t let him work as much these days, but you will still find him helping out at job sites from time to time.
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The most fascinating thing we are doing right now is a job at Kennedy Space Center where the owner of Amazon is building a one-million-square-foot facility to build spaceships for private space travel. And we do a lot of work at Liberty University. Not only did I pour the first concrete on the mountain in 1973, I poured the original football stadium, the Vines Center and so on. LU has been such a blessing for us, my family and this company. And since I’m a Christian and I believe the good Lord has blessed us, in turn, we give back. Last week we did a little job for Habitat for Humanity. We also recently put in softball field dugouts at E.C. Glass and helped with some restrooms at the YMCA.
LEADER PROFILE
A FAMILY MAN—Lloyd describes his team as a “big, big family.” He says the five employees he started with years ago still work for him today.
Not only do you work with several of your family members, you’ve had very little turnover since you started Lloyd Concrete Services. I can’t say enough about my employees; I could never be where I’m at without these guys. Five of us started together many years ago. And I still have those men— and now I have their sons too. It’s a big, big family. I’m in business to make money, but I want my people to make a good living too. And over the years, I’ve taken in a lot of guys who have been down on their luck, and I’ve taught them trades.
What does a typical day look like for you? I wake up no later than 4 a.m. every day. Some mornings, though, we have to be at the shop at 1 a.m. or 2 a.m. to get to an early job. Then we will go out and work usually 10, 12 or 14 hours. My guys will go home from there, but I always go back to the office. I leave when it’s dark and come home when it’s dark, but I love to work, and I truly love what I do. My grandfather told me years ago, “If you really love what you do, it’s not a job.” And while I love what I do, I can’t figure it out either. Every day is different. Just when you think you figure it out, something changes.
You recently received some major recognition from Concrete Construction Magazine—named as its 2017 Most Influential Person. Were you surprised? It was all a big surprise to me and happened so fast. To be honored among all the people in the industry is such an honor. They sent a professional photographer to take a photo of me for the cover of the magazine. I was on a job in Charlottesville when the man and woman pulled up. They said I needed to sit down so they could put makeup on me. I said, “You are going to put makeup on me then I have to go back out and be with my men?!” I told them they could brush some of that stuff on my face but nothing else! My son was standing to the side taking pictures with his cell phone.
How have you been influential in changing parts of the industry? We have certification programs for concrete finishers. They have to get certified and take a test. But these guys—they’re not used to taking written tests, and the tests were a huge hindrance to them. Not to mention they had things in the test that didn’t amount to a hill of beans. I pushed for changes. Now they can take their certification, and it’s hands-on only. Examiners can go to a company and watch the person do the work to see if they are ready. And we can pass them
without that written test. My thought is—let’s grade them on what they actually do out there. And they get one chance to do it. It has to be done right the first time.
What advice do you have for someone reading this who wants to start up their own business in the construction world? It’s going to take a lot of hours—it’s hard work. But hard work definitely pays off. I can tell you that from experience. You have to be available to answer telephone calls and do what you say you’re going to do. You don’t run away from problems. If you have a problem you hit it straight on and you fix it. And find a supportive spouse. I have the best wife, Kathy. In the concrete business you never know when it’s going to finish. There have been times that I’ve stayed out all night long to finish a job then I’m back to work the next day. Any woman to stay with a concrete guy is first class.
How would you describe yourself as a leader? What is your leadership style? I’m a motivator. And there’s nothing at this company that these guys do that I haven’t done. I still get out there with them on the jobs. But they don’t let me do much anymore. But I at least give them that moral support. I’ve always told them, if you have an issue, please come talk to me because that communication is so important.
What does life look like for you outside of work? I’m always working then too! I farm. I’ve got cows, and I grow hay. Last year was the first year in my life that I took a week’s vacation. We went on a cruise, and I told Kathy coming back, “I kind of like this vacation thing!” We are a very close family. All of the family lives on the farm, and we love to spend time together. We have family lunch every Sunday, all of those old-fashioned things.
Why do you love living and working in Central Virginia? I love the local contractors I work with here. They took a chance on me many years ago and have helped me in grow in the industry as well as build lasting relationships. I have worked nationwide for many companies and still, the local contractors are my closest and best customers. And the people. The people are friendly, they are loving and they are helpful. They are good people. And I love the four seasons. I’ve been all over from Arizona to Niagara Falls to Key West, and it’s all beautiful, but it’s nothing like home and the beautiful Blue Ridge Mountains. APRIL/MAY 2017
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From payers and providers, to hospital chains and specialty clinics, AntWorks leverages its suite of Healthcare solutions to provide specialized technology and revenue cycle tools that not only help you analyze key financial and clinical trends, but also streamline operational performance throughout the healthcare cycle. www.ant.works
FEATURE
BE ST places TO
WORK 2017
According to a 2016 report from the Society for Human Resource Management,
BE ST places TO
WORK 2017
88 percent of U.S. employees said they were satisfied with their job overall in 2015—the highest level of satisfaction over the last 10 years. Why is this so important? Because our careers are a huge part of who we are—both individually and as a society. We spend more time at our jobs during the week… than with our families or friends. And while our jobs should not define us, they can enhance our lives if they are good—and take away from our lives if they are not. In our second edition of Best Places to Work, we are spotlighting 15 local businesses (in alphabetical order) that are producing happy, empowered employees. Each business was nominated by a
WI T H R E PO RT I N G BY J E RE M Y A NGIO N E , E M I LY H E DR I CK & M EG AN H O USE
current employee and was selected for its company culture, community development and more.
ANTHONY AND COMPANY Company Bio: Anthony and Company is a salon and spa that offers a wide range of services including cuts, styles, extensions, makeup, nail care, facial services, chemical exfoliation, body care and hair removal. They hope to provide their clients with a quiet, relaxing atmosphere in their contemporary urban space downtown. Company Culture: Employees are given the tools to succeed through education and an incentive-based pay scale. Other benefits include a retirement program, paid holidays, paid vacation, paid educational trips, among others. Employees are encouraged to have a voice regarding the direction and vision of the company. Typically, they have at least six company meetings per year to discuss policies and procedures, while also introducing new ideas. Community Development: The company tries to foster community among employees by creating and promoting events, such as summer cookouts. Investing in the community also brings them together. They participate in numerous fundraising events, including Gathering of the Goddesses at Amazement Square and the United Way Bowl-a-Thon. In Their Words: “I have been with Anthony and Company for 20 years,” said Jody Johnson, creative director. “I love so many things! The location is exciting as we have been able to see, first hand, the growth downtown has experienced…The staff is warm, selfless and so extremely talented.” - MH
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AT A GLANCE
Founded: 1980 Location: 701 Church St., Lynchburg Employees: 14
FEATURE
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ANTWORKS HEALTHCARE Company Bio: Medical software company AntWorks Healthcare launched in 2015, but its history dates back to 1978, the year IT company Benchmark Systems was founded. Technology and innovation veterans Asheesh Mehra and Govind Sandhu founded technology and services company AntWorks in 2015 in Singapore, and AntWorks acquired Benchmark Systems later that year; thus was AntWorks Healthcare born. AntWorks Healthcare offers a suite of server or cloud-based software, including appointment scheduling, electronic health records, practice management, and billing and collection services with Artificial Intelligence embedded in every module. They have offices across the world. Company Culture: AntWorks Healthcare offers internal campaigns that create friendly competition; a current campaign involves social media presence and offers a prize of a 60” TV and a threenight stay at any U.S. Marriott. All holidays are celebrated with treats and sometimes holiday cook-offs, and employees are encouraged to express their excitement through their attire. Additionally, internal and external newsletters allow this global company to create a sense of community and zero-distance from their customers.
