Cardiac care close to home Centra helped me get back to caring for my community. As a firefighter, it’s my duty to save people from danger. Serving my hometown of Lynchburg means so much to me. It’s what I was called to do. – Brian Younger, Lynchburg firefighter An irregular heartbeat forced firefighter Brian Younger to the sidelines. Centra cardiologist Richard Kuk, MD, diagnosed Younger with symptomatic premature ventricular contractions, which caused his heart to produce an extra beat. Dr. Kuk performed an ablation procedure to correct the irregular heartbeat. Thanks to Centra’s nationally recognized cardiovascular care, Younger is back on duty, working alongside his fellow firefighters, responding to calls for help around the clock.
For more information on heart care, call 1.877.MDLINK1 Watch a video about Brian Younger at StroobantsCardiovascular.com
Bedford | Danville | Farmville | Gretna | Lynchburg | Moneta
THE VALUE OF EXPERIENCE… 30 Years of Providing a Compelling Approach to Investing • • •
Conservative investment strategies Time-tested, disciplined approach Skilled investment professionals
Whether your goal is dependable and growing dividends for income, or a long-term, fundamental strategy for appreciation, our highly effective team can help you accomplish your investment objectives.
INDIVIDUAL • INSTITUTIONAL • RETIREMENT 434-845-4900
www.fbpinc.com
Lynchburg, VA
engaged IN LIFE
Enjoy Peace of Mind in our Continuing Care Retirement Community The Summit is retirement living at its best. The lakeside garden homes and apartments are completely maintenance�free, leaving you time to do all the things you have always wanted to — whether it be traveling, volunteering, or spending time with your family and friends. And you will have peace of mind knowing that healthcare is here on campus if you need it. The beauty of our 143-acre campus is complete with a 8.5-acre lake, walking trails and a perfect view of the Blue Ridge Mountains. Start planning your future at The Summit and be Engaged in Life.
INDEPENDENT LIVING, ASSISTED LIVING, HEALTH & REHAB
Call The Summit today to schedule a tour: 434.582.1500 1400 Enterprise Drive / Lynchburg, VA 24502 / SummitLynchburg.com
INSIDE LB
TABLE OF CONTENTS August/September 2015
FEATURES
UPFRONT
7 BY THE NUMBERS
18
8 IN THE NEWS
BUSINESS OVER 10
Flippin, Bruce & Porter, Inc.
10 AROUND TOWN 11 MOVERS & SHAKERS
26
26
FAMILY BUSINESS FOCUS Four Local Profiles
11 PLUGGED IN
34
13 LET’S DO LUNCH Milano’s Italian Restaurant
LEADER PROFILE
P. Tulane Patterson, Generation Solutions
COLUMNS 15 LEGAL
34
Interpreting the Terms of FERPA
42
WOMEN IN BUSINESS
Wisdom from Female Leaders
46
17 COMMERCIAL REAL ESTATE
LEADING LADY
Navigating the Leasing Process
Principal Diane Swain
21 HUMAN RESOURCES
48
Challenges and Rewards in Family Business
23 FINANCIAL
Retirement Options for Small Business Employees
BUSINESS UNDER 10 Seiontec Systems
46
25 HEALTHCARE
MADE IN LYNCHBURG
39 REAL ESTATE
50 CAPPS SHOE COMPANY
Dealing with Addiction in the Workplace Smart Financing Options for Young Buyers
41 MARKETING
Maximizing Internal Marketing: Focus on Value
48
ON THE COVER: Sarah Burnett, left, and Anne Scruggs, right, co-principals at MontVue Capital Management, a private, fee-only wealth management and financial planning firm. For more on family owned businesses, see page 26, and for more on women in business, see page 42. AUGUST/SEPTEMBER 2015
LynchburgBusinessMag.com
5
INSIDE LB
EDITOR’S LETTER
O
ne of the greatest benefits to my work as editor is the many opportunities I’m afforded to interact with so many business owners and leaders throughout our growing region. Over the past several months I’ve found that both my perception and my advocacy of the business environment here in Region 2000 has become increasingly optimistic. That’s not to say that we don’t have room for improvement or real challenges to overcome. It is to say that who you surround yourself with will have a direct impact on your perspective. Our goal with Lynchburg Business magazine is that your time spent reading each issue leaves you with a renewed sense of energy and inspiration to tackle the obstacles in front of you. Asking an award winning entrepreneur and local business owner to share his best advice can have that effect on you (page 34). We extended the concept of inspiring ideas with our first Family Business Focus starting on page 26. With over 90% of our local businesses having fewer than 200 employees, we recognize that a number of those same enterprises are family owned and managed. So we dug a bit deeper. What are the unique challenges that family businesses face? How do they draw a line between “relative” and “employee”? Can you draw that line? (or, better yet, should you?) On the other hand, where are the benefits, and how can families harness them to build a profitable business model? This issue also introduces our first Women in Business focus, page 42, where we ask female business leaders to share their collective wisdom and advice on navigating misconceptions, the elusive work-family balance, gender differences and inequality. You also won’t want to miss our in-depth Q&A with Lynchburg City Schools’ longest standing administrator, Diane Scott Swain, on page 46. Having spent more than four decades in education, and half of that time in leadership, Swain has unparalleled insight on career longevity, personal improvement and the development of leadership skills. As always, our expert columns have been written with our local business owners and managers in mind. How can small business employees plan for retirement? What should a small business owner do to effectively market his or her business and help it stand out from the competition? How can you be best prepared to negotiate the leasing process for your business’s next commercial property? All of these answers and more are addressed by leading minds in each respective industry, so make notes, email them a follow-up question and be prepared to learn some practical, applicable information. Our next issue will introduce two very exciting things—a brand new logo for the cover and our inaugural 20 Under 40 list for Region 2000. In efforts to continually improve and stay relevant, our new look will represent the same ideals that our Top 20 individuals live out as the inspiring young professionals they are. We can’t wait to share it all with you! Best,
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. Publisher Randy Thompson Managing Editor Jennifer Redmond Editorial Director Melissa Stewart Contributing Writers Patrick Bolling, Kendrick Brunson, Ashley Bunner, Claire M. Diamond, John Hall, Billy Hansen, Emily Hedrick, Brent McCraw, Colleen McLaughlin, Drew Menard, Catherine C. Mosley, Jennifer Redmond, Dan Vollmer Vice President of Production Holly Watters Art Director Chris Meligonis Client Relations Manager Brittany Proctor Graphic Designers Kaye Ellen Trautman Web Creative Director Chris Murphy Sr. Web Developer & Web Administrator Brandon Litchfield Web Developer Caleb Whitehead SEO Analyst Michael Saks Web Marketing & Promotions Manager Kearsten Walden Photography LaShonda Delivuk, Dani Heitzman, Jennifer Redmond Editorial Intern Ashley Bunner Vice President of Sales & Distribution Paul Brannock Sales Director Cheryl Blevins Senior Account Executive Missy Celli Account Executive Carolyn Keeling VistaGraphics Staff Copy Editor Robin Cather Controller Anita Burns Accounting Manager Dawn Meehan Accounting Clerk Sheryl Andersen Contributing imagery supplied by Thinkstock.com
WWW.LYNCHBURGBUSINESSMAG.COM Proud Members of:
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. © 2015 - 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.
OCTOBER/NOVEMBER 2015
Jennifer Redmond, Managing Editor jennifer@lynchburgmag.com 6
LynchburgBusinessMag.com
AUGUST/SEPTEMBER 2015
ADVERTISING DEADLINES Advertising Space Reservation............................. August 31 Editorial & Events.................................................... August 31 Final Artwork....................................................... September 4 For Advertising Information, please call us at 434.846.2333.
BY THE NUMBERS
FROM THE WEB “The Bedford Area Chamber of Commerce (BACC) has considered Liz Brown with Rapid Printing a Leading Lady in our community for years. It’s great to see her recognized in the current issue.” – Shared by the BACC Facebook page Our June/July “Made in Lynchburg” product was a robot built by local high school students as part of the US FIRST robotics program and received lots of support from the online community. Said their lead teacher Michele Shull in her Facebook post: “Still so stinking proud of those Altavista Bionic Eagles. Our robot, built in partnership with New London Technology, has been featured in Lynchburg Business!”
BY THE NUMBERS
10%
33 Years
Amount the Lynchburg region’s cost of living is lower than the national average according to the Council for Community and Economic Research.
50+ Number of local businesses served by Seiontec Systems; see page 48.
Average investor experience at Flippin, Bruce & Porter; see page 18.
90,000
COMING NEXT ISSUE!
in partnership with
We’ll be unveiling the top 20 young professionals from the Region 2000 area. Get to know the best and brightest individuals among us who are making a difference in their places of work and in the community around them.
PLUS...
A fresh, new look for the Lynchburg Business brand!
Average count of annual visitors to Amazement Square; see page 8.
QUOTABLES A business must constantly evaluate its strengths and weaknesses, and learn and develop its core competencies. When something is not working, change it, or as one person once told me, ‘When you are in a hole, stop digging!’”—Tulane Patterson; see page 34 Women continue to “have to do more than their male counterparts in order to prove themselves” according to research by the Pew Research Center in 2014; see page 42 “Align your natural talents and abilities to your chosen profession. When you do this, you will truly feel that you haven’t worked a single day in your life.”—Principal Diane Swain; see page 46
After improving our design and content offerings, it’s time for a face lift. The October/November issue will unveil a whole new logo! AUGUST/SEPTEMBER 2015
LynchburgBusinessMag.com
7
UPFRONT
IN THE NEWS NONPROFIT
By Claire M. Diamond
L
ong before construction began for renovation projects along the James River, Amazement Square pioneered the revitalization of downtown Lynchburg by opening its doors in 2001 at a time when downtown revitalization was primarily a pipedream. The hands-on children’s museum took up residence in the former J.W. Wood building, which had previously served as a Civil War-era commissary. The building’s proximity to the James River and the railroad— Lynchburg’s primary trading routes in the late 19th and early 20th centuries— indicates that it likely played a major role in the city’s economic development. And—in that sense—it’s still the same today. Amazement Square continues to serve as a beacon of industry and commerce for the Lynchburg community. “Amazement Square was the first entity to take the initiative some 15 years ago to bring to fruition a hands-on museum downtown,” said Mort Sajadian, President & CEO of Amazement Square. “With more than 90,000 people served annually, 38% of whom come from more than 100 miles from Lynchburg, Amazement Square is making a difference and has brought national attention to our community.” This year, Amazement Square took the national spotlight when it was awarded the 2015 National Medal for Museum and Library Service. On May 18, 2015, First Lady Michelle Obama presented the award to Amazement Square at the White House in Washington, D.C. “You’re setting the standard for libraries and museums all across the country,” Mrs. Obama said. “I want you to know how proud I am and how grateful I am for what you do.”
Planned Expansion Project
Amazement Square has been a leader in the promotion of public arts in the community with several projects, most notably the mosaic mural behind the Human Services Building, the largest tile mosaic mural in the U.S. The museum also created the outdoor Riverflick Film Series, The Rotary Riverfront Skate Park and promoted the notion of outdoor festivals, which encouraged the city to create Riverfront Park. Amazement Square is again responding to the needs of the community by launching an expansion project this fall. A 17,000-square-foot education center will be constructed next to the existing location on Jefferson Street, providing additional space for conferences and events. “As a community anchor, our goal is to continue improving the public’s access to a range of cultural and educational opportunities,” said Sajadian. The new facility will also serve as a conference center, providing functional and affordable rental space for other cultural organizations in the community.
SMALL BUSINESS
STONE BLUE: NEW NAME AND LOCATION, SAME COMMITMENT TO CREATIVE INNOVATION By Emily Hedrick
S
tone Blue, formerly Stone Blue Productions, has moved to a new location on Fifth Street in downtown Lynchburg. This award-winning business offers photography, videography, graphic design and marketing services. Owner Jeremiah Guelzo believes Fifth Street is the perfect place for his creative enterprise: “I wanted the space to have some history, some character. [The studio] is in Lynchburg’s first fire department, and Fifth Street has always been a big part of downtown. And now, the downtown area is being revitalized, and we wanted to be a part of that. You have to know where you’ve been to know where you’re going. You have to know what stuff has worked in the past to know what will work now.” Stone Blue’s new studio itself reflects this philosophy of bridging the past and the present with what Guelzo calls a “retro modern” look inspired in part by the hit TV show “Mad Men.” The major driving forces behind Stone Blue’s move from Guelzo’s home studio to a studio on Fifth Street, however, are thoroughly modern. “The new studio came about largely because I fly drones,” Guelzo explains. “We build and manufacture for aerial cinematography, and that side of the business started to grow a lot over this past year. . . I needed this space so we could expand and be more accessible.” Guelzo hopes that the new and expanded Stone Blue will become “a staple for this area.” He adds: “Lynchburg is growing, and for a business to do well here, they need to market well and have their branding in place. We want to help people do well in this area and see Lynchburg as a whole do better in business.” To learn more visit www.stoneblueproductions.com. 8
LynchburgBusinessMag.com
AUGUST/SEPTEMBER 2015
Courtesy of Amazement Square
AMAZEMENT SQUARE CONTINUES TO HELP REVITALIZE DOWNTOWN DISTRICT
UPFRONT
K-12 EDUCATION RANDOLPH’S PRESCHOOL EARNS 5-STAR RATING
R
andolph College Nursery School (RCNS) has recently become the fourth program in the state of Virginia to earn a 5-star rating from the Virginia Star Quality Initiative (VSQI). As part of the 5-Star rating, RCNS earned a perfect score in three out of four areas, including teacher/child interactions. “This is a huge accomplishment and a testament to the dedication of the RCNS staff,” added Kimberly Secor Maddox ’87, VSQI coordinator for Smart Beginnings. “It’s phenomenal. And to achieve a perfect score in the interactions piece is unheard of.” The VSQI is a voluntary program to assess, improve and communicate the level of quality in early childcare and education settings.
LEGISLATION
SUPPORTING NURSING MOTHERS
A
s of July 1st, a mother may legally breastfeed any place in Virginia where the mother is lawfully present. This decision comes as a welcome boost to local efforts on behalf of nursing mothers. Since 90% of new mothers in Lynchburg are breastfeeding, returning to work can prove to be a major obstacle. To raise support, over 100 local businesses have already posted Live Healthy Lynchburg’s “Breastfeeding Welcome” stickers and, in May, Centra’s Virginia Baptist Hospital was designated as BabyFriendly. The Motherhood Collective and the Lynchburg Community Breastfeeding Coalition stand in support of World Breastfeeding Week’s campaign, “Let’s Make it Work!” August is World Breastfeeding Month—with a call for “concerted global action to support women to combine breastfeeding and work”—and kicks off with World Breastfeeding Week on Aug. 1-7. Employers benefit by supporting lactation. Companies providing worksite lactation support and dedicated, private space (as small as 4’x5’) for breastfeeding employees to express milk can boast more loyal employees and significant health care cost savings according to HRSA.gov. To learn more about supporting lactation in your business or to share your company’s experiences, contact lbarnes@themotherhoodcollective.org.
