Serving the greater Lynchburg regiOn
auguSt/SePteMber 2016
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the Liberty Mountain Conference Center is perfect for your next corporate event.
LIBERT YM O U NTAI NC ONFERENCECEN T ER .C O M (434) 592-5600 | LMCC@liberty.edu | 3700 Candlers Mountain Road, Lynchburg, Va. 24502
www.selectivewm.com
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434-515-1517
828 Main St, Suite 1703, Lynchburg VA
“Karl handled the sell of our home in a professional and friendly manner. He gained our trust and respect by delivering exactly what he said in our first meeting.”
— David & Lea “Karl’s advice on how to prepare our house for sale was on point. By following Karl’s advice on pricing and preparation of our home we were able to get an offer very quickly. He and his team communicated with us through the entire process. They took all the stress out of selling our home. Thanks Karl and Team! First class service all the way around!”
— Van Till “Despite the particular challenges we had with selling our house, Karl remained always polite and hopeful and demonstrated a thorough knowledge of the business.”
— Bob Yoder “Karl is the best realtor we will ever have. He cares, he’s informative and he is an exceptional multitasker. He gets the job done and goes above and beyond to make sure your transition is smooth. I’ll recommend him to everyone! Thanks Karl & Team.”
— Gibson
K
Team
Karl Miller D a l t o n & C o m p a n y, I n c .
The market has changed! As of July 11th median days on the market is 70 for the 389 pending home sales in Lynchburg and surrounding counties. Call us to find out how we can help you get to where you want to go!
(434) 239-2394 | WWW.KARLMILLERTEAM.COM Mark A Dalton & Co Inc.
INSIDE LB
TABLE OF CONTENTS August/September 2016
FEATURES 15
UPFRONT
7 BY THE NUMBERS 8 IN THE NEWS
HEALTH MATTERS
10 MOVERS & SHAKERS 12 LET’S DO LUNCH
15
Main Street Café and Coffee
13 PLUGGED IN
Prevent Computer Overuse Injuries
20
BUSINESS OVER 10 Joe Beans
COLUMNS
23
18 HEALTHCARE
LEADING LADY
The Most Important Job— Parenthood
26 REAL ESTATE
Peaks and Valleys
Allison Stronza
24
20
LEADER PROFILE Bonnie Svrcek
28 COMMERCIAL REAL ESTATE
30
Decoding Demographics
BUSINESSES OVER 100 YEARS
39 FINANCIAL
Taking the Long View
Success Stories from 4 Local Businesses
41 MARKETING
Mailbox or Inbox?
30
53 LEGAL
The Pros of Pro Bono
43
MEETING PLANNER GUIDE Technology and Team Building
47
57 HUMAN RESOURCES
Meeting Their Needs— Women in the Workplace
SPOTLIGHT ON TRANSPORTATION 3 Big Projects in Central VA
MADE IN LYNCHBURG
58 VIDEO AERIAL SYSTEMS
47
54
BUSINESS UNDER 10 Relevant Law AUGUST/SEPTEMBER 2016
LynchburgBusinessMag.com
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INSIDE LB
EDITOR’S LETTER
T
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.
hink about the place you work right now. Maybe it’s a small business, a large company—maybe it’s yours and you own it.
Now, think about your same establishment and
look like in 100 years. Kind of mind boggling isn’t it? Hopefully, by the year 2116, the commute will be much better because cars will be flying, you will be able to teleport to your next sales call and robots will be handling any workplace printer problems. But in all seriousness, it’s not a lucky setup that enables a business to stay afloat for more than a century. So much changes, and not always in a good “flying car” kind of way—sometimes the economy tanks, bad management takes control or technology causes society’s expectations or demands to do a U-turn. Owners have to adapt with these challenges and find a way to stay relevant and thriving through the decades. In this issue, we set out to hear the success stories of four, long-time local businesses—two founded in 1890, another in 1891 and the fourth in 1897. (To put those dates into perspective to flying cars, the first gasoline-powered car wasn’t sold in the U.S. until 1896.) Starting on page 30, take a step back in time with John Stewart Walker Realty, N.B. Handy, L. Oppleman and Schewels. Read about their histories and hear what each owner believes helped his business stand the test of time. Go back 100 years, and women didn’t have much of a place in the workplace. Boy, have things changed. On page 24, hear from Lynchburg’s new city manager, Bonnie Svrcek, the city’s first female in the role. And our columnists tackle some issues about women in business. On page 18, what every employer should know about a woman’s maternity leave. And if my multiple mentions about flying cars have you daydreaming about the future of transportation, on pages 47-50, check out our in-depth look at a few big projects going on in Central Virginia right now. No flying cars in the forecast just yet—but regional business leaders are really excited about the progress on the Odd
Photo by Chris Breedlove
the product or service you sell…and what it could
Publisher Randy Thompson Managing Editor Shelley Basinger Editorial Director Angela Blue Contributing Writers Shelley Basinger, Drew Menard, Megan House, Emily Mook, Suzanne Ramsey, Chelsea Sherman Vice President of Production Holly Watters Art Director Chris Meligonis Client Relations Manager Brittany Proctor Contributing Designers Josh Haralson Web Creative Director Chris Murphy Sr. Web Developer & Web Administrator Brandon Litchfield Web Developer Caleb Whitehead SEO Analyst Michael Saks IT Marketing Consultant William Warford Web Marketing & Promotions Manager Kathryn Kelly Photography LaShonda Delivuk, RJ Goodwin Vice President of Sales & Distribution Paul Brannock Account Executive/Team Leader Missy Celli Account Executives Carolyn Keeling, Tina Moon Customer Service Representative Keely Miller VistaGraphics Staff Copy Editor Robin Cather Controller Anita Burns Accounting Manager Dawn Meehan Accounting Clerk Kelsey Stephens Office Manager Tracy Thompson Contributing imagery supplied by Thinkstock.com
WWW.LYNCHBURGBUSINESSMAG.COM Proud Member of:
Fellows Road interchange and related-improvements and a proposal to bring a free bus to Downtown Lynchburg’s business district. We also checked in on the push to bring an Amtrak stop to Bedford and the impact it could have on the town’s economy. I’m very fortunate my commute to work is simply a few steps from the bedroom to my desk (or, let’s be honest, the couch sometimes). I’m also blessed to be a female in a leadership role and will be taking some maternity leave, myself, sometime in August. For the next issue of Lynchburg Business, I will be taking care of a new “work at home” project. And after writing this letter I can’t help but wonder—will my baby girl get a chance to drive a flying car one day?
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. © 2016 - 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 2016
Shelley Basinger, Managing Editor Shelley@lynchburgmag.com 6
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AUGUST/SEPTEMBER 2016
ADVERTISING DEADLINES Advertising Space Reservation............................. August 31 Editorial & Events.................................................... August 31 Final Artwork....................................................... September 5 For Advertising or Distribution Information, Please call 757.213.2461 or email paul@vgnet.com
BY THE NUMBERS
BY THE NUMBERS
1.4% Virginia’s GDP growth in 2015, according to U.S. Dept. of Commerce
24%
4
Boost in riders expected by adding Bedford Amtrak stop. More on page 47.
16%
Number of Joe Beans locations in Central VA. More on page 20.
$5.27
500
Number of new jobs coming to Central Virginia. More on page 8.
U.S. workers with access to paid family leave. More on page 18.
Proud Member of: American National University Alumni
Lynchburg RMA Member Bedford Chamber Member PNG Member
In Business for 33 Years
Investment to community for every dollar supporting Legal Aid. More on page 53.
$19 Million Cost of Odd Fellows Road transportation project. More on page 47.
Turner & Associates
70 business plans prepared over the past 10 years, with all receiving financial funding
Business Plans • Business Reviews Bookkeeping Services • QuickbooksPro Training Resume Preparation • Tax Preparation
We know exactly the help entrepreneurs need, because we are entrepreneurs!
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Business plans created for every type of business
(434) 420-2683 | RETURNER1964@GMAIL.COM AUGUST/SEPTEMBER 2016
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UPFRONT
IN THE NEWS ECONOMIC DEVELOPMENT
BIG ANNOUNCEMENT FOR LYNCHBURG, DOWNTOWN BUSINESS DISTRICT
P
acific Life Insurance Company says it will invest nearly $4 million to open a business center in downtown Lynchburg, following the acquisition of the term life new business platform from Genworth Financial, located at 700 Main St. “Pacific Life’s decision demonstrates that Lynchburg is not only a great place to live, work and play but also an excellent place to do business,” said thencurrent Mayor Mike Gillette. In February, Genworth laid off 200 Lynchburg employees. As a part of this transaction, Pacific life says it has hired current and former Genworth staff. The project is expected to create 300 new jobs over the next three years. Governor Terry McAuliffe applauded Pacific Life for investing in “one of the best business regions on the East Coast.” The president and CEO of the company, Jim Morris, also praised Lynchburg and says the company is looking forward to the expansion. “The diverse and educated workforce of Virginia will allow us to continue providing superior customer service to our policy owners as we expand into new markets. And Lynchburg’s vibrant downtown is the ideal place for our employees to work,” said Morris. The Virginia Economic Development Partnership worked with the City of Lynchburg and the Lynchburg Regional Business Alliance to secure the project for Virginia. Governor McAuliffe approved a $500,000 grant from the Commonwealth’s Opportunity Fund to assist Lynchburg.
OREGON-BASED COMPANY CHOOSES ALTAVISTA FOR NEW REGIONAL LOCATION
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tandard Insurance Company will open a satellite office in Altavista, creating 200 new jobs. “We took a great deal of care in choosing this location…” said Dan McMillan, vice president of Employee Benefits. “In addition to the concentration of talent in the area, Altavista, Lynchburg and the surrounding communities in Campbell County are a strong match with our corporate culture.” The company says the first priority will be to establish and build teams supporting its Life and Disability Services organization. The goal is to have the office staffed and operational in September 2016. 8
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AUGUST/SEPTEMBER 2016
INTERNATIONAL ORGANIZATION MOVES TO BEDFORD COUNTY’S CAER
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here is new life at the Center for Advanced Engineering & Research (CAER) in Bedford County. County economic development leaders say a new international cyber security organization moved into the facility July 1. The International Critical Infrastructure Security Institute (ICISI) will offer cyber security research and workforce development support to the owners and operators of nuclear energy and other critical infrastructure firms. “This will help organizations manage the tremendous threat of cyberattacks,” said Bob Bailey, executive director of the CAER. According to Del. Kathy Byron, having ICISI in Bedford County “has the potential to attract firms to our region that are seeking to commercialize their products and services.” The Virginia Tobacco Region Revitalization Commission recently authorized a $40,000 grant to assist with the project. The county’s Economic Development Authority provided a matching grant.