WORK
BLUE RIDGE PREGNANCY CENTER
2017
Company Bio: The Blue Ridge Pregnancy Center has a mission to save lives and comfort people who are affected by unplanned pregnancies. They offer services such as counseling, pregnancy testing, ultrasounds, parenting and life skills classes, post-abortion support and a Mommy & Me Boutique, which offers maternity clothing. Company Culture: The company strives to keep a compassionate, non-judgmental environment. As a benefit, employees who are salaried or work every day receive vacation, sick and personal days. Additionally, they have monthly staff meetings to discuss any issues the center may be facing, and employees are encouraged to voice their opinions.
AT A GLANCE
Founded: 2015 Location: 1112 Church St., Lynchburg Employees: 60
Community Development: Their common desire to come alongside women who are dealing with unplanned pregnancies, educate them and show them their options, brings the staff together. In the mornings employees gather together 30 minutes before the center opens to pray and prepare for the day. As far as community outreach, they host a Walk for Life and annual banquet to help raise awareness. In Their Words: “We are a Christian organization, and we solely depend on our faith to guide us and sustain our efforts in helping women in a crisis pregnancy situation,” said Jennifer Snellings, who has worked at the Blue Ridge Pregnancy Center for almost five years. - MH
Community Development: Company leaders offer opportunities for employees to get involved in the community; for instance, the company had a group ring the bell for the Salvation Army last Christmas. AntWorks Healthcare is also hosting a “Paint the Park Purple” night at Hillcats stadium in support of the American Cancer Society. Additionally, the company participates in internship programs at local colleges and universities, and it is a participating company in the Tech Hire Program through the Office of Economic Development in Lynchburg. In Their Words: “Life isn’t about standing still; it’s about moving forward: being Fresh with our ideas, Fearless with our approach and Fast with our growth,” says Asheesh Mehra, CEO of AntWorks. - EH
AT A GLANCE
Founded: 1999 Location: 1915 Thomson Dr. #A, Lynchburg Employees: 9
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CHICK-FIL-A
2017
WARDS RD. & RIVER RIDGE MALL
Company Bio: Known for their poultry-based menu and popular slogan “Eat Mor Chikin,” Chick-fil-A employees strive to provide guests the “best restaurant experience” they possibly can. Company Culture: Chick-fil-A offers many benefits to employees, including being closed on Sundays, free uniforms, free food, insurance options, vacation, sick days, college scholarships up to $25,000, college tuition discounts and career advancement opportunities. One of the ways they create a family atmosphere is by hosting team outings every quarter.
AT A GLANCE
Founded: River Ridge Mall restaurant – 1980; Wards Road restaurant – 2004 Locations: 4003 Wards Rd., Lynchburg and inside River Ridge Mall Employees: 130
Community Development: Chick-fil-A is the title sponsor for the Liberty Flames Kids Club and sponsor of Lynchburg Kids Sports League. Additionally, they have partnered with local community organizations and non-profits such as Johnson Health Center and the Faithfully Bold Movement. Chick-fil-A has sponsored community outreach events like Safety Day, which featured the Lynchburg City Police, Fire and Rescue, SWAT and safety seat checks. In Their Words: “I think what sets us apart from many companies is that we are a people-oriented company from the top down,” said Lee Hall, who has worked for Chick-fil-A for over 27 years. “The team members know we have their best interest at heart, be it at work, or in their personal lives.” - MH
GIVENS BOOKS & LITTLE DICKENS Company Bio: Givens Books—originally Boonshire Books—was founded in 1976 by George and Sylvia Givens and was located on Boonsboro Road. Four years later, the Givenses moved the store to Lakeside Drive and changed its name to Givens Books. In 1989, George and Sylvia’s son Danny and his former wife, Kathy, opened toy store Little Dickens in a small space next to the bookstore. Danny and Kathy Givens bought the business in 1999, and Givens Books & Little Dickens merged into one business at its new, larger location on Lakeside Drive. The bookstore recently received both interior and exterior cosmetic changes, and more updates are in the works. Company Culture: Staff members are encouraged to offer suggestions to improve operations and to help create policies and guidelines. Employees are also able to take part in the hiring process by interviewing potential employees. Givens offers retirement plans and a flexible schedule to accommodate employees with families, and creativity and self-expression are highly encouraged.
Community Development: Givens Books & Little Dickens is a participating business in BUY LOCAL Lynchburg, which promotes local businesses as sources of excellent customer service, nonprofit sponsorship, and jobs and revenue for the local economy. Givens also offers school rebates, fundraising fairs, donations, and more.
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AT A GLANCE
Founded: 1976 Locations: 2236 Lakeside Dr., Lynchburg Employees: 17
In Their Words: “At Givens Books & Little Dickens our mission is to encourage that part of us inside that yearns to learn and play more,” says Danny Givens, owner of Givens and has worked at the store since he was a teenager. “I’d like to believe that when my staff wakes up in the morning, they not only look forward to work that day but to learning and playing a little and rubbing shoulders with customers who are curious, smart and happy.” - EH
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MOUNTAINVIEW ORAL SURGERY AND IMPLANT CENTER 1612 Graves Mill Road Lynchburg, VA 24502 434.316.7111 www.lynchburgoralsurgery.com
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MOUNTAINVIEW ORAL
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JES FOUNDATION REPAIR
2017
Company Bio: Home repair and renovation can be a bit of a daunting task for any homeowner. To meet those needs, Jesse and Stella Waltz founded JES Foundation Repair in 1993. Just recently, in 2016, JES merged with Evergreen Basement Systems, extending their service area throughout the entire state. A few of the key services that JES offer include foundation repair, crawl space repair, basement waterproofing and concrete lifting. Company Culture: Employees at JES are offered a benefits package that covers an array of health options and retirement plans. There are also several incentives in place for employees to receive bonuses. JES also pays for employees to receive the training they need.