LEGAL
UPCOMING SEMINAR
T
ake a close look at managing HR and building an engaged workforce at Woods Rogers’ 34th Annual Labor and Employment Seminar to be held in Lynchburg on Tuesday, September 29. This year features a new format and several new topics. The seminar will begin with a focus on case updates and news from the “Big Three” agencies followed by a roundup of advanced employment issues. The final session will showcase practical matters that human resource managers deal with in the employer-employee relationship. Don’t miss this opportunity to earn continuing education credits and hone your HR knowledge. View the topics and register online at woodsrogers.com. The seminar will be held from 8 a.m. to 1 p.m. at the Craddock Terry Hotel.
WORKFORCE DEVELOPMENT INAUGURAL SCHOLARSHIP WINNER
T
revor Fox, a graduate of Liberty High School, is the first recipient of the Harry Schickling Scholarship, which is supported by Fostek Corporation and recognizes students who demonstrate an interest in furthering their education and training in areas that are pointed at careers in manufacturing. This scholarship is one program from the Bedford Area Chamber of Commerce Foundation devoted to Workforce Development. Fox plans to attend Central Virginia Community College in the fall to study welding and manufacturing. Pictured from left to right are: Phil Foster, President of Fostek; Trevor Fox; and Dale Stanley, Plant Manager.
AUGUST/SEPTEMBER 2015
LynchburgBusinessMag.com
9
UPFRONT
LEGAL
NONPROFIT
FAIRCHILD & YODER, PLLC, OPENS SECOND OFFICE
ACADEMY ANNOUNCES $3 MILLION CAMPAIGN PLEDGE
F
airchild & Yoder, PLLC, a Lynchburg-based law firm, is proud to announce the opening of a second location in Halifax, Va. They are a full service law firm dedicated to providing clients with the highest quality of representation. Formed in 2013, they combine legal innovation with traditional practice and offer a wide range of legal services, including wills & trusts, business formation, criminal defense, divorce, child custody, real estate closings, civil litigation, elder care and immigration.
HEALTHCARE
Lynch Christian and John Fees announced a $3 million challenge pledge at an Academy news conference, bringing the total donation amount to $9.6 million for the $16.6 million capital campaign to restore the Academy of Music Theatre. In the last three months, the Campaign has raised over $4.5 million, most coming from large individual donors who have recognized the importance of this project and the arts. In the recent Academy news conference, Chair of the Academy Construction Committee Rob Taylor reviewed architectural plans for the project and explained revisions to the project design. While restoration plans for the Theatre itself remain unchanged, additional requirements for lobby space, bathrooms, elevators, fire exits and access will be addressed by building a new two-story building on the Fifth Street side of the Theatre. The new design, which is less expensive, keeps the Project on budget and provides better traffic flow. This design also enhances the visual arts programming by preserving the Main Street Gallery.
LIBERTY UNIVERSITY COLLEGE OF OSTEOPATHIC MEDICINE OPENS CLINIC
L
iberty University College of Osteopathic Medicine (LUCOM), along with Central Virginia Family Physicians (CVFP), recently opened a community care clinic designed to serve the greater Lynchburg area. The primary care clinic, called the Liberty Mountain Medical Group (LMMG), is staffed by LUCOM faculty and CVFP physicians. The clinic is located on Wards Road in the K-Mart shopping center and will provide family medicine, internal medicine, osteopathic manipulative medicine, pediatrics, sports medicine and women’s health to regional residents. “This patient-centered, primary care medical center will allow our students to see, evaluate and participate in the treatment of patients under the supervision of physician instructors,” said Ronnie Martin, D.O., FACOFP-dist, dean of LUCOM. Equipped with state-of-the-art technology, the clinic offers digital X-ray, bone densitometry and full ultrasound capabilities, as well as facilities to run diagnostic laboratory tests and cardio-pulmonary stress tests.
Revised design plans for the Academy project.
AROUND TOWN BOWER CENTER GROUNDBREAKING
O
n June 26, the Bower Center for the Arts hosted a groundbreaking ceremony for their upcoming expansion. The Bower Expansion Project will completely change the façade of the front exterior of the building, making it look like the vibrant arts center that it is, as well as construct a new lobby, install an elevator, a new heating and air conditioning system and two new bathrooms. Many other projects will further improve the Center. Generous donors Dr. John Bower and Edna Curry attended the ceremony. The Bower Center for the Arts enriches the cultural life of Bedford and Central Virginia through the arts by fostering creative expression, offering diverse educational opportunities and preserving historic venues. For more information visit www.bowercenter.org.
R. Edward Fielding, Inc. parking lot layout & marking
tennis courts • athletic tracks industrial safety aisles phone : (434) 845-1740 mobile : fax : (434) 846-2856 (434) 841-8676 refielding@verizon.net 10
LynchburgBusinessMag.com
AUGUST/SEPTEMBER 2015
The Bedford Area Chamber of Commerce, donors and other community leaders gathered for the ceremony.
UPFRONT
PLUGGED IN AUGUST 4 SMALL BUSINESS SEMINAR–EMV AT A GLANCE WITH FIRST NATIONAL BANK
2015 Memorial Avenue, Lynchburg 8:00 to 9:30 a.m. Learn about the new credit card processing requirements for merchants. Admission is free. RSVP at (434) 845-5966 by July 31.
AUGUST 8 FREE LOG RAISING & WORKSHOP
Smith Mountain Lake job site – Westlake, Rt 122 10 a.m. to Noon RSVP Jack@LogHomesByJack.com or call (800) 767-4916.
AUGUST 11 NETWORKING BEFORE NINE WITH BEDFORD AREA CHAMBER OF COMMERCE
Mass Mutual – Tommy Doukas Agency, 7331 Timberlake Rd., Lynchburg 8:00 to 9:00 a.m.
AUGUST 12 BUSINESS AT BREAKFAST PRESENTED BY THE SUMMIT WITH THE LYNCHBURG REGIONAL CHAMBER OF COMMERCE
1400 Enterprise Drive, Lynchburg 7:30 to 9:00 a.m. For information call (434) 845-5966.
AUGUST 21 MEDIA & MARKETING: MOBILE WEBSITES
105B Tradewynd Dr., Lynchburg 9:00 a.m. Website Workbox LLC and the Lynchburg Retail Merchants Association offer this free event to educate businesses on enhancing their web presence. RSVP at www.facebook.com/websiteworkbox.
AUGUST 22 SUMMER’S END FAMILY FESTIVAL WITH BEDFORD AREA CHAMBER OF COMMERCE
Forest Presbyterian Church, 1226 2 Church Road, Forest Noon to 5:00 p.m.
AUGUST 27 BUSINESS AFTER HOURS WITH BEDFORD AREA CHAMBER OF COMMERCE
Bower Center for the Arts, 305 N. Bridge Street, Bedford 5:30 to 7:00 p.m.
SEPTEMBER 3 6TH ANNUAL WING FLING PRESENTED BY AMERICAN NATIONAL BANK WITH THE LYNCHBURG REGIONAL CHAMBER OF COMMERCE
Phase 2, 4009 Murray Place, Lynchburg 5:00 to 9:00 p.m.
Enjoy a variety of wings from multiple vendors, live music, exhibitors, the Nuclear HOT Wing Eating Contest and more! For information call (434) 845-5966.
SEPTEMBER 8 NETWORKING BEFORE NINE WITH BEDFORD AREA CHAMBER OF COMMERCE
Lake Leaders at the BACC SML Satellite Office 1100 Celebration Avenue, Suite 212, Moneta, Va. 8:00 to 9:00 a.m.
SEPTEMBER 12 FREE LOG RAISING & WORKSHOP
Smith Mountain Lake job site – Westlake, Rt 122 10 a.m. to Noon RSVP Jack@LogHomesByJack.com or call (800) 767-4916.
SEPTEMBER 18 MEDIA & MARKETING: GOOGLE LOCAL & GETTING FOUND IN SEARCH
105B Tradewynd Dr., Lynchburg 9:00 a.m. Website Workbox LLC and the Lynchburg Retail Merchants Association offer this free event to educate businesses on enhancing their web presence. RSVP at www.facebook.com/websiteworkbox.
SEPTEMBER 24 WOMEN’S LUNCHEON SERIES PRESENTED BY CENTRA WITH THE LYNCHBURG REGIONAL CHAMBER OF COMMERCE
Holiday Inn Downtown, 601 Main Street, Lynchburg 11:30 a.m. to 1:00 p.m. Cost is $22 for members; $32 general admission. RSVP by 9/17 at (434) 845-5966.
BUSINESS EXPO & TASTE OF BEDFORD WITH BEDFORD AREA CHAMBER OF COMMERCE
Bedford Area Family YMCA, 1111 Turnpike Road, Bedford Noon to 7:00 p.m.
SEPTEMBER 29 LABOR AND EMPLOYMENT SEMINAR
Craddock Terry Hotel, Lynchburg Presented by Woods Rogers PLC; view topics and register online at woodsrogers.com. 8 a.m. to 1:00 p.m. More information, call (540) 983-7791.
“DEFAMATION IN THE DIGITAL AGE” WORKSHOP HOSTED BY LYNCHBURG REGIONAL CHAMBER OF COMMERCE
2015 Memorial Avenue, Lynchburg Noon to 1:30 p.m. Free, legal educational session. RSVP by 9/22 to cmooney@pldrlaw.com.
MOVERS & SHAKERS BRUCE PHIPPS—Honored with Prestigious Kenneth K. King Award. As current President and CEO of Goodwill Industries of the Valleys, Phipps has overseen substantial growth throughout his 40-year tenure with Goodwill. Phipps was presented with the 2015 Kenneth K. King Outstanding Management Award for Executive Excellence, the most prestigious executive award bestowed by Goodwill Industries International. Goodwill Industries of the Valleys serves 31 counties and 13 cities in the New River, Roanoke and Shenandoah Valleys. TAMI D. TOLSMA, CFP®—Financial Planner at HSC Wealth Advisors in Forest. Tolsma is part of the independent, fee-only team at HSC and has achieved the right to use the CERTIFIED FINANCIAL PLANNER™ certification. She partners with young professionals, pre- and post-retirees for ongoing, comprehensive and individually tailored financial planning. AMANDA STIFF—Independent Financial Advisor. With more than 30 years of diversified experience in financial services, Stiff has recently opened an Access Advisors office in Lynchburg, which is a boutique firm offering financial planning, investment advisory and brokerage services to women, business owners, heads of households, trustees of small trusts and women in transition. The new office is at 1305 Langhorne Rd., Lynchburg. MEGAN R. LEACH—New Associate at Fairchild & Yoder, PLLC. Leach holds a Juris Doctor Degree from Liberty University School of Law and will be representing clients in criminal and family law matters. Prior to joining the firm, she worked as an intern with the Office of the Commonwealth’s Attorney for the City of Lynchburg and as a Sentencing Advocate for the Public Defender’s Office for the City of Lynchburg. BIANCA ALLISON—Promoted to Vice President of Mortgage Sales Development. Allison joined Bank of the James Mortgage in May 2013 with 27 years of experience. Her new responsibilities include creating sales initiatives designed to expand the reach of the bank’s mortgage team within the realtor community and working with the bank’s lenders to develop strategies that result in new mortgage lending opportunities for the bank. REGINA W. CARTER—Appointed by Virginia Governor Terry McAuliffe to serve on the Virginia Nuclear Energy Consortium Authority. The Authority is established for the purposes of making the Commonwealth a national and global leader in nuclear energy and serving as an interdisciplinary resource for the Commonwealth on nuclear energy issues. Carter is the Vice President of Government Affairs and Communications for BWX Technologies, Inc., (BWXT). AUGUST/SEPTEMBER 2015
LynchburgBusinessMag.com
11
UPFRONT
LET’S DO LUNCH! Milano’s Italian Restaurant
AT A GLANCE
BY J EN N I F ER R EDM O N D
Location: 4327 Boonsboro Rd., Lynchburg
What to Expect: Delicious, quality Italian fare with fast service.
RSVP: (434) 384-3400 Hours: Open for lunch at 11:30 a.m., Tuesday to Sunday
What to Try: Why not a little bit of everything? Milano’s offers an unbeatable lunch option with a $6.95 all-you-can-eat lunch buffet. Not only are a fresh salad topped with house-made vinaigrette and warm rolls included, on any given day you’ll also find more than 10 different entree selections ranging from stuffed shells to fried squash, meatballs, sausage with peppers and onions, multiple pasta dishes such as ziti with vodka cream sauce (my personal favorite) and two varieties of fresh pizza. “We sometimes change a few items on the buffet,” owner David Abdshah says. “But then customers have their favorites, so we keep a few foundational items and rotate some special dishes around them.” See something that sparks your eye on the regular menu? That’s available all day as well. Or you can always just come back for dinner. “We’re humbled that this community has been supporting us for all of these years,” says Abdshah, “So we do our best to provide them with the best quality we can—not cut any corners—and keep our prices as low as we can to keep people coming out a few times a week.”
The Extras: Abdshah is committed to his customers first and the bottom line second. “We like to make sure that our customers are happy,” he says. “That’s the most important thing.” So he offers a private room that can host up to 40 people free of charge for business meetings. He also offers complimentary delivery for catering orders of 25 or more people.
Before
The Experience: With a spacious and warm layout, stepping into Milano’s truly feels like a “neighborhood” hot spot. Customers chatted back and forth about their days, the food they were trying and which band would be playing at the restaurant later that week. But if you’re in need of a quiet corner for some conversation that’s readily available as well. Michelle—Abdsha’s “right hand girl”—makes everyone feel at home, knowing drink orders for their regulars and catching up with customers while closing out their checks. “I’ll be back,” many commented as they waved goodbye. We couldn’t agree more. Visit them online at www.milanosoflynchburg.com.
Need Freedom from Asthma & Allergies? Trevor suffered for 8 years from allergies and asthma until he was 12 years old. Because of Plexus products, he is no longer on a breathing machine, steroids, inhalers or medications.
Jennifer Harder
434-941-3787 • PlexusFitU@gmail.com After
Trevor—asthma-free— Your 2015 Gold Medal National Champion Synchronized Trampoline
www.PlexusFitU.com
AUGUST/SEPTEMBER 2015
LynchburgBusinessMag.com
13
WHAT DRIVES YOU
IS WHAT DRIVES US. Your passion fuels your success. And we’re as dedicated to you as you are to your business. MassMutual will listen to your needs, seek solutions to your financial challenges and help you plan for what’s ahead.