RELOCATION
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LYNCHBURG REGIONAL BUSINESS ALLIANCE ANNOUNCES MOVE
he newly-formed Lynchburg Regional Business Alliance will soon have a new, much larger home. In June, the Alliance Board of Directors and the Alliance
Foundation’s Board of Directors unanimously voted to purchase the James River Conference Center (JRCC) on Court Street. “Being in the downtown area not only places us in the center of the region geographically, but also ideally positions the Alliance to provide expanded economic development resources to all sectors of our economy,” said Alliance Chairman Larry Jackson. The JRCC is also easily accessible from highways. And with over 24,000 square feet, the building offers plenty of office and meeting/conference space. “This is an exciting and innovative decision for the Alliance—the evolution of a central idea: a location that appropriately represents a progressive,
UPFRONT collaborative and dynamic business community,” explained Megan Lucas, Alliance CEO and Chief Economic Development Officer. The Alliance was formed in January, a merger of the Lynchburg Regional Chamber of Commerce and the Region 2000 Business and Economic Alliance. Currently, the Alliance works out of an office on Memorial Avenue. Before the merger, they were slated to move to a building on Border Street. The Alliance cited costly renovations as a reason to look elsewhere. The Alliance owns both properties and both will be conveyed to complete the move to JRCC. Alliance leaders say the bid and selection process is underway, and they hope to begin renovations on the building as soon as possible.
NEW REGION 2000 WORKFORCE CENTER OPENS
T
he Region 2000 Workforce Center has a new location that will hopefully make it even easier for those who are unemployed to find a job. On June 27, local leaders gathered for a ribbon cutting ceremony at the center’s new location in the same building as the Virginia Employment Commission on Odd Fellows Road. Virginia Secretary of Commerce and Trade Maurice Jones attended and spoke at the event. The Region 2000 Workforce Center services include workshops, skills assessments and resume assistance. The center is free and open to the public.
HEALTH AND FITNESS
LOCAL COMPANY AWARDED FOR CLINIC CONSTRUCTION
F
ollowing the creation of the new Centra Southside Medical Center in Farmville, the Virginia Society of Healthcare Engineers (VSHE) honored Jamerson-Lewis Construction with its “Teamwork Award” in May. Jamerson-Lewis renovated a former 52,000-square-foot big box store in Farmville’s Southgate Shopping Center, turning it into the new medical facility. The VSHE award recognized Jamerson-Lewis for “making valuable and lasting improvements to the Healthcare Physical Environment of Care.”
CENTRA EXPANDS PACE PROGRAM TO PITTSYLVANIA COUNTY
LOCAL EMPLOYEES TAKE PART IN 2016 100 MILE CHALLENGE
I
nstead of eating lunch at your desk, why not spend part of your break taking a walk outside? On July 1, workplace teams started participating in the Live Healthy Lynchburg 100 Mile Challenge. The goal for each individual is to run or walk 100 miles through Sept. 24. Participation is encouraged by Work Healthy, an initiative led by the Lynchburg Regional Business Alliance and Genworth. Studies show companies with worksite health programs lower sick leave absenteeism by 27 percent and health care costs by 26 percent.
COMMUNICATION
INCOMING CITY MANAGER INITIATES NEW WEEKLY PUBLICATION
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n the first day of her job, City Manager Bonnie Svrcek announced a new weekly publication called “Notes from the City Manager’s Office.” The purpose is to highlight significant events from the city manager’s office for city council, city employees and local media. Publication items may include leadership changes within city council or the status of grant opportunities. The publication is also available to citizens at www.lynchburgva.gov. Read more about Bonnie Svrcek and her new role on page 24.
STAY UP-TO-DATE ON REGION’S ECONOMY WITH NEW TALK SHOW
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he work week doesn’t end at 5 p.m. on a Friday for the top leaders of the Lynchburg Regional Business Alliance. On Saturday at 9 a.m. and Sunday at 11 a.m., you can tune into BIZ TALK Live! on WIQO/100.9. The new radio show is produced in partnership with the Alliance and The Virginia Talk Radio Network and is hosted by Megan Lucas, Alliance CEO; Christine Kennedy, Alliance COO; and Mike Lewis, Alliance VP of Business Services. The show, which debuted in April, focuses on local business leaders, news, trends and successes in the Central Virginia region.
A
new Centra facility is now open in Gretna. The building houses Centra’s Program of All-Inclusive Care for the Elderly (PACE), which provides healthcare services to people 55 or older who meet nursing-facility requirements. With PACE, these individuals are able to remain in their homes. Verna Sellers, M.D., director of the PACE program, says the facility was needed in Gretna, citing its growing aging population. AUGUST/SEPTEMBER 2016
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UPFRONT
HELPING THE COMMUNITY
NEW DOMINION SOLAR DONATES TO LOCAL NONPROFIT
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ew Dominion Solar has announced the donation of a complete solar PV system to Concord-based Gleaning for the World. Why Choose Solar Power? The local, veteran-owned solar company chose Gleaning for the nonprofit’s • Save Money critical work in disaster relief efforts, including helping tornado victims in • Grid Independence • 30% Federal Tax Credit Appomattox and flood victims in West Virginia. • Increased Property Valuesput “It’s really easy to talk about helping people, so we thought we would • Industry’s Longest Warranties our money where our mouth is,” said Jim Brady, owner of New Dominion. • Conserve Resources While this donation is a big commitment for a small company, Brady • Zero Pollution says they got into the renewable energy business toWant maketoa Make difference. • You a Difference! He emphasized that an organization like Gleaning be able Call or will go online todayto to leverage schedule athe free, no-obligation consultation to see how the savings from solar and put money back into power their of mission of disaster relief. the sun can be put to work for you!
www.NewDominionSolar.com (434) 200-9094
MERGER
APPOMATTOX, VIRGINIA BEACH BUSINESSES JOIN FORCES
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MOVERS & S HA K E R S
wo businesses with a lot in common have merged, expanding their impact in Virginia. Appomattox-based Evergreen Basement Systems, Inc., and JES Foundation Repair (JES), based in Virginia Beach, are both privately owned, family businesses that were established in 1993. They both specialize in residential and commercial foundation repair, crawl space moisture control and basement waterproofing. “It’s great that we’re growing into a world class company, while retaining the personal focus to service that a small family business offers,” said Shauna Parsons, co-owner of Evergreen Basement Systems. Evergreen is based in Appomattox but has locations throughout Southwest Virginia. JES is located throughout Maryland, Washington, D.C., Virginia and North Carolina.
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The new Appomattox office will be added to JES’ three other locations in Virginia, including Virginia Beach, Chester and Manassas. While the merger with Evergreen extends JES’ service area throughout the entire state, the addition of JES will provide Evergreen with new capital and resources, including professional engineers on staff.
WOMEN IN LEADERSHIP
ANOTHER HISTORIC MOVE FOR LYNCHBURG GOVERNMENT
F
ollowing the appointment of Bonnie Svrcek to the post of city manager, for the first time in Lynchburg’s history, women are at the helm of city council. On July 1 in an organizational meeting, council elected Joan Foster to serve as mayor and Treney Tweedy Joan Foster to serve as vice mayor. Foster is an at-large council member and was elected to council in 2002. She previously served as mayor from 2006 to 2012. Foster currently is the director of development at Lynchburg Beacon of Hope. Elected in 2014, Tweedy is also an at-large council member. She is a former member of the Lynchburg School Board and currently works for Goodwill Industries of the Valleys. Treney Tweedy
ALLIANCE EXECUTIVE BEGINS NEW ROLE
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ne of the top leaders of the Lynchburg Regional Business Alliance is now in charge of the Virginia Association of Chamber of Commerce Executives (VACCE). Christine Kennedy, COO and executive VP of the Alliance, began her role as president of the VACCE on June 24. As President of VACCE, Kennedy will preside over the VACCE Board meetings and will represent VACCE on the Virginia Chamber’s Board of Directors. Kennedy has over 15 years of experience in the Chamber of Commerce industry.
OLIVIA BEAVON— New director of special events and communications for the Bedford Area Chamber of Commerce. Beavon is a graduate of Liberty University with a degree in public relations/advertising. She previously worked for Stewart Langley Properties as the marketing and administrative coordinator.
AHGNES BOLUSA-SABUGO, M.D.— Named 2016 “Provider of the Year” by the Virginia Community Healthcare Association. Dr. Sabugo is a physician at Johnson Health Center in Amherst, where she has been an innovator in care coordination, patient centeredness and the patient-centered medical home model.
DERRICK BROWN— New principal for Paul Laurence Dunbar Middle School for Innovation. Brown served as assistant principal at Amherst County Middle School since 2012 and is known for starting the I.R.O.N men program at Amherst County High School while a teacher there in 2009.
CAROLINE BIGGS— New director of public policy and special programming at the Lynchburg Regional Business Alliance. Previously, Biggs was a legislative aide to State Senator Steve Newman. She graduated from Liberty University with a B.A. in government/public policy.
MATT BRADY— One of the founders of the newlyformed New Dominion Solar, he serves as the company’s director of business development. Brady was trained through the country’s most prestigious solar training school, Solar Energy International, and is one of the few individuals in the Lynchburg region holding a certification from the North American Board of Certified Energy Professionals.
JENNY ENTSMINGER— Agent for the new real estate franchise: NextHome TwoFourFive. Previously in property management for 10 years, Entsminger has worked as general manager for B&C Custom Contracting for two years and has been a licensed realtor since May 2015.
LynchburgBusinessMag.com
AUGUST/SEPTEMBER 2016
UPFRONT
AROUND TOWN
LYNCHBURG INNOVATION WEEK
MAKING ECONOMIC DEVELOPMENT APPROACHABLE
I
n its very first year, turnout was strong at Lynchburg Innovation Week, presented by the Economic Development Authority (EDA). Organizers report about 525 people came out to events at Riverviews Artspace June 2-4. “It was a different approach to traditional economic development events. We wanted to make it more acceptable and open…bring in a younger audience that we don’t normally reach,” said Anna Bentson, assistant director of the EDA. The week kicked off with a pitch competition. The five finalists from Opportunity Lynchburg’s CO.STARTERS program competed for an opportunity to receive a cash grant to open a storefront in the city’s Enterprise Zone 2. The judges awarded five grants to the businesses in varying amounts: $12,000 THE CRAFT CRUCIBLE—Owner, Randy Smith $10,500 GOOD KARMA TEA & WELLNESS—Owner, Cameo Hoyle $7,500 JOY’S ABSOLUTELY FABULOUS TREATS—Owner, Tarsha Joyner $5,000 BENNY SCARPETTA’S—Owner, Amanda Ostrander $5,000 GOLF PARK COFFEE CO.—Owner, Adam Shurr Other events during the three-day event included a workshop led by 18F, the agency that responded to the Healthcare.gov crash, and a screen printing class hosted by nonprofit Vector Space. Alex Johnston, another key organizer for the event and principal consultant for Cities Reimagined, explained how the Innovation Week events reflected three new strategic areas of focus identified by the EDA last year: talent development, entrepreneurship and economic empowerment. “The concentration of higher education institutions in Lynchburg gives us a unique talent advantage. Our goal is to harness the talent of entrepreneurs, college graduates looking for their first job and Lynchburg’s underemployed citizens who need to skill up to find work,” said Johnston.
JOY PETERSON HEYRMAN, PH.D.— New executive director of the Virginia Center for the Creative Arts in Amherst. Heyrman was most recently deputy director for Museum Advancement at the Walters Art Museum in Baltimore. TOM ILLINGWORTH— Regional sales manager for the newly-formed New Dominion Solar in Lynchburg. Illingworth has more than 30 years of sales/management experience, successfully leading sales teams in multiple industries. Transitioning into the solar industry when he arrived from Pittsburgh more than five years ago, he is a passionate advocate for renewable energy.