Community Development: According to field sales technician Joe Caruso, JES has “a large footprint in the state of Virginia.” Other than the work they do with clients, JES also gives back to the community in a variety of ways. Most notably, the company assisted in two “Extreme Makeover: Home Edition” projects. Other causes they champion include the Boy Scouts, Relay for Life and the Miller Home for Girls.
AT A GLANCE
Founded: 1993 Location: Branches in Manassas, Chester, Virginia Beach and Appomattox Employees: Approximately 350
In Their Words: “We are a family here and our employees are empowered to make happy customers. Rarely in the home improvement/construction industry will you see employees that are as happy as our group,” Caruso said. - JA
Virginia’s Largest Collection of Books, Toys and Educational Supplies Under One Roof!
We Appreciate Being Nominated as One of the Best Places to Work! The Blue Ridge Pregnancy Center is your expert in unplanned pregnancy. We are a local health clinic specializing in physical, emotional, and spiritual facets of unplanned pregnancy. We are a non-profit, life-affirming organization that empowers women to make healthy life decisions. Our Free Services: Pregnancy Testing, Limited Obstetrical Ultrasound, Prenatal Vitamins, Options Education, Parenting and Life Skills Classes, Mommy & Me Boutique, Post-Abortion Counseling 1915 Thomson Drive Lynchburg, VA | www.blueridgepc.org | 434-528-4321
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Celebrating 40 Years BE ST places TO
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Think Local, Be Local, Buy Local For Stronger Local Economies!
2236 Lakeside Dr. Lynchburg,VA | 434-385-5027 Hours: Mon.-Fri. 8am-8pm | Sat. 9am-7pm www.Givensbooks.com
FEATURE
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JOHN STEWART WALKER, INC. REALTORS
2017
Company Bio: John Stewart Walker, Inc. Realtors, which was founded by its namesake in 1890, is the oldest real estate firm in Virginia and the fourth oldest real estate firm in the United States. John Stewart Walker was the first real estate broker in Virginia to pass the National Real Estate Board Exam and the first realtor to qualify as an appraiser in Virginia. Billy Walker, John’s grandson and principal broker and owner of JSW, began working for JSW at the age of 19. John Stewart Walker, Inc. is a member of “Leading Real Estate Companies of the World.”
Company Culture: The company offers many networking opportunities including office educational sessions every other week to train in contracts or another new offering from banks or community members; the whole office then caravans to see each person’s new listing. JSW also offers lunch and learn sessions, contests, mentoring and new agent training, and numerous social gatherings.
Community Development: JSW supports the Boys and Girls Club, Daily Bread, and other charities. The company also sponsors Amazement Square in an effort to support our region’s children, foster cultural awareness, and promote the arts and science. Individual agents support a wide variety of nonprofits including Interfaith Outreach, Meals on Wheels, the Yoder Center, the Academy of Fine Arts, the YWCA, Opera on the James, the Lynchburg Humane Society, and more.
AT A GLANCE
Founded: 1890 Location(s): 3211 Old Forest Rd., Lynchburg Employees: Five employees and 38 agents
In Their Words: “To say we have a family atmosphere is cliché these days, but we really do!” says Billy Walker, owner of John Stewart Walker, Inc. “I think being a family firm of multi-generations and seeped in traditional values of family and fairness, we attract agents and staff who want a supportive work environment where they enjoy each other’s company and support each other.” - EH
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FEATURE
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JOHNSON HEALTH CENTER
LOLA’S MEXICAN CUISINE & CANTINA
Company Bio: Johnson Health Center (JHC) serves patients in Lynchburg, Amherst, Bedford and Campbell County. They are an independent, federally-qualified nonprofit health center with a mission to provide affordable, comprehensive healthcare. All insurances are accepted and for those who are uninsured and underinsured, they offer reduced fees. In 2016, JHC became the first federally qualified health center to be named an Employer of Choice. Company Culture: Employee growth and opportunity is very important to JHC. Since 2014, they have invested in employee training and development, including leadership development at all levels. Project teams have been created, designed to tackle a variety of initiatives that are critical to their success, and employees throughout different departments are encouraged to participate. Most leadership positions are filled in-house. Additionally, employees are provided a comprehensive benefits package which includes medical, dental, life insurance, retirement and vacation. Community Development: Aside from the many events hosted to promote community within the company, such as their annual family picnic, holiday door decorating contest, holiday potluck, and so on, JHC also strives to reach out to the community. Currently, they are engaged in dental programs in local schools, and participate in initiatives such as the Bedford Area Resource Council, Lynchburg Community Care Collaborative, and Central Virginia Bridges. They also sponsor many local organizations including Lynchburg Education Foundation and the Red Cross. One of their largest undertakings is the annual Back to School Fair. In Their Words: “We have adopted a coaching mentality here so there is greater opportunity to facilitate success along the way,” said Gary Campbell, CEO. “If someone wants to succeed at JHC, we provide the roadmap.” - MH
AT A GLANCE
Founded: 1998 Location: 320 Federal St., Lynchburg Employees: 150
Company Bio: Lola’s Mexican Cuisine & Cantina was founded in 2014 by brothers Juan and Oscar Founded: 2014 Herrera. Both brothers had been Location: 3025 Old Forest working in the food industry for about Rd., Lynchburg, VA 24501 15 years before the space on Old Forest Employees: 13 Road became available in 2013. Lola’s strives to offer fresh, authentic Mexican cuisine and beverages and exemplary customer service.
AT A GLANCE
Company Culture: Lola’s offers a fun and friendly environment for its employees. Team members are encouraged to share their ideas, which are often integrated into the restaurant’s menu and operations. The management team is currently working to bring more benefits to Lola’s employees. Community Development: Lola’s enriches the Lynchburg community by offering delicious authentic Mexican food and great service. As a small business, Lola’s supports other local businesses (for instance, the restaurant partnered with Apocalypse Ale Works in 2014 for a beer pairing dinner) and supports local causes. In 2016, Lola’s participated in Lynchburg Living’s Lynchburg Restaurant Week.
In Their Words: “Lola’s is a great place to work because if you have a passion for good food and craft margaritas, you can put that passion to work here,” says owner Juan Herrera. - EH
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MOUNTAINVIEW ORAL SURGERY AND IMPLANT CENTER Company Bio: Prior to starting Mountainview Oral Surgery and Implant Center in 2010, Mitchell Magid, DMD, was an oral surgeon in Denver. He is a board certified Oral and Maxillofacial Surgeon with expertise ranging from corrective jaw surgery to wisdom tooth removal. Dr. Magid’s staff is trained in assisting with general anesthesia and I.V. sedation. Since opening in Lynchburg, Mountainview’s quality of care has not gone unnoticed. Dr. Magid has received several people’s choice awards, including “Best Bedside Manner” in Virginia’s Our Health Magazine for two years in a row. Company Culture: Receptionist Diane Scott says because of their smaller workforce, Mountainview staff members have learned to support each other, at work and in their daily lives. Employees also receive benefits such as vacation days and insurance options.