Tommy Doukas Financial Advisor 7331 Timberlake Road, Suite 103 Lynchburg, VA 24502 434-406-4825 tdoukas@financialguide.com
BUSINESS SUCCESSION PLANNING + KEY EMPLOYEE RETENTION AND EXECUTIVE BENEFITS PRODUCTS + RETIREMENT/401(K) PLAN SERVICES
MassMutual Financial Group refers to Massachusetts Mutual Life Insurance Co. (MassMutual), its affiliated companies and sales representatives. Tommy Doukas is a registered representative of and offers securities and investment advisory services through MML Investors Services, LLC. Member SIPC. Supervisory office: 222 Central Park Ave, Suite 1100, Virginia Beach, VA 23462. 757-490-9041. CRN201609-186028
LEGAL
THE FAMILY EDUCATIONAL RIGHTS AND PRIVACY ACT OF 1974:
WHAT PARENTS, STUDENTS AND SCHOOL OFFICIALS NEED TO KNOW
W
BY PAT RI C K BOL L I NG
hen college-bound students leave home this fall, their parents will face the hard truth that access to information about their freshman’s education will become much narrower than before—no more progress reports, parent/teacher conferences or PTA meetings. For the first time, many students will take responsibility for aspects of their lives that their parents have likely always handled or provided substantial input for—choosing classes, scheduling extracurricular and study time, and, ultimately, picking a major. College faculty and administrators will watch this drama play out on college campuses nationwide. Largely, however, neither students nor their parents are aware that Congress has addressed these growing pains by law. The Family Educational Rights and Privacy Act of 1974 (“FERPA”; the “Act”) defines what rights students and their parents have to education records, as well what duties educational institutions have to protect and share those records. The purpose of this article is to generally educate parents, students, school administrators and faculty about their rights and responsibilities with respect to student education records implicated by FERPA. 1) What Rights Does FERPA Implicate? FERPA is a federal privacy law that, generally speaking, applies to public and private schools that receive funding from the Department of Education (note that virtually every private college receives such funding in some form). FERPA allocates the rights to inspect and review education records, pursue the amendment of education records, and consent to the disclosure of “personally identifiable information contained in education records,” between the parent and student based on age and enrollment status. Personally identifiable information includes a student’s name, mother’s maiden name, parents’ name, address, date of birth, and social security number. Further, FERPA establishes educational institutions’ duties and responsibilities with respect to sharing those records (See Section 4). 2) What are “Education Records” Under FERPA? Education records directly related to a student and maintained by an educational agency or institution or by a party acting for the agency or institution (faculty, administrator, e.g.) are covered under the Act. Education records do not include records that are kept in the sole possession of the maker used only as a personal
memory aid (an instructor’s notes, e.g.), campus police records, alumni records, and peer-graded papers before they are collected and recorded by the instructor. 3) The Parents’ vs. Student’s Rights Under FERPA Although FERPA also applies to elementary, middle, and high schools, the loss of informational rights upon a student’s enrollment in college brings many parents faceto-face with the Act for the first time. FERPA grants parents the rights outlined in Section 1 with respect to their minor student, but when a student turns 18—or enters a postsecondary educational institution prior to turning 18—the rights transfer from the parent to the student. The student is now an “eligible student” under the Act, and the parents’ rights to education records are extinguished for the most part—leaving many dismayed because they have no access to their student’s grades, even though they may have written a substantial tuition check or co-signed on a student loan. 4) The College Officials’ Duties and Responsibilities Under FERPA Many colleges offer FERPA training to officials; some even require them to attend. As such they are more likely to be well-versed in the landscape of the Act than are college freshmen and their parents. However, school officials should be aware that some information is purposefully excluded under the Act, and that they may share it with parents without violating FERPA. For example, officials may: (1) disclose information from education records to parents if the health or safety of the parents’ child is at risk; (2) disclose to a parent whether a student under the age of 21 has violated an alcohol or controlled substance possession or use law or institutional policy; (3) disclose campus police records involving the student. Additionally, a professor or administrator can share with a parent his or her own personal observations that are not based on information that he or she obtained from an education record. Some colleges ask their students to sign FERPA waivers at matriculation, by which they waive their rights to keep the college from sharing personally identifiable information from education records. This approach is typically limited, however, to information that students would not consider sensitive, such as contact information for a student directory. The opportunity for students to accept the new responsibility of managing their lives is a great one, and though parents can undoubtedly become frustrated at their new lack of information and involvement in their freshman’s life, they should know that the college can share some important information with them should certain situations arise. School officials should be aware that they have specific duties under the Act and should make themselves aware of them through training or consultation with qualified legal counsel. In addition to other higher education issues, Patrick, John and other attorneys at Edmunds & Williams provide advice related to employment, health care and all aspects of business and corporate law. Visit them at www.ewlaw.com or call (434) 455-9129.
AUGUST/SEPTEMBER 2015
LynchburgBusinessMag.com
15
Your Sign of Quality coleman-adams.com | 434-525-4700
COMMERCIAL INDUSTRIAL
Class A Contr. Lic. #541
COMMERCIAL REAL ESTATE footage figure that includes a percentage of the common area. Rental rates often get the most attention in negotiation, but be sure to consider other major deal points such as lease length, escalators (how much rent increases and how often), renewal options, free rent or concessions (if any), tenant improvements (and how they are paid for) and expense structure (who pays what expenses). Through misunderstandings and misuse, common terms like Triple Net, Full Service, and Modified Gross are not always as useful as they could be in adding clarity to how expenses and responsibilities are divided between the landlord and the tenant. While you should always ask the landlord or broker “Who pays what?” and read the lease to confirm, you also need to be familiar with a few key lease terms.
HOME SWEET HOME:
Navigating the Leasing Process for Your Business
“W
BY B I LLY H AN SE N
e’re in the market for space” is a comment triggered at many different points in the life of a business. Your passion or hobby has turned into a business, and it’s time to move out of the house. Your business is hitting its stride, and the space that seemed way too big when you first moved in is now bursting at the seams. Perhaps sales are so strong that it’s finally time to open that second location, and the renewal proposal from your landlord at 25% above your current rate has given you a wandering eye. Every new incoming shipment means that your forklift operator must spend an hour in the warehouse playing Tetris with palletized freight just to make everything fit. In each scenario, your top priority is securing a new space that will be the best fit for your business for the next season. At the same time, you don’t want to overpay or overlook a critical lease detail in the rush to make a move. Whether you’re in the market for space right now or will be in the future, let’s go over a few things that will help you navigate the leasing process and make a more informed business decision. Ask the Right Questions Rent for commercial space in our area is commonly quoted in price per square foot (PSF) per year. A $12.00 PSF rate for a 1,000 square foot space would equal rent of $12,000 per year or $1,000 per month. Find out whether rent is calculated based on the actual usable square footage or on a larger square
Critical Lease Terms to Know Absolute Net Lease means that the tenant pays all expenses associated with a property, while a Triple Net Lease (NNN) typically has the tenant paying almost all expenses except for structural maintenance, reserves for replacement and management. At the opposite end of the spectrum, a Full Service Lease (or Gross Lease) is when the Landlord pays all operating and fixed expenses. Finally, a Modified Gross Lease covers that vast middle ground defined as “Tenant pays some, but not all, of the operating expenses.” Pass Throughs are expenses such as common area maintenance (CAM), insurance, real estate taxes, and any other items paid by the landlord that are then reimbursed by the tenant based on their pro rata share. A tenant would be wise to ask what the Pass Throughs have been averaging historically for their own budgeting purposes. Tenant Improvements (TI) are property improvements completed for a tenant’s use and can range from new carpet and paint to high-dollar build-outs and renovations. How these tenant improvements get paid for is a negotiated item between the landlord and the tenant that depends on lease length, rental rate, tenant’s credit and the negotiating power of each party. Read the Actual Lease While talking with a broker or landlord to understand the lease terms being offered is a good place to start, reading the lease is essential because there is no such thing as a standard lease in commercial real estate. Nearly every landlord, broker, property, corporation and attorney has a lease contract they prefer to use, and they’re all different. As leases often get cut, copied and modified to the point that they don’t resemble the originally drafted document, it’s worth it to have your agent and lawyer review this legal contract to make sure that it gets done right. Compare the Full Costs With a short list of spaces in hand and an understanding of their expense structures, it’s time to compare costs for each option. While you wouldn’t and shouldn’t choose a location just because it is the cheapest, it’s hard to make a good decision without knowing the full occupancy cost, which I would define as the total dollar amount of all real estate-related expenses paid by the tenant for the entire initial term of the lease, including rent, utilities, pass throughs, tenant improvements and any upfront costs. With full occupancy cost estimates for your top two spaces, you can start making a real comparison of costs that goes beyond just a quick quote of the rent per square foot. Whether you are heading up the space search for your company or are a business owner researching it yourself, the level of analysis included in a full occupancy cost report can’t help but improve the decision-making process. 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 cap rates some more, email him at hansenrealtyadvisors@gmail.com. AUGUST/SEPTEMBER 2015
LynchburgBusinessMag.com
17
BUSINESS PROFILE
OVER
BUSINESS TEN YEARS
FLIPPIN, BRUCE & PORTER, INC. INVESTMENT COUNSEL BY D REW M ENARD
A
steady hand is a key to long-term success in a number of industries— craftsmen and artisans know this well. Though the physical requirements of this trait may not be directly tied to business acumen, the qualities of a steady hand— discipline, patience, familiarity, proficiency—are certainly applicable to the financial realm.
18
LynchburgBusinessMag.com
AUGUST/SEPTEMBER 2015
A steady hand could be used to describe the investment strategies of Lynchburg’s own Flippin, Bruce & Porter, Inc. Investment Counsel, whose time-trusted, disciplined value approach has remained steadfast through bull and bear markets, making the firm a trusted investor for not just local clients but also ones across the nation. The firm may hail from the Hill City, but its practices are respected and its strategy trusted in some of the country’s largest markets, making it a viable competitor with big city firms from places like Chicago, San Francisco and New York. Flippin, Bruce & Porter services a broad market, including individuals and organizations as well as endowments. Institutional clients include tax-exempt organizations, hospitals and retirement plans. While the firm does attract a good
BUSINESS PROFILE
Founded in 1985, the investment firm now has eight principals and 14 employees.
amount of business nationally, it also strives to service local clients. Flippin, Bruce & Porter has two mutual funds in place that were created with local clients specifically in mind to pool smaller accounts so that the firm can effectively manage them and mimic what it does for its larger clients.
“We want to be available to the local community,” Jack Hanna, Director of Marketing and Principal, said. “These funds have lower minimums. We don’t only want to deal with big pools of assets; we seek to do more business locally too.” This is only one way that the firm seeks to be an active member of the community. Flippin, Bruce & Porter has a very strong history of supporting the community, contributing to many local organizations including Amazement Square and the Academy of Fine Arts. This is because Flippin, Bruce & Porter is very much a Lynchburg company. The firm was founded in 1985 when three employees from one of Virginia’s largest banks—United Virginia Bank Shares, now called SunTrust—set off on their own. John Bruce, John Flippin and Greg Porter shared an interest in investing and all held similar beliefs. “It was a leap of faith,” Bruce said of leaving the bank, noting that at the time, most investment money was managed by banks and insurance companies. Bruce is the main one of the original trio who still works day-to-day with the company; Flippin passed away earlier this year, and Porter remains with the company in a less-active role. Being an independent firm, which was less common in those days, gave Flippin, Bruce & Porter an edge, helping it to stand out and gain some early traction. “We were very fortunate when we left the bank,” Bruce explained. “In the early days clients came to us.” As the firm established itself, the founders decided to focus on marketing to consulting firms around the country, a decision which proved successful as consultants continue to recommend its services to their clients. “There was a demand for what we did at our firm, not just in Lynchburg but across the country,” Hanna said. He explained that investment firms tend to either focus strictly on local or national clientele, with the latter requiring marketing in the consultant arena. “We think that we had an investment approach that was broad enough to where a lot of people would want to hear about it … that is an ongoing strategy that has been in place for a number of years.” AUGUST/SEPTEMBER 2015
LynchburgBusinessMag.com
19
BUSINESS PROFILE
AT A GLANCE Founded: 1985 Employees: 8 principals; 14 employees Location: 800 Main Street, Lynchburg Signs of Growth: Investor interest in “Equity & Dividend Plus” strategy
That investment approach—a value contrarian approach—has proven to be successful and continues to draw clients. Today, the company has eight owners (principals) and a total of 14 employees, a mix of analysts, portfolio managers, marketing professionals and support staff. This includes five investment professionals—all of whom are Charted Financial Analysts—who work as a team to take care of the money. The average investor experience is 33 years. The firm remains in its original downtown office location at 800 Main Street on the second floor, its footprint having expanded over time. In 2008, the company added a second approach, the Equity & Dividend Plus strategy. This option is for investors focused on generating above average dividend income and is one that uses cover call options as a way to enhance cash generation. Like the traditional approach, it is conservative in nature. The new approach was offered with clients in mind as the market went through the downturn. “That was the impetus that got us to start thinking about a new strategy that was focused on dividends because we thought it would be very timely going forward,” Hanna said. The second approach has proven to be successful in its own right, proving once again that the steady, long-term strategies of Flippin, Bruce & Porter can produce results while keeping client needs in mind. In today’s market, where there are hundreds of independent firms to choose from, Flippin, Bruce & Porter cannot rely on novelty to garner business. One must stand out. And Flippin, Bruce & Porter retains a competitive edge, sharpened by years of experience. Hanna describes it in terms of the financial world, which emphasizes “four Ps”—philosophy, process, people and performance.
With six colleges and universities, we have the skilled workforce your business needs to succeed. Learn more at:
www. OPPORTUNITYLYNCHBURG.com
20
LynchburgBusinessMag.com
AUGUST/SEPTEMBER 2015
RIGHT: John Bruce, one of the firm’s three original founders, believes “following your disciplines” is the key to success.
“How do we differentiate ourselves?” Hanna said. “It is our philosophy that is unique; it is our process that has worked; it is our people [who have experience, credentials and have worked; together for a long-time], and it is the track record—we’ve got a long-term track record that would point to good performance.” Bruce said that while one cannot always perform at the very top, Flippin, Bruce & Porter’s strategies—which are not high risk, trading strategies—aim at continuing to perform well over time; they think in terms of three to five years rather than months or weeks. This continues to help clients grow assets consistently over time—and outlast the inevitable downturns. “Clients want to know how you as a manager react in that downturn,” Bruce said. “Following your disciplines and making good decisions throughout good and bad markets” is the key to success. “What we are doing for the national client is not any different for our local client,” Hanna added. “Everybody likes the process. And that is what we deliver.” That is the steady hand of Flippin, Bruce & Porter.