She and Bentson say Innovation Week will not stay the same every year, giving the business community something new and fresh to look forward to each time. “As this event evolves, our main goal is to provide opportunities for learning and connection between members of our business community. We are excited to see this concept grow and change!” said Johnston.
SUSAN MCCAFFERTY— Named 2016 “Staff Member of the Year” by the Virginia Community Healthcare Association. McCafferty is an outreach and enrollment specialist at Johnson Health Center in Amherst, where she works within the community to expand access to affordable and quality healthcare.
YONNIE SCHEWEL— Received the first annual Marion T. Baker Award for Pro Bono Service given by the Lynchburg Bar Association and Virginia Legal Aid Society (VLAS) in May. Through VLAS’ Pro Bono Involvement program, Schewel has taken numerous cases for VLAS involving family law, guardianships, housing and special education.
JEFFREY W. MYERS— Recently honored as a 2015 Top Advisor of Cadaret, Grant & Co., Inc. Myers is the AAMS-certified Founder and Managing Director of Jeffrey Wealth Management in Lynchburg with over 17 years in the financial services industry and a degree from Indiana University’s Kelley School of Business.
BRANDON TOMLIN— Partner in Lynchburg’s newest real estate franchise: NextHome TwoFourFive. Tomlin is also managing partner of B&C Custom Contracting and Phoenix Custom Homes.
AUGUST/SEPTEMBER 2016
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UPFRONT
LET’S DO LUNCH! Main Street Café and Coffee BY SH E LLE Y BASI N G E R
What to Expect Wholesome, local food in a welcoming atmosphere.
What to Try If you can relate to Joey from Friends and his extreme love for sandwiches, Main Street Café and Coffee is the place to fuel up on your lunch hour. “We’ve had people from Canada to Denver to Detroit say our Reuben is the best Reuben they’ve ever had,” said General Manager Jonathan Mitchell. As our photographer got a few shots of the also popular Club sandwich (right), I had a hard time being patient. But it was worth the wait. Featuring turkey breast and locally-raised smoked bacon layered on a warm panini with ranch dressing, this Club looked and tasted like the real deal. “Our philosophy is make everything in house, make it from scratch and use local ingredients as much as possible,” said Mitchell. Main Street also offers a variety of salads for lunch, a breakfast menu featuring wraps and bagels and some dinner options, including a Cheesesteak Sub served with their soup of the day. Oh, and don’t forget the coffee. Stop by for lattes, cappuccinos and your plain ol’ cup of joe all day long.
The Experience “We have so many people tell us it’s like Cheers. We know everyone’s name,” said Mitchell. It doesn’t take long to become a “regular” at Main Street, and besides the delicious food, it’s easy to see why. From a welcoming chalkboard that asks customers fun questions like “If you could have a superpower, what would it be?” to a playlist featuring anything from jazz to indie music, Main Street is the type of setting to unwind on your lunch break or just hang out with friends or coworkers.
“It’s a meeting place for the community— from the mayor down the average Joe,” said Mitchell. “It kind of breaks down the social barriers in a way.”
AT A GLANCE Location: 600 Main St., Altavista RSVP: (434) 369-2233 Hours: Monday-Friday, 8 a.m. – 7 p.m.
The building itself is a conversation starter. It was a bank in the 1950s and housed the Altavista Journal. The owners, Dale and Lisa Moore, decided to keep as much of the original building as they could when opening in 2007, including the bank vault (above.)
The Extras Main Street is on the map for its gluten-free and vegan food options. They make their own gluten-free bread in house. “We have people from Appomattox, Amherst and Bedford who all come here for the gluten-free food and for our willingness to give them food that’s good for them. And not many restaurants will do that,” said Mitchell. They also have a small vegetarian section on the menu that is always growing, since half of the staff is vegetarian. Mitchell’s goal is to convert more new customers to regulars and make healthy, simple and wholesome dining the norm in this small town. “The community has changed a lot since we opened. It’s so cool to see that,” he said. Visit them online at www.mscc.co.
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1000 Jefferson Street, Suite 2B Lynchburg Visit: StimulusAdvertising.com ADVERTISING
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UPFRONT
PLUGGED IN AUGUST 2 LUNCH AND LEARN SERIES: “WHEN SOCIAL SHARING BECOMES OVERSHARING” PRESENTED BY THE BEDFORD AREA CHAMBER OF COMMERCE
AUGUST 10
AUGUST 20
SEPTEMBER 17
BUSINESS AT BREAKFAST PRESENTED BY THE SUMMIT
SUMMER’S END FAMILY FESTIVAL HOSTED BY THE BEDFORD AREA CHAMBER OF COMMERCE
HARVEST JUBILEE AND WINE FESTIVAL
7:30 – 9 a.m. Discussion about the Department of Labor’s new overtime ruling. $17 for Alliance members; $27 general admission. RSVP by August 5 by calling (434) 8455966 or email info@lynchburgregion.org.
WYNDHURST WEDNESDAYS AT THE SUMMIT
Bedford Welcome Center 816 Burks Hill Rd., Bedford 12 – 1:30 p.m. Bring a bag lunch. $10 for members; $15 general admission.
11 a.m. - 2 p.m. Food trucks and more. Outdoor seating available.
SENATORIAL ROUNDTABLE WITH TIM KAINE
“KEEP THE SPIRIT OF ‘45 ALIVE” CONCERT
Hilton Garden Inn 4025 Wards Rd., Lynchburg 10-11:30 a.m.
AUGUST 6 CHARITY LOT PARTY FOR CENTRA PACE
Lynchburg Harley Davidson 20452 Timberlake Rd., Lynchburg 11 a.m. – 3 p.m. Entertainment by The Blue Band, demo/test rides, food, raffles and more. $10 admission.
AUGUST 9 BUSINESS AFTER HOURS HOSTED BY FIRST NATIONAL BANK
3321 Old Forest Rd., Lynchburg Networking, hors d’oeuvres and beverages. Free admission for Alliance members; $10 general admission includes two drink tickets.
NETWORKING BEFORE NINE WITH THE BEDFORD AREA CHAMBER OF COMMERCE
Select Bank, Bedford 8-9 a.m.
AUGUST 13 National D-Day Memorial 7-9 p.m. Enjoy a special ceremony and concert with the Let’s Dance band to honor the Greatest Generation. Regular fees apply.
AUGUST 18 YPCV NETWORKING SOCIAL
5:35 p.m. Location TBD. Check YPCV.org for updates.
AUGUST 19
7TH ANNUAL WING FLING
Phase 2 4009 Murphy Pl., Lynchburg 5-9 p.m. Food, beverages and music by Funky Bone.
TGIF AT AVOCA HOSTED BY THE ALTAVISTA AREA CHAMBER OF COMMERCE
Avoca Museum, 1514 Main St., Altavista 6-9 p.m. Back-to-School night. General admission is $5.
Forest Presbyterian Church 1226 Two Church Ln., Forest 11 a.m. – 3 p.m. Kids’ attractions/games and local business/ food vendors.
Avoca Museum, 1514 Main St., Altavista 12-6 p.m. Wines from seven wineries, live music, food concessions. Tasting tickets are $15 in advance; $20 at the gate. More information at www.avocamuseum.org/wine
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SEPTEMBER 22
BUSINESS AFTER HOURS – BEDFORD HOSTED BY BEDFORD ROTARY AT BROOK HILL FARM
7289 Bellevue Rd., Forest 5:30 – 7 p.m. Free for members; $15 for non-members.
SEPTEMBER 6 LUNCH AND LEARN SERIES: “SUSTAINING CONNECTIONS, HOW TO DELIVER AND FOLLOW THROUGH” PRESENTED BY THE BEDFORD AREA CHAMBER OF COMMERCE
Bedford Welcome Center 816 Burks Hill Rd., Bedford 12 – 1:30 p.m. Bring a bag lunch. $10 for members; $15 general admission.
Bedford Area YMCA 1111 Turnpike Rd., Bedford 12-7 p.m. Connect with over 50 area businesses. Free to the public from 12-5 p.m. Concludes with a 21+ networking even from 5-7 p.m. for $5.
WOMEN’S LUNCHEON SERIES
Oakwood Country Club 3409 Rivermont Ave., Lynchburg 11:30 a.m. – 1 p.m. Hear from Carrie Tollefson, Olympian and sports commentator.
YPCV NETWORKING SOCIAL
SEPTEMBER 9
5:35 p.m. Location TBD. Check YPCV.org for updates.
GET DOWNTOWN
OCTOBER 6
Downtown Lynchburg 6-9 p.m. The Hill City’s largest street festival featuring food, music and family fun.
LYNCHBURG LABOR AND EMPLOYMENT SEMINAR HOSTED BY WOODS ROGERS LLC
SEPTEMBER 10 SMART BUILDING SEMINAR PRESENTED BY ATELIER11 LTD
1206 Main St., Lynchburg 10-11 a.m. (seminar) 11-12 p.m. (open house) Free and open to the public. RSVP to (434) 846-0004 or amyatelier11@goeaston.net.
SEPTEMBER 13 NETWORKING BEFORE NINE WITH THE BEDFORD AREA CHAMBER OF COMMERCE
Sam’s Club, Lynchburg 8-9 a.m.
COMING NEXT ISSUE!
BEDFORD AREA CHAMBER BUSINESS EXPO
Kirkley Hotel and Conference Center, Lynchburg 8:30 a.m. – 1 p.m. $129/Individual and $90/Group of 3 or more. Tickets at EventBrite.com.
OCTOBER 8 SMART BUILDING SEMINAR PRESENTED BY ATELIER11 LTD
1206 Main St., Lynchburg 10-11 a.m. (seminar) 11-12 p.m. (open house) Free and open to the public. RSVP to (434) 846-0004 or amyatelier11@goeaston.net.
R. Edward Fielding, Inc. parking lot layout & marking
tennis courts • athletic tracks industrial safety aisles A REGIONAL CONTEST IN PARTNERSHIP WITH We will be unveiling the region’s top 20 young professionals.
phone : (434) 845-1740 mobile : fax : (434) 846-2856 (434) 841-8676 refielding@verizon.net AUGUST/SEPTEMBER 2016
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SP ECIA L A DVERT ISIN G SECT IO N
HEALTH MATTERS
PREVENT COMPUTER OVERUSE INJURIES WITH HEALTHY HABITS BY CHE LSE A SHE RMA N
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HEALTH MATTERS
SP ECIA L A DVERT ISIN G SECT IO N
GET ON YOUR FEET— A standing desk (left) is a good option for employees who have a hard time maintaining good posture when sitting.
I
f you work a desk job, at some point you’ve probably heard that sitting at your computer for long hours poses some kind of danger to your health. But what are the real risks, and is there any inherent danger in working at a computer? Dr. Hugh Hagan, III, Section Chief for Orthopaedic Hand Surgery at Carilion Clinic’s Institute or Orthopaedics and Neurosciences, helps separate fact from fiction regarding this modern-day wives tale. “There is nothing inherently evil about a computer. Computers don’t cause carpal tunnel or arthritis,” says Dr. Hagan. “However, there are general recommendations for any job that requires sedentary posture or repetition of tasks that can help people avoid complications.” First, the general rule for people who sit at a desk is to get up and move around every 90 to 120 minutes. Losing yourself in hours of work without taking any breaks can increase your risk for various issues. The next step is to ensure you have proper posture while you work. If you work at a desk, sit upright with your knees flexed. Make sure your legs are not dangling and your back is not arched—both of these can lead to stiffness and pain. Proper posture also includes ensuring your wrists are not strained while you type. If your current desk setup leaves your wrists strained, there are plenty of ergonomic wrist support products available that can help alleviate the strain.