Community Development: Not only do they support each other, but Mountainview Oral Surgery also makes sure to support and give back to the Lynchburg community. For the past six years, they have participated in “Dentistry from the Heart,” an event that provides free dental care to those in need.
In Their Words: According to Scott, Mountainview employees are “a very special staff, which carries over to our patients and the care that we give.” - JA
AT A GLANCE
Founded: 2010 Located: 1612 Graves Mill Rd., Lynchburg Employees: 6
OVERBEY, HAWKINS, & WRIGHT, PLLC
AT A GLANCE Founded: 1930 Locations: 776 Village Hwy., Rustburg and 2225 Langhorne Rd., Lynchburg Employees: Four Partners, two Of Counsel attorneys, and nine non-attorney team members
litigation and more. Overbey, Hawkins, & Wright has won multiple people’s choice awards and its attorneys have been lauded by Martindale-Hubbell, Avvo, and “Super Lawyers.”
Company Culture: Overbey, Hawkins, & Wright offers competitive benefits and promotes creativity for its team members. The firm uses a case management system that promotes easy, secure communication, automated document assembly, and automated workflows to make sure everyone is on the same page. Additionally, the staff gets together several times a year for leisure and team building. Community Development: The firm provides instant access to the justice system by offering contingency fee representation for people who typically cannot afford a lawyer because they have been injured through no fault of their own. They also support various nonprofit organizations through contributions and volunteer work throughout the community.
Company Bio: Overbey, Hawkins, & Wright, PLLC was originally founded in 1930 when R.I. Overbey began practicing law in Rustburg. W. Hutchings “Hutch” Overbey, Sr., a lawyer and Judge of the Campbell County Court, joined him in 1931, and they were later joined by the latter’s son, W. Hutchings “Buzzy” Overbey, Jr. David Hawkins joined the firm in 1972 and Frank A. Wright, Jr. joined in 1997. Today, the firm consists of six lawyers, and its areas of practice include personal injury, complex litigation, criminal
In Their Words: “Our firm is the best place to work in Lynchburg because we love what we get to do, we love who we get to do it with, and we love who we get to do it for,” says Brandon Osterbind, a Partner at Overbey, Hawkins, & Wright, who has worked at the firm for seven years. “We provide our team members an opportunity to do meaningful work and we work together to accomplish our clients’ goals.” - EH APRIL/MAY 2017
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JOHNSON H E A LT H
C E N T E R
We Appreciate Being Nominated as One of the Best Places to Work!
In May of 2016, Johnson Health Center became the first federally qualified health center to be named an Employer of Choice. The designation — which is only given to four or five companies annually — means workers, employees and contractors choose to work for that employer when presented with other choices of employment because of draws like job stability and satisfaction and workplace culture. “A lot of people want to be employers of choice,” but few actually obtain that designation, said Joyce L. Gioia, of Employer of Choice International, Inc., which considers companies all over the world for the award. The award means the company has a high level of performance, a level of workforce stability and continuity that preserves its knowledge base, high employee satisfaction and a strong bottom line, according to Gioia.
Primary Care
Mental Health
Dental
Pharmacy
Improving Access to Health Care for All Locations in Amherst, Bedford & Lynchburg www.jhcvirginia.org | 434-929-1400
OB/GYN
FEATURE
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PATEL & DALRYMPLE PLLC
2017
Company Bio: Patel & Dalrymple PLLC was founded in 2006 by lawyers Sam Patel and Brooke Dalrymple Patel, who are husband and wife, and Brooke’s brother Joshua Dalrymple. Areas of practice at Patel & Dalrymple include commercial and residential real estate closings, construction disputes, general civil litigation, business and tax law, Estate Planning, Elder Law and much more. Construction work adding second and third stories to Patel & Dalrymple is almost complete. Company Culture: Patel & Dalrymple operates under the principle that skills can be taught, whereas character cannot; talented individuals with great character and potential are equipped and empowered to do exceptional work through training and mentoring. The company offers very flexible hours and a 401k plan, and it values each employee’s personal and family health.
AT A GLANCE
Founded: 2006 Location: 5200 Fort Ave., Lynchburg Employees: 13
Community Development: Most employees at the firm are actively involved at their churches and other local nonprofits, and the firm itself does a great deal of pro-bono work for these institutions. Patel & Dalrymple has frequently been hired by former opposing parties because the firm treated them with courtesy and respect. In Their Words: “Patel & Dalrymple is a great place to work because it is full of great people,” says Sam Patel, Managing Attorney and Co-Founder of Patel & Dalrymple. “We are truly blessed to have kind, exceptionally talented, humble, and hardworking attorneys and staff.” - EH
RUNK & PRATT Company Bio: Runk & Pratt was founded 25 years ago through the combined passions of Vickie and Brian Runk to remove the negative connotations associated with senior care. Today, you will find their four assisted living communities in Lynchburg, Forest and at Smith Mountain Lake. At its communities, Runk & Pratt offers a variety of services including assisted living, occupational therapy, memory support and much more. Company Culture: Aside from standard employee benefits like health insurance and vacation time, Runk & Pratt employees enjoy a variety of unique perks at the company’s different locations. Employees have the opportunity to attend company dinners and special events. Staff members also receive discounts on many of the company’s services.
AT A GLANCE
Founded: 1992 Location: Four senior living communities (Leesville Rd., Liberty Ridge, Forest and Smith Mountain Lake); Corporate office located at 7806 Timberlake Rd., Lynchburg Employees: Approximately 450
Community Development: Runk & Pratt’s unique brand of care touches others within the Central Virginia area. In keeping with their mission to care for the elderly, Runk & Pratt raised more than $21,000 to fight Alzheimer’s in 2016. In Their Words: “What I love the most about Runk & Pratt is that they accept people where they are and let them thrive and grow their talents. The professionalism and compassion stretches far beyond the doors of the office and filters into the lives of all they touch, whether a resident, employee, client or guest,” said Food and Beverage Coordinator Michelle Ayers. - JA APRIL/MAY 2017
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TIMBERLAKE FAMILY PHARMACY
Company Bio: The history of Timberlake Family Pharmacy, which was launched in 2016, actually begins Founded: 2016 in 2007, when husband and wife Drs. Location: 20276 Timberlake Vince and Jodi Ettare opened their Rd, Lynchburg first pharmacy, East Lake Pharmacy, Employees: in Huddleston. They then relocated to 27 including three owners Rustburg, opening Rustburg Family Pharmacy in 2009. Due to a boom in business, the pair hired their other Pharmacist Partner, Edward Breslow, RPh, in 2013 before opening a second location, Timberlake Family Pharmacy, in 2016. Timberlake Family Pharmacy houses a clean room and lab space, retail pharmacy, extensive front store, classrooms for seminars, and a vintage soda fountain.