HUMAN RESOURCES
CHALLENGES & REWARDS in a Family Business
A
BY D R. CO L LE E N M CLAUG H LI N , M . S. , SPH R , SCP-SHRM
major component of the American dream is often the gift of owning and operating your very own company. You work for years to plan, organize, gather resources, raise financial support and finally have your opening day. Years later you look back after a rather challenging conversation with an employee (possibly one of your very own beloved family members) and ask yourself “What was I thinking?” If this sounds familiar, you may very well have experienced being the sole proprietor of a familyowned company. However, there are also many rewards when owning a small, family-owned enterprise. The son of a local business owner, Giuseppe Cucci of Lil Cucci’s Pizzeria shares, “It may be one of the hardest things a family can decide to do… There is a common saying, you give your blood, sweat and tears when you work for yourself, but it is the same with the entire family. Everyone will give their blood, sweat and many tears to be successful.” In order to be successful, there are numerous issues to consider from a human resource perspective when operating a small business. These issues range from staffing needs as well as the impact of nepotism, succession planning, legal ramifications and more. The Staffing Strategy It can be difficult balancing the various day-to-day needs of employees in a small, family-owned organization. Oftentimes, the reliance on the family members to fill the gaps is not only commonplace but necessary. “The dependence on your family is even greater than a regular employee. In my experience, it was my responsibility to have multiple roles, as opposed
to a regular employee only having one. If an employee called in sick or went on vacation, the family filled in the holes regardless of other scheduled events” shares Cucci. The reliance on these family members must be balanced to ensure resentment and overworking these employees does not occur. In addition to meeting the day-to-day staffing demands of the company, succession planning is a constant concern for many entrepreneurs of small, family-owned businesses. The founders of the enterprise often have hopes and dreams that their succession plan will consist of a son or daughter or another close family member stepping into the role of owner/operator. However, this is not always what is best for the company or what the individual desires or is equipped to carry out. At the end of the day, the most important concern will be for the good of the company. Who is the most qualified and possesses the passion, drive and abilities to persevere? Who will carry on the vision of the company and remain true to its core values? Who will be able to maintain the culture that defines the company? Who has the necessary business acumen to assist in achieving a competitive advantage? All of these will be questions to consider when preparing to identify who will “take over” one day in the future. Impact of Nepotism Nepotism may certainly be a normal practice with regard to including family members as employees within the organization. Yet, with a family-owned business—employing both family members as well as non-family member individuals—it is especially important to be proactive in developing and implementing effective communication strategies as well as understanding any applicable legal guidelines. When employees believe they can count on management to be fair in all business decisions, especially those related to performance management, compensation and scheduling, they are more likely to work at a high level of performance. Whereas, if non-family members perceive they are being treated differently in any employment practice, not only does this increase the likelihood of interpersonal conflict, but also the probability of increasing turnover unnecessarily. All employees, regardless of relationship to the owner, must be treated fairly and equally with regard to employment practices so as to reap the benefits of a team of employees who are each experiencing job satisfaction and commitment. The Rewards In contrast to the challenges, there are many blessings to being the owner/ operator of a small, family owned business. According to Cucci, “there is a benefit in a family business, where you are able to lean and rely on each other. Instead of being alone, you are able to thrive and grow with others you can trust. You will always be able to count on your dad, son, mother or sister. One cannot get rid of his or her family.” Cucci continues by articulating the most valuable rewards for being part of a family-owned operation: “The reward that you receive will always be greater than any monetary value you’ll make in business. Parents model a true work ethic while their children are able to demonstrate how they can add value while both are able to share compassion and practice forgiveness.” Cucci concludes by stating, “I am constantly reminded that I am the product of the American Dream. Also, I would not be where I am today if it were not for my family and their business. It hasn’t been easy working with family, but I would never change a day or minute of the experience. I will always continue to enjoy the skills I acquired through the work we accomplished. I will forever be able to reap the seeds that my parents sowed into me.” These are just a few of the challenges and rewards of small, family-owned companies. We must continue to support our companies in the Lynchburg region and participate in their success. Let’s sustain the American dream! Colleen is an HR professional with 15 years of experience; she currently serves as a professor of business and as an HR consultant.
AUGUST/SEPTEMBER 2015
LynchburgBusinessMag.com
21
For Loans, Think Of Us First...
First National Bank Personal Loans Small Business Loans Commercial Loans Construction Loans
And, we’re very responsive and have a streamlined process. So contact local, full service First National Bank. Our only focus is on Central Virginians like you.
Ann King
Daniel Wheeler
Jim Minear
Branch Manager 20865 Timberlake Rd (434) 237-7936
Commercial Officer 14580 Wards Rd (434) 237-3788
Commercial Officer 14417 Forest Rd (434) 534-0451
Kathi Morgan
Janet Whitehead
Pat Canada
Branch Manager 14580 Wards Rd (434) 237-3788
Branch Manager 3309 Old Forest Rd (434) 385-4432
Branch Manager 14417 Forest Rd (434) 534-0451
434.369.3000 1stnatbk.com Lynchburg / Forest / Altavista / Rustburg / Amherst MeMber fdic
FINANCIAL • Distributions to your beneficiaries when you pass away are free of federal income tax. Isn’t that great? You can save money, pay no federal taxes on its growth and have the flexibility to spend the money for college and first-time home purchases. For these reasons, I suggest a Roth IRA to most young people who ask me which type of retirement account they should establish. So, you ask, what’s the catch? Uncle Sam recognizes that these accounts are almost too good to be true, so there are income limits on who can contribute to a Roth IRA. In 2015, these limits start at $116,000 for individuals and $183,000 for married couples filing jointly.
RETIREMENT SAVINGS OPTIONS for Employees of Small Businesses
B
BY J O H N H ALL
eing an employee of a small business is exciting and has advantages such as independence, growth opportunity and a sense of community. But one area where many small businesses fall flat is employee benefits. Chief among those missing benefits is the option of a retirement savings plan. Just because your employer doesn’t offer a retirement plan, however, doesn’t mean that there are no options available to you. Here are a few to consider: 1) Roth IRA. The Roth IRA is one of the most flexible, useful and attractive retirement savings options out there. Here’s how it works: You put away money in an account in your name. You can contribute up to $5,500 per year. If you’re 50 or older, you can contribute up to $6,500 per year. These are after-tax contributions, meaning that you have already paid taxes on the money you contribute. You choose to invest the money as conservatively or as aggressively as you’d like. From that point forward, the invested monies grow tax-free. The investment income within the account is also tax-free. When you take out the money after age 59 and a half, you owe no federal income tax or penalty on what you take out. That, in and of itself, is a wonderful thing. Here are more great attributes of a Roth IRA: • If you need to extra money before retirement, you can withdraw your original contributions tax-free. • You can withdraw up to $10,000 to build or buy your first home, tax and penalty free. • So long as you continue to earn qualifying income, there are no upper-age limits to stop older savers from contributing to a Roth IRA. • There are no Required Minimum Distributions. You may keep your money in your Roth IRA as long as you’d like.
2) Traditional IRA. A Traditional IRA works much the same as a 401(k) or 403(b) that many employers offer. The annual contribution limits ($5,500 and $6,500) are the same as for a Roth IRA. Where these two savings vehicles differ is in their tax treatment. Contributions to a traditional IRA are pre-tax. This means that for every dollar you contribute to a Traditional IRA, you can deduct a dollar from your taxable income. As an example, if you’re in the 25% federal tax bracket, and you contribute $5,500 to your Traditional IRA, then you’re saving yourself $1,375 in federal taxes for that contribution year. That sounds great, so what’s the catch? You have to pay income taxes on the money when you take it out of your IRA in retirement—whether the withdrawal is from your original contribution or from the investment earnings and growth that have accumulated over time. Until that time, your earnings have grown tax-deferred. Besides the tax treatment, there are some other key differences between a traditional IRA and a Roth IRA. For instance, with a Traditional IRA: • Once you turn 70 and a half, the government requires that you take (and pay taxes on) distributions from your account. • Once you turn 70 and a half, you can no longer make contributions to your account. • There is no income limit meaning you can make contributions to a traditional IRA no matter how high your income (there are income limits for tax deductibility however). 3) Taxable Investment or Savings Account. Here, I’m talking about a standard investment account, with no special retirement designation and no differentiated tax treatment. This account can include any type of investment you’d like, from FDIC-insured CDs to individual stocks. Why might you consider this an option for your retirement savings? • You’ve already contributed the maximum to your IRA and would like to save more money. • You need more flexibility than either IRA option offers to be able to spend your money before retirement. • You don’t qualify for a Roth IRA and anticipate your federal tax bracket at the time of retirement to be prohibitively high. So, which option is right for you? It may be that one of these is all you need to consider. You may want to consider a combination of the different accounts. In the end, using any of these tools to save money towards retirement is better than doing nothing. I’d encourage you to speak with your tax-preparer and investment advisor to map out a strategy that starts building your retirement nest egg today! Disclaimer: This column is for informational purposes and should not be considered personalized investment advice. Everyone’s circumstance is different, and individuals should seek investment advice based on his or her unique financial situation. All investments are subject to risk, including loss of principal. John Hall is a fee-only financial advisor at MontVue Capital Management in Lynchburg, Va. He provides investment, management and financial planning services to high-net-worth individuals. Contact him at jhall@montvue.com.
AUGUST/SEPTEMBER 2015
LynchburgBusinessMag.com
23
CELEBRATING OUR 40TH ANNIVERSARY Now open at 3719 Old Forest Road, our professional team continues bringing your family excellent dental care, utilizing
(434) 384-7611 Carrington Crawford, D.D.S. | Karen Kenny, D.D.S. | Brad Lentz, D.M.D. 3719 Old Forest Road | www.lynchburgdentist.com
Lynchburg Dental C E N T E R
Serving Virginia Since 1994
MICHAEL MAUPIN, Master Electrician • Specializing in Residential, Commercial & Industrial • Licensed & Insured • Family Owned & Operated
434.531.8459
www.maupinelectric.com
• Over 35 Years Experience • 24 Hr Emergency Service • Quality Work
24
LynchburgBusinessMag.com
AUGUST/SEPTEMBER 2015
Your Safety is Important to Us
HEALTHCARE
MED
ICAL
P PSY HYSIC C A DE HOLO L & PE ND GICA EN CY L
HEL
T POR SUP
P
DE
SU B A ST B A U N SE C E
A
D
D
B
BI
O
H
N
O
G
A
TI
LC O
RU
H
IC
A
D
AP Y ER TH
RE HA
HE LP
S S EL BE TRU FHA CT VI IVE OR
S
L
T
DEALING WITH ADDICTION in the Workplace
C
BY BRENT M CC RAW
hances are you’ve seen this painful experience play out before. A skilled employee begins showing up late and making routine mistakes. The situation slowly deteriorates, playing out like a sad drama. A once rock-solid worker is on the brink of losing a job, family and maybe more. Friends and colleagues feel powerless to help. No one wants to broach the subject, but everyone suspects substance abuse. Soon problems reach a tipping point, and the employee sits down for an uncomfortable meeting with company leaders and human resources staff. The company has two choices: cut the employee loose or help him or her seek treatment for substance abuse. A Look at the Numbers This scenario isn’t as uncommon as you may think. Fifteen percent of United States workers reported using or being impaired by alcohol at work at least once in the last year according to statistics provided by All Points EAP and Organizational Services Inc., which helps central Virginia employers and employees access addiction recovery services. Statistics reveal the glaring economic issues tied to substance abuse disorders, which are costing the nation $263 billion a year, largely from lost work productivity and higher healthcare spending. Of drug and alcohol users, 76 percent are employed, putting employers on the front lines of this issue. A deeper dive into the statistics is startling. An estimated 11 percent of workers have an alcohol problem. Over 20 million Americans use illegal drugs. Almost 90 percent of people who need substance abuse treatment do not receive care. A Look at the Costs Substance abuse leads to skyrocketing costs for employers, including increased healthcare and insurance costs, reduced productivity and heavy turnover. Research shows employers that help workers get substance abuse treatment have
lower healthcare costs, less absenteeism, improved job performance, reduced disability and workers’ compensation costs and fewer accidents. Employees who are required to meet a high degree of accountability and follow through have better results in substance abuse treatment, which includes intensive outpatient or inpatient options. This accountability includes measures to ensure employees are keeping up their end of the bargain in staying sober, while offering invaluable long-term support for individuals seeking recovery one day at a time. Employers also have to weigh the time and monetary investment placed on workers and the high costs of recruiting and training replacements. In most cases, it is less costly to give an employee a second chance and assistance seeking treatment than simply showing them the door. A Look at the Individuals The issue hits home in a very personal place as well. Employees living with substance abuse issues are sick and for many, they are spiraling out of control. Their lives—and by extension, their family’s lives—hang in the balance. In this sense, helping an employee receive treatment boils down to simply doing the right thing. The best news is that thousands of individuals in central Virginia are finding hope in recovery from addiction and living productive lives. The employees who are successful in treatment return to work with a renewed purpose and loyalty to the company. Leadership teams have an opportunity to provide cost-effective interventions that build stronger families, neighborhoods, communities and businesses. While substance abuse continues to climb in the United States, there is hope for recovery for those tapping into treatment options. Employers have both a financial and moral incentive to help struggling workers access recovery services and experience a renewed life. Brent McCraw serves as the Director of Centra Addiction and Recovery Services, which offers an intensive outpatient substance abuse treatment with convenient hours, allowing employees to access recovery services after work while maintaining a life and family balance. Inpatient recovery services, which typically last 28 days, are offered through Centra Pathways Recovery Lodge. For more information, call (434) 200-4455 or visit RecoverAtPathways.com.
AUGUST/SEPTEMBER 2015
LynchburgBusinessMag.com
25
FAMILY BUSINESS FEATURE
CEO
SALES MANAGER
VICE PRESIDENT
HOW FOUR LOCAL BUSINESSES MAKE IT WORK
HR MANAGER
SALES REPRESENTATIVE
ACCOUNTANT
All In The Family Many entrepreneurs need look no farther than the dinner table to find their immediate team members. As businesses grow, so does personnel, but the core of a family owned business is often composed of those founding members. In the profiles that follow we take a deeper look at these relationships and how they shape and affect the growth of a business over time.
MONTVUE CAPITAL MANAGEMENT BY C LA I R E M . DI A M O ND
I
t’s not every day you meet two women who co-founded a financial planning and wealth management firm. But Sarah Burnett and Anne Scruggs are not just your average business women. As the co-principals at MontVue Capital Management, Burnett and Scruggs manage over $100 million in investment accounts, and their family-owned business keeps on growing. “We don’t often talk about the fact that Anne Scruggs and I are related,” said Burnett. “Anne is my niece.” When it comes to running a business, the dynamic aunt and niece duo are clearly a great match.