“It’s important to avoid straining your wrists or digging your elbows into the arms of your chair, as these habits can irritate the nerves around those areas and cause problems,” says Dr. Hagan. 16
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Your neck position is another crucial aspect of proper posture. You should be looking squarely at your computer screen, not up or down. Straining your neck either up or down can lead to tightening of the ligaments of the neck, which then leads to nerve irritation. Another option for those who can’t seem to maintain good posture at the computer is a standing desk. A comfortable standing posture on a supportive surface can alleviate the various issues people encounter with sitting for long hours. As with sitting, you will still need to maintain comfortable wrist and neck positions to avoid irritation. But what if you have already developed some issues from working at your computer? These problems can often be corrected simply by altering your workstation and getting into the habit of taking breaks to stretch and move around. If you have developed a more serious condition like carpal tunnel or arthritis, seeing an orthopaedic specialist to have it addressed is a wise course of action, along with correcting your posture at your workstation.
“For someone who has already developed arthritis or other issues, improper biomechanics will just further aggravate the problem,” says Dr. Hagan. So does sitting at a computer all day cause injuries? The answer seems to be “not necessarily.” Nerve irritation and injuries can happen, but they don’t just occur because you work at a computer. If you are conscious about your posture and remember to give your body frequent breaks from your sedentary tasks, you are at no more risk for developing complications than anyone else.
GOAL :
Schyler Sitton was afraid her scoliosis would keep her from playing soccer and competing with her friends. Our doctors thought differently. To see how our team worked together to help Schyler reach her goal, visit CarilionClinic.org/Goals. Common ground. Common goal.
Blacksburg Christiansburg Franklin Galax Giles Lexington Martinsville Roanoke Rocky Mount Wytheville
Institute for Orthopaedics and Neurosciences 800-422-8482 | CarilionClinic.org/ION
HEALTHCARE
THE MOST DEMANDING JOB—PARENTHOOD How Employers Can Help Employees Make the Transition
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BY KAT I E PAG E , CE RT I F I ED NURS E-M I DWI F E, C ENT RA M ED I C AL GROUP WOM EN’ S C ENT ER
s one of your employees about to take maternity or paternity leave? Does your company have any family-friendly policies in place? If not, you might be surprised to learn that creating a positive environment for parents before, during and after pregnancy is good for business. In fact, companies that offer family-friendly workplaces are finding that supporting employees through their transition to parenthood helps retain valuable talent and increase productivity.
The United States is the only advanced economy that doesn’t provide paid parental leave for workers. Although many American workers have up to 12 weeks of leave per year that can be used for the birth or adoption of a child under the Family and Medical Leave Act (FMLA), that leave is unpaid. These benefits are also not available to individuals employed by smaller companies, if they have been employed for less than one year, and if they have worked less than 1,250 hours in the previous 12 months. According to a recent report by the U.S. Department of Labor, only 16 percent of U.S. workers have access to paid family leave through their employer. Leaving political, historical and cultural reasons aside, most working parents cannot afford to lose 12 weeks of income. Some new parents can tap short-term disability policies, but uncomplicated pregnancy and childbirth is not always covered. New mothers are returning to work in four to six weeks, often after they have exhausted their sick and/or vacation days (if they have any).
AMANDA E. STIFF, MBA Investment Advisor
941 366 7504 AccessAdvisorsLLC.com Astiff@AccessAdvisorsLLC.com 1305 Langhorne Road Lynchburg, VA 24503
Join us at our
Money Savvy
WomenSeries
Thursday, September 29 • 6-8 pm Get an A+ in Retirement 101 Thursday, November 29 • 6-8 pm Giving Thanks For reservations call 941-366-7504 or email Kcook@AccessAdvisorsLLC.com.
Security and Advisory services offered through Harbor Financial Services, LLC Member FINRA/SIPC clearing through Raymond James & Associates, Inc. Member New York Stock Exchange/SIPC. Access Advisors, LLC is not an affiliate nor subsidiary of Harbor Financial Services, LLC
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HEALTHCARE Returning to work from maternity leave is stressful for new parents. Not only are birthing mothers still at risk for perinatal mood disorders, such as postpartum depression, parents may be struggling emotionally to leave their baby or find it difficult to locate and/or pay for childcare. As a result, many new parents, often the mother, may opt out of the workforce, causing companies to lose valuable employees and adding expense to train new help. The melding of families and work is a complex problem for both employees and businesses, but employers can be part of the solution. Some large companies, primarily in the technology field, such as Google, Vodafone, Netflix, Facebook, Microsoft and Apple, have adopted paid family leave and other policies to ease the strain on working parents. Even if your company is not in a position to implement paid family leave, there are steps your business can take to ease the transition for new parents. • Become proactive. Tell employees before maternity/paternity leave about family-friendly policies offered by your company. Some workers may not know to ask or may fear retribution or harassment if they do. Put together “Congratulations, You’re Having a Baby” packets that include information and necessary paperwork to apply for FMLA or short-term disability. • Offer flex-time, job sharing or work-from-home opportunities, if possible. By offering a new parent the option of easing back into a full schedule gradually, your company will make what could be a difficult transition less stressful. • Provide space for lactation. The federal “Break Time for Nursing Mothers” law requires employers to provide break time and a place for hourly paid workers to express breast milk at work. Companies with 50 or more
employees are required to provide a place to pump that is not a bathroom. All breast milk feeding mothers should have a comfortable, private place to pump and an easy way to schedule their time, which can be as simple as dividing up the break times they already have. • Help with childcare. Access to reliable, affordable childcare is critical for a parent’s return to work. Consider helping your employees offset the cost of childcare with funds that offer pretax deductions. Partnering with a childcare agency, offering a backup childcare benefit, or providing on-site childcare are additional options. • Offer mentors and peer-based support groups. In these groups, experienced parents can offer advice to expectant or new parents about ways to make the family/work balance successful. • Include counseling as part of the benefits package. This counseling is not only beneficial for perinatal mood disorders but also for all forms of mental health. • Provide training to ensure managerial support. A successful transition back to work needs to be supported by everyone in the organization. Creating a positive and supportive environment for the new parents who are your employees is not only good for them, it’s also good for business. Katie Page, CNM, is a Certified Nurse-Midwife at Centra Medical Group Women’s Center in Forest. Nurse-midwives provide prenatal care and perform deliveries but also provide gynecologic care from adolescence to menopause. Teaching women how to prevent disease and maintain good health throughout their lives is at the core of nurse-midwifery care. Nurse-midwives believe in each individual woman’s freedom to experience pregnancy in a safe, satisfying and supportive environment.
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BUSINESS PROFILE
OVER
BUSINESS TEN YEARS
FROM FLY FISHING TO COFFEE HOW AN ENTREPRENEUR BROUGHT JOE BEANS TO THE BURG
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BY M EGAN L . HOUS E
hen driving around Lynchburg, it’s hard to miss the colorful drive-through coffee stands. Each displays a happy logo of a little coffee bean driving a car.
But once you stop at Joe Beans, it’s the aroma of freshly-brewed organic
coffee that really gets your attention and makes your taste buds dance. And not only does the staff strive to give their customers great products but they also want the whole family to have a delightful experience as well. “We give kids animal crackers when they come through,” said Linda Brown, owner. “Dogs—we give them doggie bones. Cats—we’ll give them a little cup of creamer.” Brown was inspired to open Joe Beans after a fly fishing trip to Montana. While on her trip, she stopped at a coffee stand hut. Enjoying the experience, she was inspired to open a similar type of coffee stand in Lynchburg.
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“On our first day of opening, I was scared but excited,” Brown said. “I used my house as the loan collateral, so if it failed I was going to be living on the streets!” Brown was born and raised in Lynchburg. After high school, she worked at McDonald’s for several years, later taking a position with Burger King that trained her in restaurant management. “For many years in my early 20s, I managed fast food restaurants and kept that knowledge, although I changed [directions] and went to chiropractic school,” Brown said. But even though she started her own chiropractic center, Brown Chiropractic and Wellness, her career in the food industry inevitably followed her. “It took me about a year of research, and in November of 2000, I opened up the first Joe Beans,” Brown said.
Prior to opening, Brown researched extensively, even hiring a coffee consultant to ensure they would offer the best coffee possible. Little did Brown know that when she hired this consultant, she was meeting her future husband.
BUSINESS PROFILE “We worked together for three years before I realized I would save consulting fees if I married him,” Brown joked. Bob Cox, Brown’s husband of 11 years, has more than 40 years in the coffee industry and is an essential part of the inner-workings of Joe Beans. “He’s done everything in the coffee industry,” Brown said. “His knowledge base is incredibly important for us—to understand how to treat it right, how to prepare it correctly, how to keep our machines working so that it produces a quality product.” With Cox’s experience in the coffee industry, and Brown’s customer service and management experience, they make an efficient team. “Between the two of us we’ve been able to really make a quality company and give a quality coffee, or quality drink, to the customer,” Brown said. Their house coffee blend, which they created themselves, is both certified organic and fair trade, but that’s only one of the many options at Joe Beans. “Each month we rotate in a flavored coffee and a blend, which is basically another black coffee,” Brown said. Their blends come from all over the world, including Mexico, Colombia and Guatemala.
By bringing in coffees from all over the world, they hope to show customers the difference between the various types of beans. Even when all of the beans are from Africa, the flavors, and the quality of the beans, differ, depending on the area they are from. Additionally, they offer all the typical specialty coffees, such as cappuccinos, Americanos, iced coffees, lattes, espressos, breves, and, the most popular, the mocha. “We do [ the mocha] three ways—hot, iced and frozen,” Brown said. Not a coffee drinker? That’s okay, because Joe Beans has an extensive menu that goes far beyond coffee, including hot chocolate, hot tea, chai tea, smoothies, protein shakes, Italian steamers and Italian sodas. “We have a large menu of smoothies and fruit smoothies, and we have a lot of cake batter smoothies that we’ve actually created,” Brown said. Some of their cake batter smoothies include banana cream pie, lemon meringue, wedding cake and many others. The newest addition to their menu is the vanilla bean smoothie. “I have a great team,” Brown said. “A lot of the things we’ve done is because the employees have said ‘Hey, what about this?’”
DON’T SWEAT THE SMALL STUFF—Owner Linda Brown (left) says after beating cancer, she has a different view of her life. “I do not let the little things get to me.”
AT A GLANCE Founded: First location (Timberlake) opened in 2000. Locations: 20722 Timberlake Rd., 14044 Wards Rd. and 2820 Linkhorne Dr. Employees: 41 Recent Signs of Growth: New Appomattox location opening in August (Triangle Plaza Shopping Center).