AT A GLANCE
Company Culture: Communication is always encouraged, regular meetings (often involving food) are held, and employees’ major life events are marked with support, gifts, phone calls, and social visits. Employee abilities and personalities are very carefully taken into account when assigning tasks. Community Development: Timberlake Family Pharmacy offers a local vendor section to give local merchants visibility. The owners volunteer with such organizations as the Free Clinic, Girl Scouts, and Parkview Ministry Missions Board and encourage employees to volunteer by combining annual training meetings with service opportunities. The pharmacy also represents our community in other areas of the world that need help after natural disasters, and its employees have come in after hours to help sick patients get their medications and have driven medicine to those in hospice care.
In Their Words: “It’s all in the name: Timberlake Family Pharmacy, Rustburg Family Pharmacy,” says Dr. Jodi Ettare, PharmD, Pharmacist and Co-Owner of both pharmacies. “This is what we’re centered around and guides how we treat our employees. They are family. Through thick and thin, we come together and forge forward to get the job done for our number one goal: excellent patient care.” - EH
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WALDEN POND APARTMENT HOMES Company Bio: Walden Pond Apartment Homes is one of the apartment communities in the HHHunt Apartment Living division of the HHHunt Corporation, which was founded by Harry H. Hunt, III in Blacksburg in 1966. Centrally located to Lynchburg College and Liberty University, Walden Pond leases one-, two-, and three-bedroom apartments. HHHunt is a leader in Green Initiatives and is committed to saving well-established trees, re-planting new trees, and exceeding government standards for energy efficiency and water conservation. Walden Pond is currently in the final stages of an interior and exterior renovation project. Company Culture: HHHunt offers employees a comprehensive benefits package that includes 100% employer-paid (for employee only) health care, vision, life insurance, and more. Other benefits include dental coverage, a Wellness and Work-Life Balance program, 401(k), and educational reimbursement. Additionally, employees are encouraged to share their ideas and give feedback through employee surveys, the results of which are shared through email communication, a newsletter, and at annual kick-off meetings that occur at the beginning of each year. Community Development: In 2016 alone, Walden Pond served as a member of several organizations. The company was a Voting Member of the Virginia Apartment Management Association, a member of the Lynchburg Regional Business Alliance, a member of Young Professionals of Central Virginia, and a member of the Event Leadership Team for the American Cancer Society. Additionally, the company volunteered for Daily Bread, the Salvation Army, and a Habitat for Humanity build. In Their Words: Kyle Dorman, Property Manager, has worked at Walden Pond for five and a half years. “Our team is like a big family, and we respect and care for one another. Our customers are our focus, and we are constantly looking for ways to improve the customer experience,” he said. - EH
AT A GLANCE
Founded: 1966 Location: 1400 Weeping Willow Dr., Lynchburg Employees: 15
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COMPANY CULTURE
Unlocking the Secrets of a
GREAT COMPANY CULTURE HINT: IT’S MORE ABOUT THE “WHO” THAN THE “HOW” BY J EN N IF ER RED MON D
W
e all know it when we come across it—a business with great benefits and employees who rave about bonus packages; companies known
for attracting top talent and rarely losing good people. They are the places everyone wants to work, and the businesses we all want to build. But how exactly does that happen? The answers are at once simple to identify
1) Define Your Purpose “I would define company culture as the essence, or DNA, of an organization,” Kennedy says. Once defined, it creates your company identity and sustains future success. But keep in mind this distinction by Kennedy, “Strong doesn’t mean ‘good’,” in terms of culture. “What you want,” she says, “is an excellent corporate culture, not strong.” Developing that core culture depends on leadership and the establishment of company values. Doing so “sets the road map for behaviors and operational systems…these can be what you benchmark against,” says Kennedy. Leadership from the top down is essential to this process. Asking for employee input,
but challenging to follow through on. Here, some of this year’s “Best Places
perhaps using customer surveys, and making decisions to “actually live these
to Work” employees share what they love about their respective employers
out,” Kennedy explains, takes courage. Ask yourself if you have the courage
and Christine Kennedy, COO and Executive Vice President of the Lynchburg
to follow through on making changes and taking steps towards improvement.
Regional Business Alliance, reveals her best advice for developing a company
Once you have established company values, you bring in employees who can
culture that everyone can appreciate.
help you fulfill them. APRIL/MAY 2017
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COMPANY CULTURE
2) Hire Those Who Can Fulfill Your Purpose Determining which fundamentals contribute to a quality culture can be whittled down to one foundational element: the employees. “Culture determines connectedness,” Kennedy says. “In coaching, it’s become evident [to me] that employees are less likely to leave an employer if they feel a deep sense of connectedness based on values, trust and how one is treated.” For connectedness to occur, the values need to be identified. Then, employers need to hire the right people—ones they can trust to both perform and invest. Finding the right employees should demand your Low careful attention. At Chick-fil-A, the hiring process Turnover is purposefully structured with three interviews. Higher High Quality The reason being that “when you find the right Morale Work person, you are 90 percent there,” says Justin Ballengee, Senior Director of Operations Wright says “developing with the Chick-fil-A Wards Road and people, creating team unity Excellent Increased River Ridge Mall locations. He adds, “The Customer and establishing systems” for Recognition competitive pay, scholarships, retirement Service Satisfied strong communication, have all options, and paid vacation are all Employees contributed to a quality company necessary attributes we use to collect great culture at Chick-fil-A. talent, but we could not retain the types Monroe also appreciates a Word Of of people we have without the culture and Cooperative Mouth relational approach. Atmosphere family atmosphere inside the restaurant.” Branding “Our owner is constantly praising Jennifer Love Monroe, the Social Media us, checking himself to make sure he Marketing Specialist for Givens Books, believes High Job Opportunities is being fair and diplomatic,” she says, employee selection is foundational as well. Satisfaction To Advance noting that not a single shift goes by without “You should see our applications,” she says. “They receiving a compliment from Givens. are a few pages long and include questions about what “He always, always finds something positive to say, we like to read and what we enjoy about those books, how we and as an employee, that’s transformative.” would correct a problem with an upset customer, etc.” Monroe believes doing this allows her employer, storeowner Danny Givens, to identify the most 4) Allow Your Employees Freedom and Opportunities “knowledgeable and skillful” staff possible. “It’s impossible to be