26
LynchburgBusinessMag.com
AUGUST/SEPTEMBER 2015
Burnett and Scruggs founded MontVue Capital Management in February 1999. The company is a private, fee-only wealth management and financial planning firm. They provide three main services including financial planning and consultation, private wealth management, and business services such as investment management and employee financial wellness programs. “We’re structured differently than the traditional stock brokerage model that many people are familiar with,” said Burnett. “The key differences are twofold. First, our legal fiduciary duty to our clients is higher, and secondly, our compensation is fee-only—meaning we don’t receive commissions or other payments tied to the products we use. We feel that this transparent structure allows our clients to have no doubt that we have their best interests in mind.” The MontVue office is located in Lynchburg at 3708 Old Forest Road, but that doesn’t mean the company only serves Lynchburg locals. While MontVue was founded in Central Virginia, they have scaled their business to be able to service clients around the country.
FAMILY BUSINESS FEATURE
BOTTOM: While they are related, Scruggs (left) and Burnett (right) believe holding similar values is the key to their success as a family business.
“We enjoy a strong local client presence as well as out-of-state clients from New York to Texas,” Burnett commented. “We’ve been very blessed to have a growing business. In our industry, one of the best growth metrics is referred to as ‘assets under management,’ which is the dollar value of the investment accounts that we manage. As of our last regulatory filing, our firm managed just over $100 million, higher than any previous year.” MontVue’s family-owned business model definitely contributes to their success. In the financial services industry, which is so heavily regulated, there are a number of reasons why being a family-owned business sets MontVue apart, including a strong moral compass and family values. “We were fortunate to have come from a family with strong moral convictions where character is as important as anything else,” said Burnett. “I think Anne and I both had that sense of values in mind when we set out to start MontVue. It’s those same values and moral code that shape our business and client decisions.” When asked about the strengths of their family-owned business approach, Burnett and Scruggs firmly believe that it’s all about similarities. “For us, it was having a similar upbringing and philosophy on life. That doesn’t require blood-relation, but it certainly doesn’t hurt,” says Burnett. “I think that it’s important to be in business with like-minded individuals. Doing so allows us to agree, sometimes without even a conversation, on how things should be done.”
Every business faces challenges, and family-owned businesses are certainly not exempt from that. But having a strong support system has enabled Burnett and Scruggs to overcome many challenges in their business over the past 16 years. “Starting MontVue from scratch was not without its difficulties,” Burnett noted. “Having strong family and community support emboldened us to tackle those difficulties, and we haven’t looked back.” They’ve learned a few important lessons as a family-owned business, too. “Not every family member would be a good business partner. It’s more important for your partner to be of like mind than to be related. And, it’s important that each member of the business relationship be prepared to give 100% plus and to hold each other accountable.
Braced against that is the risk of blind spots, so we try to be especially both selfaware and cognizant of changes in the industry,” said Burnett. Founded: 1999 The fact that MontVue has kept Employees: 3 their doors open for more than 16 years places them in a distinguished Location: 3708 Old Forest Road, Lynchburg percentage of small businesses in the nation. They didn’t get there by chance. Signs of Growth: It takes hard work and the ability to Expanded assets under make tough decisions. management to over $100 million as of the last filing If asked to share one recommendation with other business owners, Burnett would advise that it’s okay to be selective. “We’ve been very deliberate in who we choose to work with. Not every client, and not every employee, is the right fit. It’s okay to turn down both. I think doing so pays dividends down the road and helps avoid conflict. For a small business, that’s not always easy advice to follow, but I think it prudent.”
AT A GLANCE
AUGUST/SEPTEMBER 2015
LynchburgBusinessMag.com
27
FAMILY BUSINESS FEATURE
WHITTEN FUNERAL HOMES BY D RE W M E N A RD
F
rom a young age, Paul Whitten knew exactly where his career path was headed.
“This is all I’ve ever wanted to do, since I was a kid,” the President of Whitten Funeral Homes said. “I used to say, ‘I am going to be a funeral director like my granddaddy.’” Though many family business heirs may be groomed to take over from birth, this was not the case for Paul Whitten. His grandfather, Wilber “Red” Whitten, had founded the company in 1937 at 1336 Park Avenue—the same spot, albeit with extensive upgrades, where it remains today, in addition to two more locations. But Paul’s father, Wilber Jr., had no interest in the family business. The next son in line, Frank, did work for the company, but did not ultimately succeed Red in leadership. He left the company for a time to pursue other interests. The youngest son, Tom, did take over the business following Red’s death in 1977. Frank came back to work with the family business in 1995 where he continues working today. And though both Frank and Tom have sons Paul’s age, neither of them went into the family business. But for Paul, it was clearly his path.
“I have often equated it to a calling,” he said. “It is almost like I have never really had a choice with what I was going to do with my life because there was never a question in my mind.” His aspirations never changed—even as he prepared to graduate high school, he “was ready to go to work.” Per his parents’ insistence, however, Whitten went to college for a year, only to further solidify in his mind what his next step would be. The following summer, he began working for his Uncle Tom.
“I started at the bottom,” Whitten recalls, “that is one thing my uncle did for me that I appreciate; he showed me no favoritism at all.” His first two years consisted of doing any odd job he was told to do, including washing hearses. He then went to Atlanta for a 12-month Mortuary Science program followed by national licensure and state board exams for industry certification. Upon licensure, Whitten became an embalming shift supervisor, a post he diligently served in for about five years until an opportunity opened for him to become a senior arranger—a funeral director. Whitten’s hard work paid off, fulfilling what he had always known, even as a child. Some may question how one could find so much satisfaction—Whitten says he loves what he does and going to work every day—in a career that, by its very nature, deals with death and mourning regularly. But for Whitten, that is not what the business is all about. “I love serving people,” he said. “You truly have to have a servant’s heart to be in this business.” The key, Whitten explained, is to—while still acknowledging a tragedy has taken place—focus on the services provided rather than the death. It takes a special kind of person to be willing to walk alongside people through some of the worst moments of their lives with the goal of making the difficult situation as easy as possible. This spirit of service is what has built Whitten Funeral Homes the reputation that it enjoys today. Since its founding, the company has added two more locations: one on Timberlake Road in 1959 and another in Madison Heights in 1982.
Offering Professional Garage Door Installation & Repair Services for Lynchburg, Smith Mountain Lake, Bedford & Central VA. Mention this Ad &
Get 10% Off
A Garage Door Adjustment
Before
“Fixin’ Life’s Little Ups and Downs”
(434) 426-8062
www.upanddownva.com Proud Members of Business With Integrity Group, Bedford Chamber of Commerce & Lynchburg Chamber of Commerce.
28
LynchburgBusinessMag.com
AUGUST/SEPTEMBER 2015
After
FAMILY BUSINESS FEATURE
Whitten’s chapel in Madison Heights. INSET: Paul Whitten, President of Whitten Funeral Homes.
The company is a strong example of a family business that has maintained its identity, even as industry trends have changed. In the 1930s, people were still having bodies embalmed in the home. Today, services are much more personalized, utilizing photos, video and other technology, and are more a celebration of life than a mourning of death. Also, cremation rates have risen exponentially to total 40 percent of today’s business. Furthermore, the company has successfully gone through the transition of being family owned to being corporately owned without affecting what has made it a staple of the community. In 1992, Tom Whitten sold the business to a national organization—now called Dignity Memorial. Around that time he began to train Paul to take over, which Paul ultimately did in 1997. Being connected to a national network afforded Whitten Funeral Homes advantages that it simply would not have access to otherwise, including more expansive healthcare and less dependence on the ebbs and flows of the market. Paul remembers how the job would wear on Tom when he would have to go to the bank to take out a loan in order to make payroll, a pressure Paul is thankful he does not have to face when business slows.
So while some small business owners may see transitioning to corporate ownership as a form of selling out, for Whitten, it has done little to change the day-to-day operations. Paul recalls that the transition, both for himself and his uncle, was relatively non-invasive. This, of course, is not always the case, even in the funeral business. But the company’s proven and continued success allowed it to remain operating as it had for decades. Paul can confidently say it is the same Whitten Funeral Homes that his grandfather started. “The reputation of Whitten Funeral Homes has been earned throughout the years in the eyes of many, many families,” Whitten said. “To me that reputation is sacred. There is nothing that would allow me to compromise that under any circumstances; no dollar I would jump at to compromise the reputation because you can’t buy that back.” Whitten couldn’t say exactly what it is that sets the company apart from the competition—what compels pastors to come up to him after services and say there is something special about the way they do things—since he doesn’t have time to observe what they are doing. What his staff has been doing works, so he tells them to keep doing what they have been doing for decades.
AT A GLANCE Founded: 1937 Employees: Over 40 Locations: 1336 Park Avenue and 7404 Timberlake Road, Lynchburg; 3966 S. Amherst Highway, Madison Heights Signs of Growth: Expanded to three locations
“We have been very fortunate to have had the people that we have, [who] have that caring desire to serve others,” Whitten said. This includes 40 full-and part-time employees, many of whom have been with the company a long time—three of which worked with Red Whitten. And though trends may change, it remains important for Whitten to retain its identity, which means not changing the caring, personal aspect of its business model. “That would go with virtually any business,” Whitten said. “Whatever service or product you are offering, you’ve got to know your market. … You have to be in a position where you are able to adapt to changing trends and sometimes take the lead on things and be cutting-edge. “And if you’ve built a reputation, you’ve got to embrace that reputation and cherish it and protect it at all costs. Those are some of the recipes for successful growth in any business.” AUGUST/SEPTEMBER 2015
LynchburgBusinessMag.com
29
FAMILY BUSINESS FEATURE
MICHAEL’S CARPET WORLD BY C AT H E R I NE C HA P M A N M OS LE Y
M
ichael Grant says he’s been on the same corner for 42 years. That’s the corner of Old Forest Road and Confederate Avenue where Michael’s Carpet World now exists; however, there has been a carpet store there since 1969. Salem Carpets opened at the location in 1969, and Grant started working at the store in 1973. Starting at 25 cents/hour, he needed a job that paid the bills, but he also began learning the business that would become his lifeblood. New York Carpet World bought out the retail division of Salem Carpets in 1979, and eight years later, Michael Grant established Michael’s Carpet World. They have a second store in Madison Heights to serve their many loyal customers. Stumbling into the flooring has “just been wonderful,” and Grant explains how the things he has learned over the years—the people he has hired and served—have been the perfect combination for the success of his retail business. Service, quality and honesty are the key ingredients that set this family business apart.
30
LynchburgBusinessMag.com
AUGUST/SEPTEMBER 2015
Michael’s Carpet World carries an extensive selection of carpet, vinyl, laminate, refinished hardwood, vinyl composition tile, luxury vinyl tile and more. Quality is of utmost importance. Mary Ann Tucker says that she has purchased all but two of her carpets there. “It’s been years, and every carpet has held up beautifully,” says Tucker. Pricing is another particular detail that Grant emphasizes.
“As far as I know, we are the only company that itemizes estimates and large proposals,” says Grant, “So you know where all your dollars are going. . . But it’s the people that work here that make us different.” The people at Michael’s Carpet World are really like a family, and Grant’s own daughter Tracie has literally grown up at the store. While Tracie Grant’s job title is sales manager, she’s really a “Girl Friday” who has worked with her dad for 20 years. She does the books, sales, and is “pretty awesome” according to the proud father. Casey Carden is the store manager at Old Forest Road. He’s been with Michael’s Carpet World for 28 years. “I hear all the time that Casey is an excellent store manager and sales person,” says Grant. Ed Roakes serves as vice-president of the company. Grant explains that when he was ready to leave New York Carpet World, he went to speak to Roakes at home.
FAMILY BUSINESS FEATURE “Eddie came to me about working for me. I told him I couldn’t afford him, and then he offered to work for me for nothing. Casey did the same thing, and it was five weeks before I could pay them. It shows the absolutely amazing loyalty these two guys have shown to me over the years and what we’ve been able to do together.” The team is rounded out by others who have been with Grant for years. Tim Burkholder is the warehouse manager whose career at Michael’s Carpet World has spanned 16 years, and John Foresman dates back to Grant’s years with New York Carpet World. “He’s [Foresman] been by my side for 28 years,” adds Grant. “He’s loved by anyone he has installed for. . .I am really blessed with the people here.” Residential customer Gary Wooldridge started working with Michael’s Carpet World shortly after it opened its doors. “We’ve only done business with them,” says Wooldridge. “I’ve dealt primarily with Casey Carden and have to gotten to know him as a friend as well as a business connection.” But the friendliness of a family business is not the only thing that keeps Wooldridge coming back to Michael’s Carpet World. “Their prices are always good; their produces and insulation services have always been of the highest quality. Their installers have always been very knowledgeable and considerate coming into the home. They are really nice.” Peggy Roberts echoes Wooldridge’s sentiments about the staff at Michael’s Carpet World, particularly Grant and Roakes. She’s been a customer for nearly 15 years and “would not go anywhere else.” “The products are top-notch,” she adds. “Everything is top-notch. They talk to you about the product you are looking for, not the most expensive. They want to find out what you need and want. They have done everything in our house.”
Noted customer service expert and author Peter Shankman says, “An audience is built over time, and on one simple premise: Give them what they want. Audiences today are mobile. They can go anywhere, anytime, by clicking a mouse or scrolling off your site. Want them to listen to you, or even more, buy from you? Give them what they want, how they want it.”
AT A GLANCE Founded: 1987 Employees: 7 Locations: 3139 Old Forest Road, Lynchburg; 3659 Amherst Highway, Madison Heights Signs of Growth: Sales increases over last three years; addition of stainproof/pet-proof products
Michael’s Carpet World seems to have gotten this one right. “The Carpet People Who Care” has become the corporate slogan but it is also a day-to-day mission for the team. Walk into the store lounge, and you will see many letters of gratitude for a job well done or great customer service. Ask one of their customers why they come back, and they will tell you about service, friendliness and great products.
www.thalhimer.com
Innovating As the leading commercial real estate firm in the Mid-Atlantic, we are not content to do business the way everybody else does. We are continuously innovating and creating new approaches to provide the right solutions for our clients.
Lynchburg (434) 237 3384 Roanoke (540) 767 3000
No matter what the requirement, we’ve got the solution!