They also offer muffins, scones, Umpqua oats, cookies, chocolate-covered espresso beans, and even several gluten-free options. “We have a gluten-free blueberry muffin, and the brownie is to die for,” Brown said. “We just use that as our regular brownie because it is delicious. You would never know it is gluten-free if we didn’t tell you.” AUGUST/SEPTEMBER 2016
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BUSINESS PROFILE locations—one on Wards Road and Linkhorne Drive, with an Appomattox location opening in August. “We always look for the perfect location,” Brown said. In the future, they hope to expand into other neighboring communities if they can find locations that are suitable. Although Joe Bean has grown and is continuing to grow, it has not necessarily been an easy road for Brown.
FRIENDLY STAFF— Employee Austin Robinson (left) has been working for Joe Beans for over a year. Betty Powell, administrative assistant for Joe Beans, describes his personality as what they look for in employees— easy going, always willing to help and putting the customer first.
Although most of their baked goods are made by a local individual, the gluten-free options are outsourced to a professional bakery so they are delivered pre-packaged, avoiding any possibility of cross-contamination. “I don’t want a crumb in there,” Brown said. “Some people are that sensitive, one little crumb will cause a reaction, especially if they are celiac.” Aside from their first location on Timberlake Road, they have two other
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“When we first started, there really wasn’t a coffee culture in Lynchburg,” she said. At the time she was trying to introduce the community to Joe Beans, Starbucks had not yet come to Lynchburg, and other coffee shops were scarce. “We really had to educate Lynchburg at first,” Brown said. “They were used to more like the gas station coffees and push the button and get the cappuccino.” Beyond the obstacles of starting a new business, Brown was fighting cancer as she continued building not only Joe Beans but also her chiropractic business. “The treatment path I chose did not leave me debilitated, so I missed only about six weeks total and have been able to continue my regular schedule,” Brown said. “I do take more vacations now though…and I do not let the little things get to me. It is just not worth it. You definitely see life differently!” While part of the mystique of Joe Beans is the drive-through setup, Brown is not completely excluding the idea of an indoor shop in the future. “We really do like our identity as being just a drive-through, but I would never say I would never do it,” Brown said. “With the right opportunity, we might say yes.”
LEADING LADY
ALLISON STRONZA Occupation: Executive Director, Court Appointed Special Advocates (CASA) of Central Virginia
Hometown: Bedford, Va. anything I could find. I did a little bit of everything which helped me learn so much about nonprofits as a whole.
What lessons have you learned? I have learned to ask for help. Someone has likely been in a similar situation and can offer words of wisdom or volunteer to help. There’s absolutely no reason to suffer through challenges alone.
What excites you the most about the work that you do? How did you react when CASA won the nonprofit and Small Business of the Year award given out by the Lynchburg Regional Alliance this year? I was very excited to accept the award in the nonprofit category. When they called our name yet again for the overall category, I was surprised and overjoyed. Not only did we get the stage for a few minutes, we also received a $6,000 advertising package that will allow us to spotlight our mission in the community to recruit new volunteers, donors and board members.
What is your top goal for CASA in the coming years? My two main goals are to eliminate our waiting list so that no child who has been abused or neglected will ever have to go without an advocate and to build our financial sustainability by increasing our fundraising income through individual donations.
What does a typical day at work look like for you? After a cup of coffee (first things first) and checking mail, email, and messages, I typically touch base with my staff and tackle my to-do list. Some days are filled with committee meetings, staff meetings, and board meetings; some are quiet, focused days where I can work on a large grant or get my creative juices flowing on new marketing content. Every day is a little different.
What do you do to stay organized? I use a project management tool called Asana to help me track tasks. I group them by event or category and put due dates on everything. I’m a very visual person so I also have a wall in my office that is painted with dry erase paint where I can write down ideas or current tasks that need to stay in the forefront of my mind.
What were your early career days like? When I started at Rush Homes, I was fresh out of college and almost finished with my MBA. I was one of two staff members. Our development director was part time. I learned as much as I could from her and attended workshops on housing development, board development, fundraising…
Hearing the success stories from our volunteers and staff. The work that our volunteers do for these children is incredible. Just this morning, one of my staff members told me about a six-year-old girl on one of her cases that was finally going to be adopted, and she was so excited that she was telling everyone in the restaurant we were in. This little girl had spent three years in foster care in four different homes. Had it not been for her court appointed special advocate (CASA) fighting for what was in her best interest, this likely would have had a very different outcome.
What is your leadership style? I am very people-oriented and like to include staff in decisions that are made. It is important to me to have our team provide input and put out ideas for discussion rather than me simply deciding what I think is best. Our staff members have decades of experience in child welfare and nonprofit work. Leaving them out of the decision-making process simply wouldn’t make sense.
What are some ideals or strategies that you feel are the most important for a leader? Be genuine and know your employees. What makes them tick? What excites them? What frustrates them? Everyone needs to be heard so make sure you are present and listening. Also, you can’t possibly be an expert on every subject but know who is and learn from them. Create an inner circle of experts and ask them to be your mentors and sounding board.
Are there any unique challenges that women in business face? Work/life balance is challenging for everyone, but women often have added responsibility with children, which can be hard. I remember when my first child was born and how emotionally draining it was to go back to work after only six short weeks at home with her. But with time, I adjusted into a new routine and the hormones subsided. Having a flexible job with the ability to work at home on occasion made all the difference for me.
What is your advice for facing those unique challenges? Do the best you can and again, ask for help. There will be days when you are rocking your job but your house is a mess and you feel like a rotten mom. There will be other days when you feel like mom-of-the-year and your house is spotless, but you have piles of paperwork on your desk, 100 unanswered emails, and days of back-to-back meetings. You just have to give it your best and ask for help when you can. Don’t compare yourself to other working moms. No one has it all together no matter how much you think they do.
What’s life like outside of work? I spend a lot of time with my husband, kids, and other family members. We love going camping and having cookouts at each other’s houses. Most of my family members live in Bedford so we are close-knit. During the kids’ school year, it can be a bit hectic with my daughters’ dance lessons and son’s soccer practice and games. But I love watching them do something they are so passionate about and are quite good at as well. I also run—not as much as I used to since taking this job a few years ago—but I have completed four full marathons, 11 half marathons, and multiple shorter distance races. It’s good therapy!
What do you envision for Lynchburg? I envision nonprofits and businesses collaborating together to help solve the issues facing our community such as child abuse and neglect, mental health services, addiction and recovery, affordable housing and many more. We all need to work together and do our part. If you and/or your company are not volunteering, donating, providing grants, or otherwise contributing to your local community…what are you waiting for? Everyone wins when we all work together.
What’s the best piece of advice you’ve ever received? My parents have always told me that I could be anything I wanted to be. They have been my rock and my cheerleaders all my life. With their support, I was the first one in my family to graduate from college. They taught me to work hard and help others. I love the quote “Dwell in possibility.” I have it on a wooden plaque in my office so I see it every day. Every challenge is an opportunity.
What one piece of advice would you share with others? “Be the change you wish to see in the world.” Get involved in something bigger than you. Whether that is advocating for children, creating a healthier planet, or protecting animals…find your passion and leave the world better off than when you arrived. That doesn’t mean you have to work at a nonprofit—you can volunteer or donate as well. Make a difference and leave a legacy…don’t waste your short time on earth. AUGUST/SEPTEMBER 2016
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LEADER PROFILE
BONNIE SVRCEK Occupation: City Manager
Hometown: Wheaton, Maryland trusted me, they challenged me—I am forever grateful to them for preparing
How is it going so far in your new role as Lynchburg’s city manager?
me for this position. I also served as the 99th president of my professional
Well, since these answers are due on my first official day as City Manager, I have to say things are going very well! I have extraordinary confidence that the city’s phenomenal team of employees and I will continue to deliver services to our citizens, our businesses and our visitors in the most efficient, effective and equitable manner possible, and we will be creative and innovative as well.
association, the International City/County Management Association, during
How does it feel to make history as the city’s first female leader?
assistant city manager position. Also high on my list is meeting with city
Incredibly humbled and really proud to have been chosen as the eighth and first female city manager in 96 years of the council-manager form of government in Lynchburg. Mostly, I am proud that younger women and girls can see that women can rise to positions of leadership in local government. I really believe in the “if I can see it I can be it” adage, and I hope that I inspire other women to become city, county and town managers. Of the 37 cities in Virginia with a council-manager form of government, only five cities or 13.5% are led by females (Bristol, Hampton, Lynchburg, Portsmouth, Winchester). There are lots of opportunities for women in this profession!
What excites you the most about the work that you are doing now? I see myself simply as the “conductor” of the symphony with an opportunity to strengthen an already great community. Building partnerships both within city government and, more importantly, outside of city government to make Lynchburg and the region a more connected and collaborative community are important to me. I have always considered myself a problem solver and a “dot-connector;” now I get to use these skills with a new lens.
What kind of immediate priorities do you have for Lynchburg? Immediate priorities include filling some key leadership vacancies (deputy city manager, city assessor, human resources director). Also, filling the new council members to learn of their priorities as they come together as a new council with two new council members as well as a new mayor and vice mayor.
What do you think are the city’s biggest strengths? Its people first and foremost! The people of Lynchburg are amazing in their willingness to get things done with the city as a partner but not necessarily the leader. The Lynchburg Humane Society and the Historic Theatre at the Academy Center of the Arts are great examples of Lynchburg’s giving community. We are fortunate to have a diverse economy. The renaissance of downtown, our visual and performing arts community, our recreation opportunities, our education institutions ranging from Lynchburg City Schools to our colleges and universities, and our business community are certainly strengths that make Lynchburg a great place to live, work, play, learn and visit.
What do you think are the city’s biggest weaknesses? Our biggest weaknesses are our poverty rate and our aging infrastructure. Human and fiscal resources will continue to be constraints.
When you were younger, did you know what you wanted to do? What led you down this path?
What kind of a Lynchburg do you envision in 25 years?
My major at the University of Maryland initially was nursing, but chemistry and I did not get along so I changed my major to housing and applied design—a hybrid of architecture, interior design, psychology and sociology. During my junior and senior years I was fortunate to work two semesters at the U.S. Department of Housing and Urban Development (HUD). This opportunity piqued my interest in making a difference at the local level of government rather than from the lofty policy levels of federal or state government.
a prosperous community with an even more diverse technology and service-
How did your previously held positions help prepare you for this position? While the positions that I have held at HUD, the City of Los Angeles’ Washington Office, Fairfax County, Blacksburg and here as deputy city manager have played a role, it is the people I have worked for and with that have influenced me the most in preparing for this position. They believed in me, they 24
2012-2013. That experience helped me strengthen my leadership skills.
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Hard to imagine what Lynchburg will be like in 2041! I can only imagine it as driven economy where our poverty rate is minimal. Geographic boundaries will become more blurred and more regional collaboration will be evident.
How would you define your leadership style? Collaborative.
What are some ideals or strategies that you practice for general productivity? I am a consummate list maker. Mindful meditation, swimming and strength training are tools that improve my productivity on any given day! Being aware that I am more on my “A” game before noon helps me with scheduling meetings that require more critical thinking and problem solving.
LEADER PROFILE
What kind of challenges have you overcome as a woman during your career climb? Throughout my career I have always had to “find my voice” in a sea of male counterparts. I have learned that patience, listening, and timing are keys to my success. Oh…and being able to talk about sports (college football/basketball and NASCAR) is important in predominantly male environments.