surrounded by “When it comes to our team members, we want to provide regular incentives these great people…and not be happy” as a colleague, she says. and opportunities to encourage and grow them,” says Wright. To that end, Carrie Wright, Director of Strategic Development for the Chick-fil-A Wards Chick-fil-A offers various leadership opportunities and numerous incentives Road and River Ridge Mall locations, says their motto sums it up: “If we get the that are in regular rotation. people right, the rest will fall into place.” For Monroe, knowing her employer trusts her to problem solve and take ownership of her position is a huge boon. “He gives us a ton of freedom to 3) Build Relationships with Your Employees handle things among ourselves…we are a cooperative team…and are allowed to Quality hires are the first step. Following that, an excellent company culture use our imaginations and excitement to create displays, marketing, events, and should yield “low employee turnover, increased job satisfaction and morale” stock purchases.” according to Kennedy. Short knows her organization values employee input, saying she feels For an employee, these qualities become a reality when there’s a focus placed comfortable bringing questions, concerns or ideas to any of her bosses. on developing relationships with your employees so that they are free to share Opportunities and free lines of communication open the door for future their ideas and input with you. growth and constant improvement—both for your employees and, ultimately, Elizabeth Short, a dental hygienist with Johnson Health Center (JHC), the business as a whole. says her experience with the organization has been unlike any other previous Says Ballengee, “Improving culture is fundamentally one of the easiest, work environments she’s seen, where employees were sometimes seen as most overlooked aspects that businesses are missing. Until other companies “faceless numbers.” understand that there needs to be a value and investment on people, they “My experience at JHC has been the complete opposite,” Short says. “Our will struggle with high turnover rates, low morale and lack of vision.” CEO, Gary Campbell, has reached out several times to me just asking how He believes the desire to see your employees succeed would “carry many things are going and even took new hires out for lunch to get feedback on how to make the company a better place.” companies much further.” 42
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HEALTHCARE
MIND, BODY & SPIRIT INVEST IN COMPLETE CARE FOR EMPLOYEES BY C . DAVI D I ANUZZO, P HD
W
ellness in the workplace is a symbiotic effort between both the institution and employee. The workplace can provide a conductive culture in which both institutional and personal wellness is promoted. Personal wellness, in part, is a state in which the employee enjoys contributing to the advancement of the institution’s purposeful mission and fostering a positive work culture; the institution must establish the culture in which wellness can occur. It is well understood that the institution’s ultimate purpose is to accomplish its mission and achieve its vision. A clear and compelling mission statement must be presented to the employee in a manner they will embrace it with enthusiasm as a valued partner. The employee must bring to the organization character, relational fit and a specialized competence that contributes to a productive and healthy workplace. The institution needs to have a sincere intent to promote the personal wellness of the employee and not be solely interested in the institution’s benefit. The investment in employees’ welfare provides returns in numerous ways including reduced absenteeism, less staff turnover, and a more positive, less stressful and pleasant work environment. This returns to the organization in added productivity and fulfillment of the mission. The single greatest advantage any company can achieve is organizational health. (The Advantage, Patrick Lencioni 2012) When considering the total wellness of the individual, it is essential to realize people are tripartite beings (body, mind, spirit) and each of these components needs to be healthy to have a completely healthy employee.
Body The role of the institution is to provide a platform that promotes physical wellness and facilities/programs that allow physical activity. These can include treadmill desks, discounted fitness memberships and wearable devices (e.g., Fitbit) that tracks steps per day, heart rate and caloric expenditure. Nutritional wellness can be encouraged by offering periodic evidenced-based health seminars, vending machines with healthy snacks, and incentives for attaining personal dietary and fitness goals.
Mind The mental health of an employee is also crucial to attaining wellness for the organization. Mental wellness is evident by a person’s ability to enjoy life including the workplace as they experience being valued, acknowledged and rewarded as a team member committed to the company’s raison d’etre. Employees who are emotionally healthy bring a resilient, positive attitude to the workplace. The employee needs to be aware of their own mental and emotional state and the institution needs to have resources in place to help when emotional concerns arise. Other ingredients that foster a mentally healthy work environment are open, honest and timely two-way lines of communication among employees and between the administration. Employees should be encouraged to take time out for themselves as a stress break by taking a walk or closing the door to their office. A chronically stressful workplace has numerous negative consequences, such as, substance abuse, hypertension, cardiovascular disease, and mental disorders, to name a few. A stressful work environment leads to contagious complaining and negative attitudes that are seriously detrimental to the workplace. On the flip side, mentally healthy employees add positively to the organization with a more productive and resilient attitude.
Spirit Spiritual well-being is also necessary to be a fully healthy person. It is important for each employee to be allowed to explore their own sense of meaning and purpose and to develop their own worldview, which encompasses values, morals and ethics. Spiritual wellness will be evident with the outward expression of compassion, forgiveness, altruism, love, joy and contentment. However, with that said, the organization and employees must recognize the reality that the workplace has become more diverse in its cultural, ethnic and worldview mix. Diversity, if managed properly, can add positive value to the workplace. It is important to understand and accept spiritual diversity if the workplace is going to be well and productive. Thus, the organization and employees must recognize and not neglect this delicate issue by providing a place for the expression of various worldviews. In summary, organizational health trumps everything else in business (Lencioni). Therefore, institutional and employee health should be the highest priority for a business and its employees. This will require a clear, compelling mission and vision statement and a detailed action plan in order to achieve a productive and healthy organization and to track the outcomes. C. David Ianuzzo, PhD, is a Professor of Physiology in the Department of Integrative Physiology and Pharmacology at Liberty University College of Osteopathic Medicine.
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GOAL :
Maryah Sydnor thought her knee injury would end her dream of playing professional basketball. Our doctors thought differently. To see how our team worked together to help Maryah reach her goal, visit CarilionClinic.org/Goals. Common ground. Common goal.