AUGUST/SEPTEMBER 2015
LynchburgBusinessMag.com
31
FAMILY BUSINESS FEATURE
UNIVERSAL T’S & MONOGRAM LOVE BY A S HLE Y B U NNE R
W
hen managing a business, building a strong team is a key aspect of success. And when the business involves family members, the benefit of those relationships is even greater. Karen and Brian Betham know quite well the impact that family members have on a family-operated business. The Bethams founded Universal T’s in 1999 and Monogram Love in 2014. Both companies specialize in custom screen printing and embroidery on a variety of clothing and home good items. Four out of 10 employees are family. What started out as a small business run from a kiosk in a mall has grown and blossomed over the years into a company that describes itself as “first in quality.” Both Universal T’s and Monogram Love’s office are located in Forest at 1076 Corporate Park Dr. The businesses differ in that Universal T’s sells merchandise to large clients like Liberty University while Monogram Love’s sales are focused on individuals purchasing personalized items. The husband and wife duo manage a high volume of business for athletic clients such as Liberty University’s college and club level sports. Some of the apparel they sell includes t-shirts, hats, blankets, shorts and a wide variety of other items. For years, Karen’s top priority was being a stay-at-home mom and taking care of her and Brian’s three boys. With one of their sons being special needs,
32
LynchburgBusinessMag.com
AUGUST/SEPTEMBER 2015
FAMILY BUSINESS FEATURE
AT A GLANCE Founded: Universal T’s—1999; Monogram Love—2014 Employees: 10 Location: 1076 Corporate Park Dr., Forest Signs of Growth: Launched branch off company Monogram Love
Karen felt that she needed to be at home 24/7. Yet, she had a desire to open up a second business, one that was more specifically tailored to gifts and special items. “I felt my niche needed to be in the smaller retail, and I knew [that] monogramming was getting bigger,” Karen said. “There was one time when monogramming was really popular for older women, but … we felt like the younger generation was loving it.” Monogram Love sells a wide variety of women’s clothing items as well as accessories such as scarves, hats, headbands, clutches and jewelry. There are also special items like personalized dog tags and baby bloomers. According to Karen, customers can shop the shelves of Monogram Love’s store front, or they have the option to bring in outside items and have them monogrammed and personalized. “We can monogram and personalize those items outside of our office,” Karen said. “It’s a high risk what we do, but we have great quality machines, and our embroiderers are very experienced.” Monogram Love is also unique in the fact that customers get to be a part of the embroidering process. “Everything from screen print to embroidery is all detailed,” Karen said. “The customer picks everything—all of the ink color, thread and font choices. I think people love that, especially on the Monogram Love side. Women love to pick their thread color and their [fonts]. They want that personalized gift because you’re not going to find it at Kohl’s or Target.” Managing one business can be a challenge in itself, but running two presents even more work and complications along the way. Luckily, Karen and Brian aren’t the only family members that help out with the businesses. In fact, Brian’s parents work there as well.
“We’ve come to realize that a business is not worth it—it’s not worth arguing, and it’s not worth division,” Karen said. “So we kind of keep that in perspective. We’re all pretty honest with each other, and we can work past things.” Every business faces its own form of challenges, and family-owned businesses are just as vulnerable to facing difficult times. The biggest challenge that Karen and Brian have faced is keeping up with the high demand for both of their businesses. “Our business doesn’t stop,” Karen said. “If someone says ‘I need this done in two weeks,’ we have to get it done. Sometimes we feel like we don’t have enough time to get it [all] done.” Many times Karen and Brian work tirelessly through the night and on the weekends to ensure that they meet their clients’ needs. “We’ve always taken the approach of we don’t just clock out at five o’clock and leave,” Karen said. “If someone needs something done, we get it done.” When asked what advice she would give to other family business owners, Karen strongly encouraged others not to give up, even when times are hard. “There are some storms you have to weather, but I’ve always said perseverance has kept us in business for over 15 years,” Karen said.
“[M]y mother in-law does our bookkeeping [and] my father in-law will come in and fix machinery and equipment,” Karen said. “We’ve tried to hire family throughout the last 16 years— some have stayed, some have moved on. Our oldest son is 16, so he’ll be coming in during the summer and working.” Having Brian’s parent’s help has proved a valuable asset to both Universal T’s and Monogram Love. And according to Karen, their help is closer than most people realize. “Not only do we work together as a family, we live next door to each other,” Karen said. One thing that working together as a family has taught the Bethams is that arguing over work related issues is not worth damaging their relationship as a family. AUGUST/SEPTEMBER 2015
LynchburgBusinessMag.com
33
LEADER PROFILE
34
LynchburgBusinessMag.com
AUGUST/SEPTEMBER 2015
LEADER PROFILE
LEADER PROFILE P. TULANE PATTERSON Occupation: Owner/CEO of Generation Solutions | Hometown: Lynchburg, Virginia Congratulations on winning Virginia’s Small Business Person of the Year for 2015! What are your thoughts on this accomplishment? I was very appreciative of winning this award, but I was also a bit taken back. We have so many people who work extremely hard for our clients, and I am very aware that this award should not be for me alone but for our team. The attention should be on our caregivers and clinicians who are out there every day providing excellent care, often in difficult situations, and not on me. I proudly accepted the award on behalf of the team.
Tell us what your company does, and what led you to start it. Our mission is to provide services to help seniors stay at home. That is why we use as our logo Dorothy’s ruby slippers from the “Wizard of Oz;” she said, “There is no place like home,” when she clicked the slippers together. We began our work because seniors kept saying in survey after survey that they wanted to retire at home while the senior care industry continued to build facilities to move them out of their homes. That is why Generation Solutions became the first “stay at home” retirement company in the region, to give seniors what they asked for!
In addition to the most recent award, what do you consider to be some of your company’s greatest successes? Generation Solutions has won many awards but one of the most meaningful awards was given in 2006 when Generation Solutions received the HOME CARE ELITE, TOP 100 Award for quality care by the OCS office of CMS [Medicare]. This award was given to the top 100 quality providers of home health care in the United States [there are over 9,000 agencies as measured by Medicare]. There were only two awarded in Virginia, and Generation Solutions was one of them!
Is there a secret to your success? I grew up playing sports. From that experience I learned that it is the team that wins games not the individual. And I took that understanding into business knowing it is our people, and how they perform together, that brings success. A good idea, lots of capital, hard work and a good business model do not bring success unless you have the right team motivated to do the right job.
What’s next for your company? What about 5 years from now? We are looking at the market place and researching to prepare for the needs and desires of seniors in the future. We will grow and adapt our services to meet their needs and our mission. We will strive to grow our geographic areas of service, utilize the latest technologies to aid in home care and be the resource for any and all information or services for seniors to live happier and healthier at home.
As a business owner, what are some critical lessons you have learned along the way? A business must remain flexible and open to change. Life changes, people change, business cycles come and go. A business must constantly evaluate its strengths and weaknesses, and learn and develop its core competencies.
When something is not working, change it, or as one person once told me, “When you are in a hole, stop digging!” We have started businesses and closed or sold them. With each move we learn and make strategic decisions to meet our mission and meet the needs of our customers who are, after all, why we are in business.
What’s one part of your job that you dread? I dislike firing people. Partially because it is uncomfortable, but also because many times when we do it, we have failed in that we hired the wrong person for the job. Often they are good people but have the wrong skill sets for the specific job so their failure is our failure.
What’s the part of your job that excites you the most? I am an encourager and love to hire and motivate good people. What a gift it is to give a job to a person who really wants the job. Then to help them become successful in the job—this is a great joy.
Which attributes carry someone through the ups-and-downs of a career? First, one must know that there will be ups and downs. Never get too excited or cocky during the ups, and never get too down or depressed in the downs. I have gone through many days where I thought we would not make it, and others where I thought we were on top of the world. Over time we work through all kinds of swings and know discipline, consistency, creativity and hard work, day in and day out, wins the day.
In terms of leadership, which skills are essential for success? Communication is the one thing every company I have touched says it needs to improve upon and that to me is a key in leadership. Like the captain of a ship, the job of the leader is to chart the course and see the ship gets there safely. We must trust the sailors to do their job so we can do ours. They must be trained and motivated to do their job. Then together the ship arrives safely. But without a sense of direction and purpose, the ship gets off course, the crew may mutiny, and everyone is the loser.
Share some about your personal background. I am a native of Lynchburg as is my wife. Because of this, we are dedicated to make this place the best it can be and help our neighbors as the “great commandment,” requires. My wife Claudia and I have been involved with the Free Clinic, Alzheimer’s Association, Interfaith Outreach, the Lynchburg Symphony, Adult Day, Meals on Wheels, Kiwanis, our church and many other organizations.
What did you appreciate and gain from your time as the President of the Lynchburg Regional Chamber of Commerce? I learned that the health of our entire community is interdependent on our business community and the local economy. If we lose employers and jobs, we lose tax revenue (quality schools, roads, protection and so much more), we lose charitable dollars and volunteers that enrich our community, and we lose AUGUST/SEPTEMBER 2015
LynchburgBusinessMag.com
35
LEADER PROFILE
NOMINATIONS
much of what makes our community special. I learned that with businesses working together alongside the Chamber and Region 2000 it benefits us all—young and old!
If you have someone to nominate as a leader in our community, send it to feedback@lynchburgmag.com
You serve in many capacities in our community; what leads you to the projects you join? I believe, as a Christian, that God calls us to serve. By serving God first we are then motivated to serve our neighbor. I try to do things to help seniors, to help children, to help those who have needs that I can positively affect. That is why Generation Solutions helped bring the PACE Center to Lynchburg and has helped organize Christian Health Outreach, a global health education program using knowledge, not dollars, to help solve the problems of limited health resources in the Third World.
What do you consider to be Lynchburg’s greatest assets? I believe it is our wonderful people that make this place special. We truly care for each other. I know we are divided by politics and religions but when we look beyond that, and often we do, we work together to make this a wonderful community to live, work and play.
What’s the best piece of advice you’ve ever received? A guy once told me that we all have strengths and weaknesses. Most people enjoy their strengths and work to build on them. The truly successful people acknowledge their strengths but work on their weaknesses. I did that, and it made me a better man. I have appreciated the advice ever since.
WINNER OF THE
WWW.AMAZEMENTSQUARE.ORG
NATIONAL MEDAL
Amazement Square’s recognition as the only museum or library in the commonwealth to be awarded the 2015 National Medal for Museum and Library Service, the nation's highest honor given to museums and libraries, is a reflection of the Museum’s engagement with and commitment to its community, and the programs and services which have been recognized by this award would not have been possible without the generosity and support of our wonderful corporate partners and business friends. A heartfelt thank you to our partners.
THANK YOU 27 9TH STREET * LYNCHBURG, VA | 434-845-1888
36
LynchburgBusinessMag.com
AUGUST/SEPTEMBER 2015
What one piece of advice would you share with others? Life is like the weather. We cannot control what happens to us. But we can control how we handle what happens to us. That is what separates those who are content in life, and those who always feel cheated!
Any closing comments? I would like to say thank you to the families that for 18 years have allowed us to care for their loved ones. What a privilege it is to care for our local families and offer jobs to many in our area, so we can provide this care. As one daughter once told me, “your company is an answer to prayer.” What better way to make a living than by answering prayers!
Animal Emergency & Critical Care AREVA Automated Conveyer Systems Bank of Charlotte County Bank of the James Banker Steel Company BB&T BB&T Scott & Stringfellow Berglund Toyota Bowen Jewelry BRC Railcar Campbell Insurance Candler Oil Company Centra Centra Foundation Central VA Federal Credit Union Children's Miracle Network Coleman-Adams Construction Commercial Glass Counts Realty & Auction Group Craft Collision Center Dodson Pest Control Fink’s Jewelers Fleet Laboratories Flippin, Bruce & Porter Forehand, Inc. Forest Dental Center Foster Fuels Genworth Harman Eye Center Holy Cross Regional Catholic Innovative Wireless Technologies Intravene Jamerson-Lewis Construction John Stewart Walker
Kidd's Restoration Kyanite Mining Corporation Lynchburg Crane Lynchburg Ready Mix Mays-Tucker Insurance Services Michael's Carpet World Montague-Betts Company Moore & Giles Orthopaedic Center of Central VA Pathology Consultants of Central VA Periodontal Health Associates Persian Rugs & More Pettyjohn, Wood & White Piedmont Community Health Plan Piedmont Eye Center R.R. Donnelley Rainfrost Nursery Rehab Associates of Central VA Retail Merchants Association Robert W. Baird & Co. Schewels Furniture Scott Insurance Scott's Mulch & More Southern Landscape Group Sorenson Dentistry The Babcock & Wilcox Company The Harrington Corporation The Timken Company Tommy Doukas - NY Life Insurance Virginia Eagle Distributing Watts Petroleum Westminster Canterbury Wiley|Wilson Wooldridge Heating, Air & Electrical WW Associates
Co nfere nces • Retre ats • B usin ess M eetin gs
Experience the Beauty of Hat Creek Conference Center
Newly Renovated!
Hat Creek Offers a Modern Facility Surrounded by Natural Beauty. The renovated Hat Creek Conference Center is now open! Surrounded by 345 acres of rolling woodland hills, our facility provides an aweinspiring backdrop for any business meeting, conference, or retreat. Our facility can accomodate meetings for up to 60 guests or overnight retreats that accommodate up to 50 guests. Our unique location and activities would make the perfect destination for your next meeting. Visit our website for more information or call us today and book your next retreat.