What would your advice be to women who are pursuing leadership roles in their places of work? Lean In, Dare Greatly (thank you Sheryl Sandberg and Brené Brown!), and be a giraffe—stick your neck out and volunteer for leadership opportunities. Really, women need to aspire to lead, create a path, and believe in themselves. Find a mentor. Hire a professional coach to help you pursue your goals. Create a circle of friends that support you in your pursuits. Practice presence and exhibit confidence. (I highly recommend Presence by Amy Cuddy and The Confidence Code by Claire Shipman and Katty Kay.)
What’s your history in Lynchburg? I came to Lynchburg 17 years ago from Blacksburg, where I served as the assistant town manager for nine years—a great move professionally and personally! I have served on many non-profit boards including Big Brothers/Big Sisters, the James River Council for the Arts and Humanities, United Way, Riverviews Artspace, Girl Scouts Advisory Board and co-creator of the Heart of Virginia Parrot Head Club.
What’s life like outside of work? Traveling with Keith (the most supportive and understanding husband on the planet!), enjoying visual and performing arts opportunities, knitting and sometimes quilting. (Full transparency: work/life balance is not my strong suit!)
NETWORKING FAMILY—Bonnie Svrcek (middle) and two of her professional “sisters.” Eden Freeman (left), city manager of Winchester, and Sherri Neil (right), legislative liaison for the City of Portsmouth.
What do you enjoy the most about this region? Witnessing the redevelopment of Downtown, the people, our incredible creative arts community, our trails, our natural environment, and our entertainment and dining opportunities!
What’s the best piece of advice you’ve ever received? I have to say there are two pieces of advice that tie for “best”: “Say yes with pleasure and no with compassion” and “don’t take yourself too seriously.”
What one piece of advice would you share with others? Live with intention.
Any final words? A note of gratitude to all who have wished me nothing but the best in my new role as city manager! AUGUST/SEPTEMBER 2016
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REAL ESTATE
PEAKS & VALLEYS… OR MOUNTAINS VS. MOLEHILLS How the Local Market “Behaves” May Be Different than you Expect BY DAN VOL L M ER
L
ots of folks move to Lynchburg from outside the area, many even from outside the state. They arrive in our fair city with their experiences and expectations in tow—both of which are often misaligned with how Lynchburg real
estate “works.” I hesitate to use that word, because it sounds very “inside the box”—as if we aren’t open to change or new ideas. I don’t mean it in that sense. I mean it in the sense that every market has its own behaviors… its own unique blend of how real estate is transacted.
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COMMERCIAL INDUSTRIAL
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REAL ESTATE Here’s what I mean. I have friends who used to live in Ohio, and in conversation one day they explained how real estate, for the most part, shuts down for several months at a time in the winter. Therefore, the “selling season” is much shorter, and timing your listing to hit at the right time is crucial. So the peaks are high and the valleys are low, and in between is pretty steep. As I write this, my family is enjoying our summer vacation to the Outer Banks. Real estate here likely follows a similar pattern, as many of these homes are second homes or vacation properties. Listing a house here in October or January is probably not going to expose it to the greatest number of potential buyers. Listing it as the vacation season heads into full swing would catch more eyes and a greater chance of a sale. (P.S.: If I ever convince my wife to buy a beach house, we’re going to shop for it over Thanksgiving.) So what about Lynchburg? What assumptions do buyers and sellers (and maybe even magazine readers) have about the ups and downs of our market? For starters, yes, our market does look like a bell curve (with January-December on the horizontal, and number of homes sold on the vertical). We enter the year with low inventory and that number gradually rises through the spring into the summer. With slight variation, it levels off in June or July and holds steady until early fall, at which point the inventory begins to drop off as we head towards the holidays. Pretty much as you’d expect. But the variance between the low and the high is what’s interesting. For example, at the start of 2014 there were 1607 homes on the market. The market that year peaked in July at 1918 homes, and then dropped back to 1547 by December. So basically, up 300 homes, then back down 371 homes… or an increase of 19.35% from January through July, then a decrease of 19.34% from July through December. The following year (2015) saw an even tighter curve—the year started with 1584 homes on the market, peaked in July at 1728 homes and ended the year at
1408 homes. That works out to an increase of 144 homes through the first six months (9.09% increase), followed by a drop of 320 homes through the second six months (a decrease of 18.51%). What I have come to realize and understand about our market is that while we do not experience sharp peaks and deep valleys, what we do have are predictable ripples that occur within this bell curve. So within the gentle increase and decrease across the calendar, there are “blips”—some expected and others not. So for example, the week preceding and following the start of a new school year is traditionally quiet. People are wrapping up vacations, trying to squeeze in the last little bit of summer… and then they are working themselves into new routines, getting adjusted to school calendars and new priorities. For those two to three weeks, business often slows down noticeably. The week including the Fourth of July is often slower. Graduation weekends are typically not great for our home sales. While you’d think a lot of folks would want to be moved before a new school year starts, I rarely have had clients make that their top priority. (Sure, some do, but not nearly as many as I would expect.) As a result, there usually isn’t a huge crush of sales by mid-August, with a precipitous drop off after Labor Day. Understanding these “ripples” helps both buyers and sellers. On the buying side, you can expect there to be more and more homes listed between April and July, and then fewer and fewer choices from August through December. For sellers, it’s important to note that there will be ripples in the bell curve, so if things go quiet for a week or two, there could be a reason beyond your control. Have a question or an idea for a future article? Email me at dan@danvollmer.com. Dan Vollmer is an Associate Broker at Re/Max 1st Olympic and member of the Virginia Association of REALTORS Board of Directors. Find him at www.danvollmer.com.
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AUGUST/SEPTEMBER 2016
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COMMERCIAL REAL ESTATE
DECODING DEMOGRAPHICS ARE YOU TAKING ADVANTAGE OF DATA? BY LUK E DYK E M AN
M
azda or Maserati. Target or Tiffany. Wal-Mart or Whole Foods. How does a prospective business owner decide what idea will work when selecting a market and what concept will crash and burn? Demographic research is not limited to Fortune 500 companies looking to place their next flagship store. Correctly assessing the market, income, spending habits and population characteristics can make or break a new business. Enlisting a commercial real estate agent with a firm grip on the market or markets in which they operate is essential when starting or placing a business. There are a variety of tools at the disposal of a well-equipped agent that can be tapped to gain understanding of the market. Very often a prospective business owner has grand ideas about the scope of the market they are targeting. While passion is essential to a startup business, when this passion is divorced from the reality of the demographic, the venture will fail, leaving the owner wondering what happened to the grand idea and why did it not translate well for the local population. START WITH THE BASICS The first step in using demographics to analyze a market is to start with the basics. A commercial real estate agent worth his or her salt can provide both the raw data and the market knowledge to apply the information. A sensible first step is to acquire a study that breaks down an area into concentric rings surrounding the target location. These rings are often divided into one, three and five mile circles. A solid report is built on a base of population count, age and income. This analysis uses census data to break down the population by age segments, race, and median/average/per capita income. This information can be helpful in determining the structure of a population but does not address less tangible trends in a local population.
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LOOK AT LOCAL TRENDS Perhaps more important than the cold hard facts of the population are the less visible but crucial Tapestry Segments. These divisions are a window to the desires and tastes of a local market and use data to separate individuals into easier to understand categories. Esri, a geographical information systems provider, uses a compilation of statistics to separate a population into “67 distinctive segments based on their socioeconomic and demographic composition.� Let’s examine the characteristics of a segment of the market that has a strong foothold in the Lynchburg area. This segment, called InStyle, comprises a group of over 2.5 million households in the US with a median age of 41 years and a median household income over $66,000. These households have a strong presence in the workforce with 68 percent of members currently employed with a tendency towards both spouses working. Technology plays a major role in the lives of this segment with a proclivity towards in-depth smartphone use and high connectivity with peers. Members of the InStyle segment spend around 20 percent more than the national average on food, housing, transportation and health care and around 25 percent more than the national average on entertainment, education and pensions. Their investment income and net worth is also significantly higher than average. While these individuals work in a variety of occupations they tend toward careers in health care, management, education, office and sales. Data from Esri offers a further breakdown of each segment into LifeMode groups giving further insight into the preferences of the demographic. In this case, our segment fits into the GenXurban group with leanings toward organic living, home environment/design, investment planning and charitable activity. This group is more likely to own a home than average and scores high on the wealth, socioeconomic and housing affordability indexes. ASSESS THE GAP After determining the spending habits and preferences of a local market, the next step is to look at the Retail Gap Analysis for the area. These numbers indicate the level of saturation the market has for each particular segment of business, and the data is indicative of the capabilities the area has to support a new venture in a specific category. For example, if an entrepreneur was considering opening a restaurant, a retail gap analysis study would show the market demand, market supply and the gap between the two. If the supply already far outweighs the demand, reconsidering the business concept may be in order. Great concepts can sink or swim based on the forethought that occurs prior to making a life-changing business decision. Spending time upfront to understand the characteristics of a local population and contemplate a target market will help smooth out bumps in the road and overcome unforeseen obstacles. Equally important to business acumen, financial stability and a quality product is an exhaustive comprehension of the locality and its preferences. When selecting a property and placing a business in the commercial real estate world, it is imperative to enlist the services of an agent that can navigate the complexities of demographic research. The help of a savvy local agent with a thorough knowledge of the market is critical to business success. Luke graduated from Liberty University with a B.S. in Advertising & Public Relations. He joined Coldwell Banker Commercial in May 2015. In 2016, he graduated 1st in his class in the nationwide Coldwell Banker Commercial Emerging Broker Training program.
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BUSINESSES OVER 100 YEARS FEATURE
A Century of Success: BUSINESSES OVER 100 YEARS BY EMILY HEDRICK Old photographs have a singular ability to evoke nostalgia, to cause one to think “those were the good old days.” For four local businesses, however, the good old days have persisted for over 100 years, and the good days keep on coming. To these businesses, old photographs and the rich histories that accompany them don’t convey an idyllic, disconnected past; rather, they show promising beginnings that are directly linked to continuing success a century later. Although each business profiled here has a unique story, each one has stood the test of time due to a combination of commitment to their passion, knowledge, business acumen, adaptability, values and customers.
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J
ohn Stewart Walker, Inc. Realtors (JSW), which was founded by its namesake in 1890, is the oldest real estate firm in Virginia and the fourth oldest real estate firm in the United States. John Stewart Walker was the first real estate broker in Virginia to pass the National Real Estate Board Exam and the first realtor to qualify as an appraiser in Virginia. The firm was founded on 9th Street and remained there until 1970, when it moved to Old Forest Road.
BUSINESSES OVER 100 YEARS FEATURE
FAMILY TREE— Billy Walker (right) and his father (below him to the right) focused more on Lynchburg area listings. Billy’s grandfather, John Stewart Walker, (above) had listings all the way to Culpeper.
Billy Walker, John’s grandson and principal broker and owner of JSW, recalls that his grandfather and his father, George Walker, Sr. (who also owned the firm at one time) “lived and breathed homes, construction, development and fostering communities.” After working for JSW at the
AT A GLANCE
age of 19, going away to college, and joining the Army, Walker ultimately
Founded: 1890
returned to JSW ready to learn and become part of the firm for good.