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Institute for Orthopaedics and Neurosciences 800-422-8482 | CarilionClinic.org/ION
HEALTH MATTERS
ORTHOPEDICS: TIPS AND STRATEGIES TO KEEP WEEKEND WARRIORS IN PRIME CONDITION BY E M ILY H E DRICK
A
re you a weekend warrior? According to Mark E. Kasmer, M.D., Sports Medicine Specialist at Carilion Clinic, weekend warriors are “athletes who train minimally during the week and then engage in vigorous athletic activity on the weekend.” Although being a weekend warrior allows you to focus on your job and family life during the week and still get the benefits of a vigorous workout on the weekends, these individuals are at a greater risk for bot overuse and acute injuries. “Most injuries specific to the weekend warrior are the result of improper training. This includes core weakness, poor flexibility, poor muscle training, as well as an inadequate ‘ramping up’ of activity to allow both bone and tendon adaptations to stress,” Dr. Kasmer says. Among the overuse injuries that can occur are tennis elbow, hip tendinopathy, patellofemoral syndrome and stress fractures. Acute injuries, which are injuries that occur suddenly, include muscle and tendon tears and ligament sprains and strains. Fortunately, weekend warriors can continue to work hard and play hard with little risk of injury by following these simple tips. Runners are another group with increased risks due to training errors. “A recent article, specific to running, stated that training errors account for 60 to 70 percent of all musculoskeletal running injuries,” Dr. Kasmer says. Fortunately, weekend warriors can continue to work hard and play hard with little risk of injury by following these simple tips. Tip #1: Engage in flexibility training throughout the week. “First and foremost, any active individual needs to remember flexibility, resistance, and cardiovascular activity and training are recommended by the American College of Sports Medicine for healthy adults,” Dr. Kasmer says. “For healthy, active, athletic adults, this is even more important not only for health benefit, but also injury prevention.” Flexibility training refers to doing stretches and activities that increase one’s range of motion. One of the most effective—and most customizable—ways to increase flexibility is through yoga. “Flexibility training can be something as simple as two days a week of yoga,” Dr. Kasmer says. “There are several phone apps available that make this simple and easy. Typically, there’s a range of expertise and time, so it can be tailored to the individual need.” Tip #2: Engage in resistance training throughout the week. Resistance training, which entails exercising your muscles using an opposing force, requires more planning than flexibility training, but it does not require access to a full gym. “Two days a week of resistance training is recommended,” Dr. Kasmer says. “This includes core strength and glute strength, as well as
lower body strength being more specific to the intended athletic activity. A basic core and glute resistance program can be done with body weight and/or with the addition of resistance bands.” Tip #3: Engage in cardiovascular exercises throughout the week. Cardiovascular exercises are exercises that raise your heart rate, and everyone should do at least 30 minutes of cardio at least three to five times per week. Weekend warriors, especially those gearing up for a big event or competition, will need to do even more cardio to adequately prepare. Luckily, cardiovascular exercises can be done just about anywhere (a brisk lunch break walk counts), are often simple, and can be a lot of fun! A weekly dance class in the style of your choice is just one example of weekday cardio that won’t feel like work. Tip #4: Consider trying low-impact and low-risk sports and activities. “At times, as an athlete, we forget that we don’t need sweat to be beading down our foreheads or a drenched workout shirt for it to count as an athletic activity,” Dr. Kasmer says. “Events such as swimming, tennis, golf, walking and cycling are great. And, being in such an amazing part of the Appalachian Mountains, it’s hard not to take advantage of the outdoor activities that allow us to soak in all of nature while getting a workout in, such as canoeing, kayaking or hiking.” Tip #5: If you’ve already incurred an injury, make an appointment with a Carilion specialist. Of course, any physical activity carries a risk of injury, and Carilion Clinic can help with orthopedic injuries large and small. “Carilion Clinic offers orthopaedic specialists for all musculoskeletal injuries: hand and upper extremity, foot and ankle, spine, shoulder and elbow, sports medicine, hip and knee adult reconstruction, pediatrics and trauma,” says Thomas K. Miller, M.D., Section Chief of Sports Medicine at Carilion Clinic. “We can take care of complex trauma to daily bumps and bruises. We are fortunate to have a solid group of fellowship trained physicians, and we’ve continued to build our program to meet the needs of the patients in our community.” APRIL/MAY 2017
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BUSINESS PROFILE
OVER
BUSINESS TEN YEARS
COMPASSIONATE CARE FOR CHILDREN AT THE CENTER FOR PEDIATRIC THERAPIES BY M EG AN L . H ORST
I
n 2000 Kristen Barker was independently contracting occupational therapy services in public schools. Through her work, she quickly recognized there was a need for outpatient services for children, and by
2001, she and co-founder Tommy Mathena established the Center for Pediatric Therapies (CPT) in Danville. Then, as the center experienced rapid growth, they expanded, opening additional locations in Lynchburg, Martinsville and South Boston. Many of their patients have conditions such as autism, cerebral palsy, sensory processing disorder, genetic disorders and developmental delays. “We really do see a variety,” said Barker, CPT executive director. With 55 employees between all of their locations, they currently serve over 1,000 patients.
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“We have occupational, physical and speech therapy,” said Barker. Speech Therapy aids children in developing their language and communication skills that are essential for social, academic and functional communication. “Language is about talking, expression, and if the child is non-verbal, they may work on sign language, (or) they may work on using a device,” Barker said. Some of the communication disorders they work with are dysarthria, apraxia, feeding disorders, voice disorders, fluency disorders, articulations and phonology disorders, brain injuries and autism. “They’re going to focus on language and the child’s ability to communicate, as well as the area of feeding—quite often especially children who are born premature and have had a lot of traumatic events at birth, being in the NICU, and all the wires and tubes,” Barker explained. These kinds of events can cause a child to develop an intolerance to different types of foods and textures. Occupational Therapy is designed to help children develop age appropriate skills they need to navigate everyday life. “Can the child dress themselves, bathe themselves, brush their teeth? Can they feed themselves?” Barker said. They focus on fine motor tasks such as tying shoes,
BUSINESS PROFILE
AT A GLANCE Founded: 2000 Located: 101 Leroy Bowen Dr., Lynchburg; other branches in Danville, Martinsville and South Boston Employees: 55 at all locations, 11 in Lynchburg
and working buttons and zippers. Additionally, they focus on how to improve sensory information processing, increase attention, and improve handwriting. Physical Therapy (PT) helps children with coordination, strength and endurance. “Physical Therapy is focused on mobility and the child’s independence with being able to eventually walk and navigate around that child’s environment independently,” Barker said. “They’re going to be working on all kinds of exercises to facilitate strength and coordination.” PT is offered to children with conditions such as autism, central nervous system problems, cerebral palsy, congenital disabilities, gross motor development delays, head injuries, muscular dystrophy, torticollis, and others.
“We have had a wonderful experience with everyone at CPT,” said Gina Lane, whose son has been a patient for six years. “The amazing therapists have not only helped my son, but they have been great teachers to me. With their guidance, I have been able to continue each therapy session at home and work the techniques into his everyday life.” Lane’s son has been diagnosed with High Functioning Autism, Sensory Processing Disorder, and a feeding disorder. The eight-year-old is currently receiving occupational, speech and feeding therapies. “He has had difficulty with feeding since he was a baby. The therapists at CPT helped identify the problem and have worked with him ever since to ease his anxiety with food,” Lane said. “In addition, they have worked closely with him to overcome many of his sensory sensitivities, and his conversational language has exploded with their help.”
Barker’s passion for providing pediatric therapy has turned into a mission that has fulfilled a need in our region. “We are the only purely pediatric provider [in the area],” Barker said. “What is special and unique about our agency is all of our therapists specialize in pediatrics.” Other agencies in the area also offer services for adults. “We just feel that when you’re having to spread your skillset into the adult population as well as pediatrics, it can dilute your skills,” Barker said. “Being able to specialize and focus in pediatrics elevates our skillset.” Recognizing there were additional services needed for children with autism, they decided to open a private day school in 2004, specifically for children ages two through 14. Building Blocks Center for Children with Autism, in Danville, is a fully licensed and accredited day school with 17 students currently enrolled. “All of the children that are in our program have a diagnosis of autism,” Barker said. “It is a program that employs the educational model and instructional model for behavior modification, known as the five-behavior analysis.”