Though the setting is rural, our amenities are modern and include these upgraded ammenities: › TV and other AV equipment › Large conference room › Two small conference rooms › Modernized dining room › Updated guest rooms › New carpet › Updated lighting › Fresh decor › Wi-Fi Outdoor amenities include: › Two lakes for swimming, fishing and canoeing › Picnic shelters › Two tree houses › Amphitheater chapel › High- and low-ropes course › Climbing wall › Hiking trails
Easily accEssiblE to Major Virginia citiEs! lynchburg
richMonD
DanVillE
7145 Hat Creek Road Brookneal, VA 24528 434.376.1250 Info@HatCreekCamps.org HatCreekCamps.org A ministry of Patrick Henry Family Services
38
LynchburgBusinessMag.com
AUGUST/SEPTEMBER 2015
REAL ESTATE
SMART FINANCING OPTIONS:
A Story of First Time Home Buyers
W
BY DAN VOL L M ER
hen I typically sit down to write this column, I look back over the recent interactions I’ve had with my clients. I think about the advice I’ve given, about situations I have encountered or sometimes just a common thread in the experiences of my buyers and sellers. Now and then this column focuses more on statistical analysis, and at other times I just like to share a good story like the one that follows. It’s one I’ve shared with lots of clients because it highlights an option that many home buyers haven’t discovered, and while it may not always be the right solution, sometimes it is. So here’s the story. In 2001, this sweet young couple was looking to buy their first home. They’d been married about a year and a half and were ready to quit renting and take the next step towards the American Dream. Fortunately the wife of this couple (a blonde-haired, blue-eyed beauty) had been raised by parents who shunned debt and paid cash for whatever they had. She entered the marriage with no debt. The husband (a charming and handsome young man) had not accrued much debt, but he did have some student loans, which were almost paid off. So all in all, this couple was nearly debt free. They drove inexpensive but paid-for cars. They both worked. And while kids were definitely on the horizon, they were a few years down the road. They had saved up some money towards their down payment, but by no means were they “flush with cash.” So far—with minor variations—this pretty much fits the description of most first time home buyers. Except, no surprise, this is the story of me and my wife (I know, it was the handsome comment that tipped you off, wasn’t it?). Now, at the time, it seemed like all of our friends were buying houses as well. Also, at the time, variable rate mortgages were pretty popular. And I recall a bunch of our friends were choosing that route. Now, here’s one reason why people chose variable rates—particularly first time home buyers. The interest rate was initially lower than you could get on a fixed rate loan. The thinking went like this: “we don’t make as much now as we expect to make in the future, so let’s get a loan with a lower monthly
payment now. And if it goes up down the road, we’ll probably be making more money by then anyway.” In other words, our friends all wanted a loan as low as possible at the beginning even though it could possibly go up every couple years down the road. My wife and I chose to look at it another way. In our minds, we were both working and didn’t yet have any kids, so for the next few years, we were going to have MORE income than we might have later on. So we didn’t want a mortgage that went UP, we wanted one that would go DOWN. But there wasn’t such a thing. Unless, of course, you wanted to refinance (assuming interest rates went down—which they did, but who could have predicted that?). So here’s what we did. We had about 5% to put down on the purchase. The remaining balance we financed with two separate loans: one loan for 80% and a second for 15%. It’s an 80/15/5 loan, and you could adjust those percentages to be 80/10/10 or 75/15/10… etc. We used our available cash as a 5% down payment. That left us with two monthly payments, but we also had two incomes, so all our spare cash went to pay off the 15% loan as fast as possible. That loan took us maybe 18 months, and once we paid it off, we dropped that monthly payment, essentially giving us a decreased mortgage payment. One other side benefit to this method of financing is that we never had to pay PMI (private mortgage insurance). When financing the purchase of a home, if you do not have 20% equity in the property, your lender requires you to pay PMI. And this is the case for just about every first time home buyer. Without lots of available cash to put down, most buyers borrow 95% or more of the purchase price. And they pay PMI every month as a result. For us, that would have added $63/month to our payment. Structuring our financing this way, we did the following: 1) avoided paying an extra $63/month in PMI; 2) put all our available income into paying off the smaller loan; 3) had 20% equity in our house after about a year and a half. Plus our monthly payments went DOWN without having to refinance. Now I will say that this type of financing went away for the most part during the recession. While I’m not familiar with every loan product offered by every lender and bank, I do know these loans are available again. It may not be feasible for all home buyers—or even most first time home buyers—but it’s certainly worth considering for the reasons explained above. Financing our first purchase with this strategy was critical to us building equity in our home, and it really paid off. I hope you’ll check into it when making your next purchase. 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.
AUGUST/SEPTEMBER 2015
LynchburgBusinessMag.com
39
Be Be AA Business Business Superhero! Superhero!
E tITL R SO sPON
Bedford Area Family YMCA 1111 Turnpike Rd - Bedford
Free Lunch $500 Cash Drawing Pop-Up Teambuilding Taste of Bedford (5-7pm)
RATION rEGIST OR sPONS
For more information, call (540) 586-9401 or visit www.bedfordareachamber.com cORP ORAT E sPON SORS
BEDFORD AREA
CHAMBER OF COMMERCE
Lynchburg College Graduate Studies Preparing Professionals for Today and Tomorrow
• Doctor of Education in • • • •
Leadership Studies Master of Business Administration Master of Criminal Justice Leadership Master of Education in Educational Leadership Master of Nonprofit Leadership Studies
For more information about these and other graduate programs, contact us at gradstudies@ lynchburg.edu or 434.544.8383. Accreditation information www.lynchburg.edu/about-us/ accreditation
A WORLD OF OPPORTUNITIES
www.lynchburg.edu/gradstudies
40
LynchburgBusinessMag.com
AUGUST/SEPTEMBER 2015
$ $$$$
$
WON’T YOU BE MY CONSUMER?
How to Increase Your Company’s Appeal With Internal Marketing Strategies
T
BY DR. KENDRICK BRUNSON
he international shopping network QVC contains in its acronym the three critical success factors for any organization: Quality, Value and Convenience. When consumers are making decisions about which service or product provider to make a sales transaction, these factors help determine their final purchase decision. The focus of this column will be on the critical success factor of Value. How to Shift Demand to Your Organization The formula for remaining viable in the marketplace and avoiding obsolescence is contained in the following model: • Maximize the population of buyers who prefer your solutions over your competitors’ • Make the solution affordable for the targeted population • Communicate effectively how your solutions meet or even exceed the target population’s expectations • Add sufficient value to discourage the target population from seeking related solutions (alternatives to the current standard solutions) presented by competitors If consumers could provide all solutions to their needs, wants and desires, they would not turn to others and participate in sales transactions. They would consume what they produced as exists in agrarian-based economic systems. Since the American economy is not in that condition today, how can your organization create Value in the minds of consumers that would motivate them to exchange their hard-earned incomes for something that you offer? Core Benefits of Value A starter list of Value’s core benefits would be (a) convenience, (b) saving time, (c) providing a better quality solution, (d) providing an alternative venue or atmosphere (ex. theme parks, special events, etc.). If a consumer were interested in purchasing a product or service solution from your organization,
MARKETING it will require that the perceived benefits from the purchase exceed the perceived costs, usually measured against the purchaser’s current budget. The perception of affordability is a key component in closing the deal, even if the purchase needs to be spread over multiple payments through financing. Because the recent trend has been to return to self-dependency, using the tools of the Internet, what can your organization do to add Value? For example, the travel agent industry has been practically eliminated by online organizations like Travelocity, Expedia, etc. The remaining successful travel agencies have focused on those elements of travel where the consumer still requires assistance (ex. outsourced travel agent for large organizations with many travel needs, large groups, complex travel arrangements, international travel, providing advice on best quality tourism options, etc.). Internal Marketing Forces: People Another set of tools that add Value to your organization as a local solutions provider includes: People, Performance, Processes and Programs. The quality of the employees (People) who serve your customers cannot be undervalued. It often amazed me when I frequently traveled that some of the lowest paid employees at a hotel were the front desk attendants, and yet they were the source of “first impressions” when a guest arrived at the hotel. Hire the right people who have the natural motivation to serve others and are doing what they are naturally gifted to do. Provide service with a genuine attitude. Internal Marketing Forces: Performance Measure and reward employee performance to ensure that it is based on the quality of employees’ customer relations. Having occasional programs to challenge employees’ performance to a higher level can be beneficial. For example, have a prize for every employee who achieves a certain level of performance during the program campaign or even a grand-prize winner from among those who qualified during the campaign. Add a Christmas bonus, based on a percentage of the organization’s annual profits, to inspire a sense of ownership in employee behavior. Internal Marketing Forces: Processes Processes are those activities that should be designed to (a) improve the experience of the customers in conducting sales transactions with your organization, (b) improve the effectiveness and efficiency of your employees in completing their assigned tasks and (c) save costs that result in more profitability for the organization. Some of the processes may be what to reorder so that items not selling will not be purchased again, the arrangement of merchandise in the store so that customers can find what they need easily and without frustration, the speed by which employees fill orders and thus reduce long lines and waiting times, etc. Internal Marketing Forces: Programs Programs (sales promotions) are those activities that increase purchases by customers in the short term. Sales promotions are intended to be periodic with the purpose of encouraging purchases today and not tomorrow. When designing a sales promotion, ask yourself “What is an attractive feature of my organization that generates excitement around the brand and would create an increase in sales at this time?” Some fast-food restaurant chains add beverages like peach milkshakes to their summer menus because of the seasonal associations. Coca-Cola realized that part of the Coca-Cola experience is sharing a beverage with friends and thus began the Share campaign on the beverage containers. What does your organization do to add value for your customers? Dr. Brunson is on the faculty of the Liberty University School of Business and teaches marketing courses in the undergraduate and graduate programs. Brunson retired from GTE/Verizon in 2003 as Marketing Manager for major business accounts in the Southeast.
AUGUST/SEPTEMBER 2015
LynchburgBusinessMag.com
41
WOMEN IN BUSINESS
Lynchburg Regional Chamber of Commerce President Christine Kennedy
WORDS OF WISDOM FOR WOMEN IN BUSINESS from Local Female Leaders
W
BY DR. COLLEEN MCLAUGHLIN, M.S., SPHR, SCP-SHRM
omen today are experiencing increased opportunities to lead their own companies as well as serve in leadership positions at all levels in both the public and private sectors. These positions offer excellent opportunities for women to add value to their community while forging a way for the next generation to carry on the work that has been started in their organizations. We are blessed in the regional Lynchburg area to have many women in leadership positions making a difference in not only their organizations but in the community at large. In asking what a few of these local leaders think regarding several key questions, here is what was shared:
42
LynchburgBusinessMag.com
AUGUST/SEPTEMBER 2015
What are some “lessons learned” as a female business leader? As with any effective leader, it is imperative to be willing to learn from your own errors as well as the mistakes of others. When addressing the lessons learned as a business leader, Christine Kennedy—President, Lynchburg Regional Chamber of Commerce—shares the following: 1) own who you are and your strengths and skills, 2) it is key to be confident but not arrogant, 3) listen both to what is and what is not being said as there are clues in every conversation you have regarding motive, goals, fears, insecurities, personality traits and so forth., 4) ask curious questions that get to the motive, 5) learn to play in a space that is typically for men (i.e., golf and other sports) as well as know what they are researching as well as their interests. Being able to hold your own in a conversation means you have done your homework and, lastly, 6) if you find you are comparing yourself to others, look at why. Kennedy concludes that it is usually because you are trying to be something you are not and recommends staying focused on your own strengths and skills as you do not have to compete with others; you only have to compete with yourself!
WOMEN IN BUSINESS
Susan Brown
Kennedy speaks with other chamber members at a recent gathering.
What are ways that you, or women in leadership that you know, experience work-life balance? Kennedy provides some critical advice by first reminding women in business that it is important to schedule extra margin time into your daily routine and then stick to it. Also, let go of guilt when a work issue that seems urgent crops up even when you have already scheduled margin. Ultimately, it is important that business women identify a schedule of margin that works for them. You will need to ask yourself, what is your ideal definition of work-life balance? And then work towards that rather than feeling pressured to do what may work for someone else. Learn to say “no” to things that aren’t in your strength zone or that others could do better. Often, leaders wrongly try to take on more than is necessary or fail to delegate specialized tasks to those who may be better equipped to handle the issues. It is imperative that women in business acknowledge their limitations and surround themselves with individuals who are subject matter experts to support them in achieving the goals of the organization while maintaining a healthy work-life balance. Brown posits there are two easy ways to experience work-life balance. First, “go home” … as there will always be more to do. Unless the deadline is in three hours, find
Polished to Perfection Serving Lynchburg, Forest, Bedford, Smith Mountain Lake, Madison Heights and Surrounding Areas
Aim and Shoot Photography
Susan Brown—Director of Special Events & Communications, Bedford Area Chamber of Commerce—shares “metric goals are not directly indicative of a job well done. Don’t beat yourself up for forces out of your control if you are truly proud of the work you put in.”
The Area’s Premiere Cleaning Service for Any Budget, Lifestyle & Schedule Commercial • Residential New Construction • Post-Remodeling
Licensed, Insured, Lynchburg College Graduate and Board of Alumni, Bedford Chamber of Commerce, Business with Integrity Group
Call for a Free Consultation • 434-222-4122 • www.polishedcleaningva.com AUGUST/SEPTEMBER 2015
LynchburgBusinessMag.com
43
WOMEN IN BUSINESS Christine Kennedy
a place to pause the project and leave the work “on time” as much as possible. Second, when you are home “be home”—do not keep checking emails once you do leave the office. This does not mean you have to be “off of the grid.” Brown shares, “My colleagues know that if they have something important to share with me after hours, they can reach me by text. Otherwise, I will address any questions or concerns the following business day.” It is more important to identify what matters the most, prioritize these things, build a coalition of support and commit to a healthy, balanced life. When this is done, the contributions made in each area of life are more likely to be addressed with the appropriate care and concern for excellence.
What are some unique challenges women in leadership positions experience? Despite the fact that women have been found to have equal intelligence and a capacity for innovation, research shared by the Society for Human Resource Management that was conducted by the Pew Research Center in 2014 indicates that women continue to “have to do more than their male counterparts in order to prove themselves.” This is in spite of the fact that women were found to be more organized and compassionate as leaders than their male counterparts. 44
LynchburgBusinessMag.com
AUGUST/SEPTEMBER 2015
One of the additional challenges for women is the continued salary gap between the total rewards earned by women as compared to men holding the same or similar positions. “Women continue to experience issues related to the glass ceiling and most notably, we still have work to do with regard to salary equity” Kennedy states. Research indicates this experience continues to be an issue across the United States. In spite of the great strides women in the workforce have made in obtaining and sustaining leadership positions, there are some unique challenges still to be addressed. An additional question that should be asked is “does your company have gender equality with regard to compensation, benefits, promotions, career advancement, development and training opportunities?” If not, what can you do to ensure your organization is not only compliant with federal legislation, but providing women fair and equal treatment with regard to all employment practices? Further, “there still seems to be a stigma, even from other professional women, that the physically demanding tasks call for assistance from a man,” says Brown. “While I appreciate help from the opposite gender, I don’t rely on it to get a job done. I can lift just as many tables or carry just as many chairs and look great in my high heels doing it!” This statement addresses the issue of not stereotyping women as less than capable or inferior simply due to gender. Rather, effective leadership characteristics and the capacity to add value to an organization in all tasks and responsibilities within an organization must be addressed based upon the knowledge, skills and abilities of each individual regardless of gender.
What ‘words of wisdom’ would you say to a young female professional desiring to serve in a leadership position in the future? It is important to remember that being a leader is not the same as being bossy and that business women must step up to the plate to lead by example and show appreciation whenever they can, suggests Brown. The newest generation in the workforce desires constructive feedback, and it is our responsibility to impart truth in a transparent and constructive manner. In order to continue to move into leadership positions, women will need to exhibit a humble confidence in their skills. As the new generation of women enters the workforce and prepares to accept leadership roles, it is imperative they have occasions to be mentored and experience opportunities to develop their business acumen. Celebrate the female leaders in our organizations now and explore ways in which our organizations can ensure these highly capable individuals have ample opportunity to utilize their gifts and talents while adding value to our organizations.