Location: 3211 Old Forest Rd., Lynchburg
Whereas his grandfather had listings from Lynchburg to Culpeper, Walker and his father focused more and more on Lynchburg area listings and construction. “At one point we were the largest residential home construction
Employees: 40 agents and two administrative assistants
company in town,” Walker says. “We no longer do construction, but we have a referral company and are also a member of Leading Real Estate Companies of the World. Several years ago, we also added Walker Auctions.” To achieve long-term success, JSW found a balance between staying current and staying true to its core missions. “With the increased technology of our day, we are able to offer even more services for our clients with a lot more detail, speed and convenience,” Walker states. “Things have changed in 126 years!” That said, Walker asserts that JSW’s “consistencies are why we are successful. We have respect for all members of our community and have given back as volunteers on every level of service. We have been sought out regularly to join a franchise, but we have consistently realized that we know the Central Virginia area better than any outside marketing group. That is an exception in today’s world and it has served us and our clients well.” From residential sales to large commercial sales such as the sale of Natural Bridge to a conservation group, JSW is and always has been dedicated to providing excellent service and making a difference in people’s lives. In the future, Walker hopes to see continued growth and a continued focus on making a difference in the community. “I would like to see controlled growth of client-centered, service-oriented agents and brokers who continue to service our community with the utmost professionalism and participation in all aspects of our region,” he says. AUGUST/SEPTEMBER 2016
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BUSINESSES OVER 100 YEARS FEATURE
L. OPPLEMAN
T AT A GLANCE Founded: 1890 Location: 909 Main St., Lynchburg (Also a franchise store in Staunton and a test store near Detroit, Michigan) Employees: 14 in Lynchburg, 6 in Staunton, 4 in Michigan
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wo families have lead L. Oppleman, America’s oldest pawn shop: the Opplemans and the Somerses. Jacob Oppleman and his wife, Lena, started the company in 1890, and their son Ike inherited the business after Jacob’s death. Upon Ike’s death in the 1930s, his wife sold the store to Aaron Somers, who had worked there since he started ninth grade. David Somers, Aaron’s son and CEO of L. Oppleman, began working at the store at the tender age of 12. Although he seriously considered a different career path, Somers ultimately discovered a career at L. Oppleman was his true calling. “When I graduated from the University of Colorado in 1973, I got waitlisted for a year at T.C. Williams Law School because I applied late,” Somers recalls. “During that year, I worked for my father at the store and became so involved and interested in the business that I decided to not attend law school and to stay at L. Oppleman instead. I have no regrets.” David Somers became the president of the company upon his father’s death in the 1980s, and his son Ryan, who has a graduate degree in Gemology from the GIA, is the current president and COO. Somers attributes L. Oppleman’s prevailing success to its ability to adapt to changing needs and wants without changing its stance on customer service and value.
BUSINESSES OVER 100 YEARS FEATURE
FATHER/SON TEAM— David Somers, CEO, (right) and his son Ryan, COO, (left) work together to manage L. Oppleman. Ryan has a graduate degree in Gemology which helps him assess the worth of jewelry people bring in to sell (bottom left).
“We have always changed with the times, with the wants and needs of the community, but we have kept our philosophy of high quality customer service and value,” Somers says. “If you treat everyone with respect and offer them good value, they will continue to come back.” While the company continues to operate as a pawn shop and pawnbroker as it has from the start, its offerings and services have grown exponentially over time. Somers introduced several new services upon entering the business. “When I came into the business, I expanded into doing sound reinforcement and installation for churches and other businesses as well as producing sound for live concerts in the community,” Somers says. “We did the sound in Lynchburg for many artists such as Roy Clark, Emmylou Harris, Charlie Bird, Roy Buchanan, Peter Duchin, and many others. We also expanded into a tax service and began doing internet sales, which continue to grow.” Ryan Somers’ introduction of online international sales, purchase and sale of estates, valuations, and custom jewelry design has also contributed to L. Oppleman’s continued growth and success.
With their first true franchise store in Staunton, a test store near Detroit, Michigan, and more stores in the works, L. Oppleman continues to forge ahead into the future, and Somers knows the journey will be exciting every step of the way. “It’s actually exciting to go into work every day because you meet and interact with such a wide variety of people and items of all kinds,” Somers notes. “Last year Robert Plan from Led Zeppelin walked through the door. It’s never boring!”
VISIT YOUR NEIGHBORHOOD ZAXBY’S®:
17051 Forest Rd. • Forest (434) 616-2633 1038 Wards Ferry Rd. • Lynchburg (434) 237-2651
© 2016 Zaxby’s Franchising LLC “Zaxby’s” is a registered trademark of Zaxby’s Franchising LLC. Each Zaxby’s restaurant is independently owned and operated under a license agreement with Zaxby’s Franchising LLC.
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BUSINESSES OVER 100 YEARS FEATURE
The Christian family with the N.B. Handy Board of Directors. Left to right back row: EV Clarke, David White, Kent Van Allen, Chris Union, Rosana Chaidez, Bruce Christian. Left to right front row: Martha (Christian) Seufer, Michael Christian, Tom Mills.
N.B. HANDY COMPANY
N
athan Bryant Handy was a man of many talents and vocations. He worked in the hardware industry, owned a newspaper, and served as an elder in the Presbyterian Church, as President of the Lynchburg Family Welfare Society, and as a Police Commissioner, among other roles. On April 1, 1891, he founded N.B. Handy Company, which specialized in roofing; early deliveries of roofing and other supplies were made by horse and wagon. After 38 years
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in operation, Handy built the 65 10th Street building to house the firm, and it remains the corporate headquarters today. The firm added heating and air conditioning services following the economic boom after World War II, and Nathan Handy retired soon thereafter. N.B. Handy was placed under stewardship until Handy’s grandson, James Christian, Jr., took over in 1970. The company is now in its fourth generation of family ownership.
BUSINESSES OVER 100 YEARS FEATURE
DOWNTOWN HOME—While a lot has changed at N.B. Handy over the years, their location has not. The current corporate headquarters at 65 10th Street was built in 1929.
Today, N.B. Handy has over a dozen branches in the mid-Atlantic and southern United States, its own brand of metal roofing systems called Sentrigard, its own Steel Service Center and Machinery Division, and its own line of roofing and HVAC accessories. Bruce Christian, one of James Christian, Jr.’s four children and secretary of the Board of Directors and family owner of N.B. Handy, attributes the company’s staying power largely to a commitment to its core values and family-oriented atmosphere.
“Our workplace culture is defined by doing what is right, and that carried over into the way we treat our people here,” Christian says. “We like to say that we’re the N.B. Handy family, and that all of our employees are part of that family.” Katie Thomas, N.B. Handy’s marketing specialist, agrees that both the single-family ownership and family-oriented atmosphere contribute to the company’s success. “Sometimes when you work with family members, people think that it could be difficult, but in this case it has led to an atmosphere of excellence,” she says. “Everybody wants to keep it [the business] going because we all love it.” The fact that N.B. Handy has many long-serving employees attests to this devotion. “We have several long-time employees—with 30, 40, and even 50-year careers—which I think says a lot about our passion for what we do,” Thomas says. According to both Christian and Thomas, approachable leadership and ample opportunities for employee advancement are also factors. “We call each other by our first names, so there’s no hierarchy,” Christian says. “We also try to promote from within and invest in our team.” Thomas adds: “It is a really level playing field. Our CEO, Rosana Chaidez, is really approachable. If you want to do something, you can ask to do it, and they’ll let you do it. They’ll even let you fail and regroup.”
AT A GLANCE Founded: 1891 Location: 3 in Lynchburg (65 10th St., 3105 Odd Fellows Rd., 326 Bradley Dr.), 12 other locations in VA, NC, SC, GA and MD Employees: 300 total
In the future, Thomas hopes that N.B. Handy will continue to “be really consultative in our sales and develop relationships with our customers so that we can always add value to what they’re doing.” She then adds: “Our mission statement is to be the preferred choice of our employees, our customers, and our vendor suppliers. We want to keep moving into that preferred spot through continued excellence and giving our customers what they need.”
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BUSINESSES OVER 100 YEARS FEATURE
SCHEWEL FURNITURE COMPANY, INC.
A
ccording to legend, Elias Heend, a Lithuanian man who came to America in 1889, could think of only one word when asked for his surname: Schievel, which was the surname of his American sponsor or patron. The bureaucrat taking Heend’s name wrote down “Schewel,” and the rest, as they say, is history.
AT A GLANCE Founded: 1897 Locations: 7007 Timberlake Rd. and 1031 Main St. in Lynchburg (Total: 37 in Virginia, 10 in North Carolina, 5 in West Virginia) Employees: 103 in Lynchburg, 689 overall
Elias Schewel opened a small furniture store, Schewel Furniture Company Inc., on Twelfth Street in 1897 and found early success by utilizing his astute business skills. “Elias was a shrewd merchant,” says Marc Schewel, one Elias’s great-grandsons and CEO of Schewels.
“Since much of the furniture at the turn of the century was manufactured in the Midwest, he hoisted the sign ‘Chicago Furniture Bargain House’ over his shop, implying a frugal elimination of the middle man. He also allowed his customers to pay for their purchases over a period of time.” The succession of Schewels’ ownership continued with Elias’s sons—Abe, Ben and Ike—and subsequently their sons—Elliot, Bert and Henry. Satellite locations sprang up from the 1930s through the 1950s, and the flagship store was moved to a four-story former J.C. Penney building around 1953. The company continued to enjoy success and opened more stores throughout Virginia and North Carolina in the 1960s and 1970s, and soon Elliot’s son Marc was working at the Lynchburg store. After receiving an English degree from Washington and Lee, Schewel decided to teach English at Appomattox High School. Ultimately, however, Schewel found
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BUSINESSES OVER 100 YEARS FEATURE
KEY TO SUCCESS—According to Marc Schewel (right), one factor in the success of Schewels through the years is the company’s self-financing. “The company has been able to thrive as a subprime lender even during the economic downturn.”
himself back at Schewels with a changed perspective. “From a mature perspective I discovered a vocation that was challenging, multifaceted, novel, transforming, and addictive and fun. As my father granted me greater authority and responsibility, I looked for, and found, ways to further the company’s growth and progress.” Following the implementation of centralized merchandising, purchasing, and advertising and installation of a data processing system designed to automate inventory and accounts receivable, the business grew steadily. Dozens of new stores and construction of new 30,000 square-foot buildings in Lynchburg and several other locations demonstrate this growth. Marc Schewel believes several factors are at play when it comes to Schewels’ longevity. “Consider first the nature of the product,” Schewel states. “While mass merchandisers have managed to monopolize almost every consumer category, home furnishings has remained stubbornly resistant to their encroachment. Handling, storing, and moving heavy, bulky furniture demand specialized logistics. Such systems are incompatible with those employed by mass merchandisers.” Schewel also cites the company’s self-financing as a factor in its staying power. “By managing its receivables to maximize cash flow and minimize losses, by refusing to compromise its underwriting standards, and by retaining professionals in every store to evaluate, advise, and collect from its customers, the company has been able to thrive as a subprime lender even during the economic downturn,” he notes.