ALL WORK… AND SOME PLAY—Therapists use different techniques to make therapy fun, such as having the child pick up bean bags to strengthen the upper body (top left) or using a therapy dog to encourage language and fine motor control (top right).
According to the Centers for Disease Control and Prevention, nearly one in 68 children have been identified with autism spectrum disorder (ASD). “The statistics show that it’s been a very rapidly growing area in the world of pediatric diagnosis,” Barker said. To be treated at CPT, a referral from a physician or a case manager is typically required. If you are concerned about your child’s behavior, she recommends seeing the child’s doctor. Although some issues are seen or developed later in childhood, there are issues that can arise early on. “When children are in that birth to three population and are identified as either having a diagnosis at birth or maybe a high risk for experiencing developmental delays, we will be notified and a referral will be sent,” Barker said. “Most of the time the referrals are coming from a professional who has already identified that there is an area of need.” CPT appreciates their dedicated employees and patients, and in celebration of their 15-year anniversary, they hosted two events last September. Aside from a dinner and party for the staff, they invited all the former and current patients to participate in a family day at their science center in the Danville location. “They were able to participate in not only the activities of the science center, but our staff also had special activities set up for children and families as well,” Barker said. With over 100 in attendance, they were pleased with the turnout, and grateful for the opportunity to thank their current and past patients for their investment in the center. “I would recommend CPT to anyone who is concerned that their child may have special needs that would benefit from assistance,” Lane said. “From the beginning, they have walked me through the process with compassion and heartfelt understanding for what my son and our family were experiencing. I have always felt comfortable asking questions, and they encourage parental involvement and a hands-on approach.” APRIL/MAY 2017
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MARKETING 4. “You don’t have to do anything. We’ll do it all.” This sort of promise is meant to appeal to busy small business owners who may not care to know too much about what they are doing online. It’s always a mistake to cede control of your online business to someone else. You may lose track of what you are being charged for and you may also lose direction over your web presence. Your online presence is the equivalent of your shop window a decade ago. You need to retain control and not let a marketing company hijack your operation. 5. “You will be privy to secret and undisclosed strategies.” Internet marketers sometimes like to mystically mention the secret sauce. They have a hidden ingredient or proprietary tool, but they can’t tell you what it is. Any legitimate company should be able to explain exactly what they will do to your site, as well as detailing their link building strategy.
THE BEST MARKETING COMPANIES Would Never Make These 9 Promises BY V I CTO R CLAR K E
T
he internet has transformed marketing, but you should still be skeptical about miracles. There is no guarantee of overnight success. If it sounds too good to be true, it probably is. Here’s a look at the nine biggest lies and half-truths the best marketing companies will not promise you. 1. “We’ll guarantee to get you on the first page of Google.” This is the most ridiculous claim to hear from marketers, and yet companies continue to make it almost routinely. Nobody can guarantee #1 placement on Google because that placement is in the hands of the biggest search engine itself. Google has dealt with this claim in no uncertain terms. It states, “Beware of SEOs that claim to guarantee rankings, allege a ‘special relationship’ with Google, or advertise a ‘priority submit’ to Google. There are no priority submits for Google.” 2. “We will only send you high-quality leads.” Like getting you on the first page of Google, it’s almost impossible to quantify. There is no independent definition of what constitutes a “high-quality lead” unless you outline it for your business. However, if the marketing firm asks you to first describe the quality of leads you want and then points to examples of past clients and the method…that’s a good sign.
6. “This is an amazing deal for you, and I don’t mind that it puts me in a tough place.” The martyr strategy is a tried and tested means to an end. This is such a great deal that the marketers won’t be able to feed their kids for a couple of weeks, but it’s worth it for your overall gain? Clearly, it’s just another ploy to make you think they are bending over backwards. 7. “This is a limited time offer. You need to act now.” The limited time offer strategy is intended to put pressure on you to make a quick decision before you can give it much thought. If you gave it more thought, it might occur to you that limited time offers make little sense. Marketing deals aren’t like the last bottles of water before a hurricane. If you approached the same firm at a later date, a “deal” would likely still be available. 8. “We work with someone at Google.” or “We partner with Google.” With Google accounting for about 68 percent of search engine market share, it’s easy to see why marketers would want to claim affiliation. However, this is a plain untruth. Google has no partnerships in the marketing world and no Google employee would jeopardize their jobs by illegally associating with any such firms. 9. “You don’t have to worry—we’ll take ownership of your content.” If you think this kind of arrangement is positive because it will take a burden off you, think again. Any agreement you sign should not give content ownership to the agency you work with. If things go badly, the company can hold you hostage or the content could even be sold to a competitor. We hope these tips will alert you to some red flags. The mere fact that marketing companies talk a good game and use a lot of technical terms doesn’t mean they will be beneficial to your business. Do your research and be skeptical about all those big promises until you have concrete evidence otherwise. Victor Clarke has been the owner of Clarke, Inc. for 20+ years. We serve up epic marketing truth for small businesses daily. If you want the marketing pretty marketing boys, we’re not it. Contact Victor at victor@bebetterdomore.com or www.bebetterdomore.com.
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MADE IN LYNCHBURG
HIGHLIGHTING LOCAL PRODUCTS AND MANUFACTURING THROUGHOUT THE REGION 2000 PARTNERSHIP
MOORE & GILES LEATHER, BAGS & ACCESSORIES AND HOME GOODS Founded in 1933 on Jefferson Street in Lynchburg, Moore & Giles is dedicated to designing and developing the most innovative and luxurious natural leathers for the high-end hospitality, aviation and residential interior design industries. In January 2007, the company introduced a collection of luxury leather bags and accessories. Sold at fine retailers across the country and online on the Moore & Giles website, this collection, just like other leather offerings, is constantly evolving. While Moore & Giles partners with small-batch, family-run tanneries and factories around the world and U.S., all leather products and bags are designed and developed in Lynchburg. PICTURED: (top) Moore & Giles signature leathers Mont Blanc and Brompton Brown shown here on a chair by Lee Industries and Moore & Giles’ very own best-selling Benedict Weekend Bag. (bottom) Color in natural leather is Moore & Giles calling card. Below are just a few examples of their thousands of hues. They currently house nearly four million squarefeet of leather in their Lynchburg headquarters.
1081 Tannery Row, Forest, VA 24551 (434) 846-5281 mooreandgiles.com
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Do you know of a product manufactured locally? Let us know at feedback@lynchburgmag.com.
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