Real Women Real Business
Cindy Greer Curtains, Blinds & Bath
The best advice I ever received. . . was from my dad. He has always said, “work hard and do your very best.” The definition of “success” is: doing what you love each and everyday. For me, it is working with my family, our great staff and the wonderful customers we have at Curtains, Blinds & Bath. What I appreciate about the business community in Lynchburg is: the way that they come together to help those in need. We just finished up our yearly fundraiser for “Gleaning For The World”—the Wings Ministry, and we were touched by all of the businesses that donated! The most important lesson I’ve learned in business is: to never give up! Keep persevering. We have owned our business for over 22 years, which means that you are constantly reinventing yourself. Life is not without it’s challenges or mistakes. It’s how you handle the mistakes that make the difference in your business!
SPECIAL SECTION
18458 Forest Road | Forest, VA, 24551 | 434-385-6040 | www.curtainsblindsbath.com
LEADING LADIES
DIANE SCOTT SWAIN Occupation: Elementary School Principal for Lynchburg City Schools
Hometown: Lynchburg, Va.
P
rincipal Swain was Lynchburg City School’s longest standing administrator until her retirement this past June. At the close of her 46 years in education, we asked her to share her wealth of experience with us.
What drew you to education, and what did you teach initially? I had so many extraordinary teachers in elementary school [who] made learning so much fun [and] were great role models; I wanted to be just like them. I taught kindergarten at Garland-Rhodes Elementary School and Bedford Hills Elementary School. . . . I was assigned to be Principal of Sheffield Elementary in August of 1989.
What lessons have resonated with you over the years? It is important to develop trust among students, parents and employees. They have to know that you care about them and have their best interest in mind. Faculty and staff need to feel supported; students and parents want to know that you care about their well-being.
What advice do you have for those who work in managerial and leadership positions? Hold your employees accountable, reward them for their good work, celebrate successes and treat all with respect.
46
LynchburgBusinessMag.com
AUGUST/SEPTEMBER 2015
LEADING LADIES What advice do you have for women who are in leadership positions? The process of coming to see oneself as a leader, as well as being seen by others as a leader, is a delicate process. There is so much more to being a leader than simply being given a leadership position, acquiring new skills and adapting one’s skills to the requirements of the job. There has to be an identity switch. Women in leadership positions should internalize a leadership identity, and they should develop a sense of purpose. As leadership skills grow, opportunities to demonstrate them will expand [and] organizational endorsements become more likely. Such affirmation gives women the fortitude to experiment with new ways of exercising leadership.
What unique challenges do women in leadership face? Second-generation gender bias presents a challenge to women in leadership; women and men should be educated about second-generation gender bias. Safe identity workspaces must be created to facilitate transitions to leadership roles with more responsibilities. Fortunately, I have had administrators who have taken steps to assure that organizational structures, practices and policies are void of second-generation gender bias.
What are the advantages to persevering in one career as you did? What would you recommend that young professionals do today? I recommend young professionals follow their passion. . . . When I started working in 1968, I was interested in gaining stability, settling down and rearing a family. I and other baby-boomers were long term oriented. I considered myself an educator for life. By persevering in one career, I’ve been able to receive yearly professional development opportunities; I’ve had various leadership roles during my tenure. These opportunities have enabled me to have different jobs without leaving the school system.
What advice would you give someone who is at the start of his or her career? Everyone is born with special talents and abilities. Align your natural talents and abilities to your chosen profession. When you do this, you will truly feel that you haven’t worked a single day in your life.
School administrators must juggle a never-ending list of responsibilities and interact with a large number of shareholders. What was your secret to finding a balanced approach? Balancing all the responsibilities is an awesome challenge. First, you have to be open and honest about what balance means and what works for you. … Set boundaries for yourself and respect them. … Concentrate on what really matters. Don’t waste time. This requires a lot of planning and structure. Embrace the “off ” button. . . this gives you more time to reflect, focus, recharge and plan. Lastly, if you plan to have a long, healthy and productive career, you need to pace yourself. There are times that you must increase the pace to prepare for “takeoff ” and other times you can relax at a “cruising altitude.”
For working mothers, what are your thoughts on finding a balance between “work” and “family?” Tight scheduling is extremely important. When planning your week, you must schedule time for family. It is so important to have good childcare. Avoid starting days disorganized. Prepare everything the night before. Write every activity and event for the week on a calendar on Sundays. Share the information with everyone—including babysitters. Have a special spot for [everything]. Talk with your employer to discuss your personal needs for special schedule arrangements. Be open and honest. When you’re on vacation, be sure to concentrate on your family and their interests. Do not use cell phones or other devices. Spend time with your partner. Nurture that relationship because that is the person who will give you undying support. Lastly, make time for yourself. Eat well, exercise and get plenty of rest.
What do you consider to be one of your greatest accomplishments, and why? I have been recognized for creating an outstanding school culture. Faculty and staff have reported that they have thrived in the environment, [and] there has been extremely low turnover over the years.
Share some about your personal background: I was born in Atlantic City, N.J. and moved to Lynchburg at a very young age and was reared by my grandparents. I received a Bachelor of Science degree in Education from Hampton Institute [now Hampton University]. I was employed as a kindergarten teacher in Lynchburg City Schools in 1968, received a Masters of Education Degree from Lynchburg College in 1977 and attended the University of Virginia for further study. Currently, I’m president of The Lynchburg Chapter of the Links, Inc.— an international nonprofit—one of the nation’s oldest and largest volunteer service organizations. . .committed to enriching, sustaining and ensuring the culture and economic survival of African Americans and other persons of African ancestry. In retirement, I plan to stay active for the rest of my life. . .to enjoy every second and to revisit Paris, Florence, Pisa and Rome.
What do you enjoy about this region? [It’s] beautiful—I love the Blue Ridge Mountains; Lynchburg is quiet, peaceful and a great place to raise a family. The central location makes it convenient for travel to larger cities.
What’s the best piece of advice you’ve ever received? The words of Kouzes and Pozner have inspired me over the years: “Leaders stand up for their beliefs. They practice what they preach. They show others by their own example that they live by the values they profess. Leaders know that while their position gives them authority, their behavior earns them respect.”
What one piece of advice would you share with others? We need to be positive, charismatic, dynamic, courageous, credible, enthusiastic, caring, compassionate and competent. We need to be cheerleaders focusing on the positive miracles happening every day. We need to lead by example. What we say, we do!
Any closing comments – feel free to share! We can make a difference! Many of us entered education because we believed we could make a difference in children’s lives. As educators we cherish and value the educational process. From our own childhoods, we can remember teachers who gave us support, enhanced our self-image and taught us how to think for ourselves. As school administrators, we know that there is no greater adventure than the path to knowledge and understanding. We need to celebrate our profession and honor dedicated teachers by affirming as educators, we can and do make a difference in children’s lives. AUGUST/SEPTEMBER 2015
LynchburgBusinessMag.com
47
BUSINESS PROFILE
Seiontec Systems’ owner Darrell Haag
U N D E R
BUSINESS T E N
Y E A R S
SEIONTEC SYSTEMS
Serving a Local, Niche Market BY C AT HERI NE C HAP M AN M OS L EY
T
he genesis of Seiontec occurred in 2005 when Network Engineer Darrell Haag was living in Atlanta, commuting to and from work with a lot of time to think.
“I spent a lot of time looking at the dashboard,” recalls Haag, “and I kind of had an idea in my head of what I wanted to do. I was looking for something more flexible and more entrepreneurial.” Haag had been involved in several startups and wanted to do more. He knew that many corporate IT products are out of the price range of some small and medium-sized businesses. Those businesses don’t have the time to spend waiting on the outsourced customer service centers of big corporate America.
48
LynchburgBusinessMag.com
AUGUST/SEPTEMBER 2015
“It boils down to time,” says Haag who found a niche by tailoring solutions for smaller businesses at a reasonable price and incorporated Seiontec Systems in 2009. Services provided by Seiontec Systems include TV, Internet and phone. Unlike larger providers, there is local support. The company website also boasts simplified billing and savings over national companies. Customers are “not a number.” “We are a local company, and we try and use other local businesses whenever possible” says Jimmy Lakes, general manager of Creditors Service Agency. “When we call Seiontec with a problem, we don’t have to wait days or even hours; they are helping us in minutes.”
BUSINESS PROFILE How did Haag get the name? “I way overthought it,” Haag admits, explaining “Seion” means “Zen” and “Tec” obviously refers to “Technology.” The name symbolizes his customers will have tranquility in knowing their tech needs are taken care of. Moving to Virginia in 2007, he first started working out of his house, then his garage. Starting out with no hardcore products or services, his customers simply asked him to do things, and as he did, he developed the company’s products. Hiring his first few employees, the team outgrew Haag’s house before moving into the Tarkington Building on Memorial, and eventually moving to the company’s current location on 12th Street in another one of Haag’s projects— the Momentum CoWorking space—which he opened in 2013. “I learned about co-working spaces while shopping for furniture in Roanoke, and I accidentally stumbled upon one,” says Haag. “I thought we needed to have that in Lynchburg. We all need to try and help other folks starting out their new businesses. You can’t meet customers in a garage.” And that’s what drives Haag. He wants to do something “cool,” to make his mark at the end of day. And that is a pivotal cornerstone for Seiontec. The company focuses on connecting—not just networks—but people. Collaboration is a key element of the corporate culture.
“Our company is geared to help people and their businesses to be better,” he says. “If you help people, the money will come.” Haag isn’t big on titles either. When asked his title, his response is “Chief Cook and Bottle Washer,” explaining he has worked in startups previously in which people were more focused on titles than other more pressing issues. Ultimately, Haag declares, “Who cares about titles? Let’s see what we can do. Let’s collaborate!” Haag explains that it takes a very unique mentality to be a successful entrepreneur. It’s a very delicate balance: “You have to feel comfortable under duress. Every day you fight the struggle; you juggle. You have to manage stress with no constant paycheck.” And helping other entrepreneurs is something Seiontec Systems does well. Abe Loper says Haag was supportive when Loper reopened the White Hart on Main Street in downtown Lynchburg.
“Darrell was immediately helpful,” stresses Abe Loper who has also worked with Haag. “He’s big on local businesses. We chose to work with them over Comcast and AT&T because I can text the owner, and he gets back to me immediately. The team is small, right downtown and the accessibility of the techs is amazing. Help is right at our doorstep. We have found no difference in quality of service; in fact, Seiontec has a better uptime. Their network goes down less frequently than Verizon.” But finding a balance between helping others and clearing a profit can be tough. When you hire people, the stakes are even higher because you are responsible for their paychecks also. Starting on his own in 2009, Haag’s team is now up to 10. “I do a lot of motivating and encouraging the group to keep them focused,” shares Haag. “I have a good team of guys.” What’s new on the horizon for Seiontec? The first carrier class Ethernet exchange and web hosting data center will launch in Lynchburg on August 1. This type of data center offers extended reach and coverage for carriers and service providers, and will be similar to technology interconnectivity solutions in DC, Atlanta and New York. “This will allow technology companies that come to, or existing • Founded: 2009 bandwidth starved companies to stay, • Employees: 10 in Lynchburg and have easier and less • Location: 700 12th Street, expensive access to massive amounts Lynchburg of bandwidth,” says Haag. “Our
AT A GLANCE
partnership with PEG Bandwith will allow us to bring this bandwidth via fiber to undeserved areas of town. “ “I want to bring a strong technology base to Lynchburg,” says Haag.
• Signs of Growth: Added employees over past year; steadily increasing earnings; serving over 50 regional businesses.
RIGHT: Haag and some of his employees pose outside the 12th Street Momentum Coworking space he opened in 2013. BOTTOM: Haag prioritizes connecting with customers and other entrepreneurs above profit margins—a core principle that motivated his decision to open Momentum, which is housed in a renovated historic building.
AUGUST/SEPTEMBER 2015
LynchburgBusinessMag.com
49
MADE IN LYNCHBURG
HIGHLIGHTING LOCAL PRODUCTS AND MANUFACTURING THROUGHOUT THE REGION 2000 PARTNERSHIP
Capps Shoe Company U.S. Made Shoes Since 1997, Capps has been manufacturing footwear for every division of the U.S. Military. The company, which has earned the highest quality and service rating given to shoe manufacturers by the Defense Logistical Agency, makes 2,300 pairs daily at their factory in Gretna, Va. They are currently the largest dress shoe manufacturer for the U.S. Department of Defense supplying both men’s and women’s footwear and were recently added to the list of the top 500 Federal contractors in the United States. (434) 528-3213 http://uniform.usmadeshoes.com
Capps “trooper” pattern, which is primarily used by law enforcement, at the base of Monument Terrace in Lynchburg.
50
LynchburgBusinessMag.com
AUGUST/SEPTEMBER 2015
Let Us Know! Do you know of a product manufactured locally? Let us know at feedback@lynchburgmag.com
WE ARE yOUR IT CONSULTANT, SERVER AND PC gURU, IT SECURITy ExPERT, NETWORk INFRASTRUCTURE ENgINEER AND OVERALL IT SUPPORT TEAM.
BUT MOST OF ALL, WE ARE YOUR PARTNER.
WHAT WE OFFER Next Generation Firewalls Botnet Protection Intrusion Prevention Endpoint Protection Vulnerability Assessments System Monitoring Encrypted Email
Since 1978, Benchmark ProTech has been partnering with our clients to help them gain efficiencies through technology. We don’t just sell products and services, we engineer solutions. In fact, we’ve been doing it longer than any other IT company in our region.
PC & Server Exploit Patch Management
We start by learning about your business and its unique requirements and objectives. We then design appropriate solutions, implement the chosen technology components and provide on-going support to keep everything running smoothly.
Data Loss Prevention
Benchmark ProTech serves businesses with as few as one computer to those with hundreds. We are able to both supplement your internal IT capabilities and be your entire IT department. Contact us today for your free initial consultation.
Spam, Phishing, Malware and Virus Protection Vulnerability Scanning Employee Data Security Training Drive Encryption Data Destruction Services
PRODUCTS AND SERVICES Microsoft Office 365 Plans Microsoft Azure Cloud Computing Network Documentation Web Content Filtering Remote Access Solutions Microsoft Hosted Exchange On-Premises Exchange Server Wireless Access Server Virtualization On-Site and Off-Site Backup Disaster Recovery Planning Consulting
434-528-6526 or 800-779-0902 1112 Church Street, Lynchburg, VA 24504 Facebook.com/BMSProTech Twitter.com/BMSProTech www.benchmarkprotech.com
Network Infrastructure VolP Phone Systems Virus Removal and Repair MAS 100 Accounting Software Authorized Google Apps Reseller
PRSRT STD U.S. Postage PAID PPCO
1264 Perimeter Parkway Virginia Beach, Va 23454
HealthNut Back Cover2.pdf HealthNut Back Cover2.pdf
1 1
1/14/15 1/14/15
3:57 PM 3:57 PM