According to Schewel, the most important factor in the company’s longevity is its employees. “The success of any business depends on the dedication, ingenuity, and industriousness of its employees—and on nurturing within each and every one a sense of pride and accomplishment.” Regardless of future ownership, it is Schewel’s hope that “the company’s next 50 years will be as exhilarating, as rewarding, as fruitful, and as memorable as its first 100.”
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BE ST places TO
WORK 2017
DO YOU LOVE YOUR JOB?
WE WANT TO HEAR FROM YOU! Lynchburg Business Magazine’s “Best Places to Work” Our campaign spotlights area businesses with outstanding work environments, training/development opportunities, employee benefits and more. Make sure your business or company is recognized by submitting a nomination starting Monday, Sept. 5.
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FINANCIAL
TAKING THE LONG VIEW BY JOHN N HAL L , C F P ®
S
ince this issue of Lynchburg Business features businesses in existence over 100 years, it’s fitting to take a step back from the day-to-day headlines on CNBC or Bloomberg and examine the longterm trends, and long-term questions, regarding financial markets, investing and our own personal finances. First, though, let’s look at the short term. Where will the markets be tomorrow, next year and three years from now? We have no idea. The best of the best, Warren Buffett, admits as much. If your financial advisor claims to know otherwise, it may be time to shop around. Where will the markets be in five and 10 years? Here, we have a better idea—but indeed no certainty. Over time, in the history of this country, equity (stock) markets have been positive for the majority of five- and 10-year periods, but not all of them. Where will the markets be in 15 years? Now we’re getting into fun territory. While nothing is 100 percent certain, if history is our guide, there’s a fairly high chance that markets will be higher 15 years from now. Make that time frame longer, and the historic performance of the stock market over time would indicate that positive results are likely. Why, then, do we focus on the day-to-day headlines? We live in an instantaneous society. We expect answers to emails right away— and text messages even sooner! There are financial networks that wouldn’t have much programming if they told the valuable truth: today’s headline likely doesn’t matter. What does it mean to take the long view? How can historical perspective shape our own finances? Here’s where proper asset allocation and financial planning comes into play. Asset allocation is simply another way of labeling the mix of investments you own. These could include stocks, bonds, CDs, real-estate, precious metals, and even more broadly, other assets such as life insurance and annuities if you happen to have them. A financial plan that examines your holdings in the above assets should also take into account known income sources like social security and pension income. Putting it all
together, before you even decide how much (if any) stock market exposure is in your investment asset mix, you should first be able to answer this question: When will you need the money to meet your living expenses or other spending goals? It is the answer to this question—not your age, not your retirement date and not some silly formula from an online calculator—that should primarily dictate your asset allocation. Couple that answer with the likely long-term market performance metrics mentioned above to determine an investment strategy for you. Suppose you’re retiring tomorrow AND your pension, social security and other known income sources won’t allow you to meet your monthly living expenses. In that case, a mostly conservative asset allocation may make sense. Now suppose your neighbor is the same age and is also retiring tomorrow. She has no debt, lives modestly and has a decent pension from a prior job. Her pension, combined with her social security, cover her monthly living expenses. Her asset allocation could stand to have a much higher percentage of equity (stock market) exposure. This is because she doesn’t need the money to live off of and isn’t going to need to draw from it at any time in the foreseeable future. You and your neighbor are the exact same age with the exact same retirement date but your unique circumstances, in my opinion, would dictate very different investment strategies. At the heart of those investment strategies is the long view. There should be a very big difference in your strategy for long-term money and short-term money. Any money you’re going to need in the next five or so years likely should be invested in very conservative, low volatility assets. Money you’re not going to need for longer than that might be mixed slightly differently. If you’re building savings, retirement or other investment accounts that you simply won’t need to touch for 15 years or more, then you have time on your side! You can afford to take the long view, be more aggressively invested and ignore the financial crisis of the day. In 15 years, it will likely be a distant memory. Is your strategy subject to the crisis of the day or do you have a plan that takes the long view? Disclaimer: This column is for informational purposes and should not be considered personalized investment, legal or tax advice. Everyone’s circumstance is different and individuals should seek advice based on their unique financial situation. All investments are subject to risk, including loss of principal.
John Hall, CFP® is a fee-only financial advisor in Lynchburg, Va.
AUGUST/SEPTEMBER 2016
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MARKETING
MAILBOX OR INBOX? A Quick Solution to a Modern Marketing Problem BY VICTOR CLARKE
DEFINITION: Outbound Marketing (n) is the traditional form of marketing where a company initiates the conversation and sends its message out to an audience.
Ink-on-paper marketing products are decreasing. That’s likely no surprise to you. Outbound marketing pieces such as direct mail, rack cards, flyers, booklets and print ads are rapidly being replaced by digital alternatives. If there is a light at the end of the outbound marketing tunnel, it can be assumed it’s the headlight of a digital marketing train barreling toward your business. Take a step back from the tsunami of websites, tablet apps or blogs, and you will find that marketers have been approaching outbound marketing the wrong way the past few years. Marketers have been missing out on the opportunity to use the same techniques from their digital marketing to improve the results of their outbound marketing. Catalogs and booklets used for product information storage are goners. There is no substitute for cheap and nearly unlimited free digital storage. However, outbound marketing pieces of direct mail, flyers, rack cards, print ads, etc. can be re-designed and re-written to drive the same results as inbound marketing products like slide decks, eBooks, blogs, etc. DEFINITION: Inbound Marketing (n) is promoting a company through blogs, podcasts, video, eBooks, SEO, social media, and other forms of content marketing.
What’s the point of all the inbound marketing products anyway? The goal is to drive visitors to their web page looking for free information so that names and addresses can be captured and stored in their marketing automation systems for qualification, follow up and closing. So why do we continue to produce direct mail and flyers that are trying to “sell” rather than “help,” like our inbound marketing products? We still use outbound marketing (i.e. print) just like we have done since Gutenberg invented the printing press. Wake up business owners! Use outbound marketing to drive prospects to your website. You could not possibly convince a prospect to buy from you on an 8.5x11 glossy flyer. But it’s absolutely plenty of space to print your website and blog address loud and proud. How about offering free helpful advice tips from existing eBooks and webinars linking to more information on your printed materials? Don’t just sell! Be helpful, just like your inbound marketing content. Quit going for the close every time you print a brochure, rack card, print ad, etc. You are not going to earn a customer from your sales literature. Nobody likes
to be sold to, but everybody likes to buy. And they like to buy from vendors they trust and respect. Build trust and respect in your outbound marketing the same way you are building trust and respect from your inbound marketing. DEFINITION: Integrated Marketing (n) attempts to meld all aspects of marketing communication such as advertising, public relations, direct marketing, websites, and social media so that all work together as a unified force.
Understand that your outbound marketing no longer exists to be the sole source of information for buyers, despite the fact that’s what we have done since 1439 AD. Your outbound products exist to create awareness of your company. They exist to drive customers to your website to capture them in your marketing automation system. They exist to act like your inbound marketing, but better. Why better? Have you noticed how many email messages fill your inbox every day? Have you noticed how many direct mail pieces you receive every day? If your email inbox and USPS mail box are like mine, it’s nearly a 50:1 ratio of emails to direct mail. Start using direct mail and advertising again because nobody else is. Your marketing is going to be noticed because there is a lot less competition for your attention. Start mailing printed newsletters with links or prompts to your website and blog. I bet your competition is using email to do it. Create rack cards, flyers and banners that invite prospects to learn more by using QR Codes which make it easy to access your digital sites. Ah, the much abused and maligned QR Code! Used properly these things are gold. Don’t take your customers to a static home page when they scan it. Take them to a landing page to sign up for your blog, webinar, eBook, etc. When creating a QR Code, make sure your prospects’ experience is delightful, not disappointing. And don’t say QR Codes are ugly. Beauty is in the eye of the beholder. A properly designed QR Code that helps drive website visitors from non-digital channels is a thing of beauty indeed. Outbound marketing has forever been changed by its inbound marketing digital cousin, but outbound marketing should continue to thrive in a new era if used as part of an integrated marketing campaign. Victor Clarke has been the owner of Clarke, Inc. for 20+ years. We offer practical common sense ideas. If you want the marketing pretty marketing boys, we’re not it. Contact Victor at victor@bebetterdomore.com or www.bebetterdomore.com.
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SP ECIA L A DVERT ISIN G SECT IO N
MEETING PLANNER GUIDE
MODERN BUSINESS MEETINGS IN LYNCHBURG MOVE TOWARD TECHNOLOGY AND TEAM BUILDING BY CHELSEA SHERMAN
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MEETING PLANNER GUIDE
SP ECIA L A DVERT ISIN G SECT IO N
LARGE AND SMALL OPTIONS— The Academy’s Warehouse Theatre (left) can seat over 300 people theatre style or 250 with tables and chairs. They also use their Art Studio and conference rooms for smaller, breakout sessions.
At the forefront of this change is the increased use of technology. While this does mean business meetings are seeing an upswing in audiovisual tools and technological gadgets, these tools are not replacing face-to-face interaction between team members. They are more often being used to enhance the experience and help fuel discussion and interaction. “Companies often come in with their own ideas for how they want their business event to go, and we encourage their creativity and provide the environment and technical needs,” says Dorie Smiley, Director of Operations for Academy Center of the Arts.
Y
ou walk in, grab a boxed lunch, take a seat next to someone you recognize from your department, perhaps making a little small talk as you settle in. The speaker fires up a PowerPoint,
and you try to be attentive as you sit through yet another presentation on quarterly earnings or cash flow projections. This is the business meeting of the past. Times have changed, and
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Today’s businesses are certainly looking for creative ways to engage their employees. Oftentimes business meetings are used as a way to focus on team building, as opposed to traditional lecture-style meetings. At Academy Center of the Arts, businesses are presented with myriad opportunities for creative team building activities. Smaller groups might opt for a class in the art or pottery studio, while larger corporations can rent the warehouse studio for a larger event. Companies also have the option to have their event in the gallery. Meetings might also be a hybrid style, starting off with
corporate get-togethers have evolved to meet the changing ecosystem of
a company-wide gathering and then breaking out into smaller groups for team-
professional organizations.
building or specialized training.
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SP ECIA L A DVERT ISIN G SECT IO N
MEETING PLANNER GUIDE
“These business meetings are moving toward a more casual, friendly environment,” says Smiley. “Companies are able to combine fun activities with team building and leadership training.”
These out-of-the-box meetings also facilitate interaction between people and departments that might not normally communicate, and they give everyone a chance to meet and interact with company leaders. Some meetings are even more focused on getting team members rejuvenated and incentivized to continue working hard and meeting goals. At Tresca on 8th, some companies choose to pamper their employees with dinner, drinks or even spa days. “We love to hear from clients about their unique visions for their events,” “Whether it’s a small, intimate employee retreat, a cocktail party for potential
says Tara Cofer, co-owner of Tresca on 8th. While the content and structure of these meetings are taking a creative turn, so is the environment. Many companies are opting for themed business meetings to add a casual and fun element to what is typically considered a
or existing clients, or a fun Christmas party, we help bring all the elements together to make the event a success,” says Cofer. Today’s business meetings are vastly different experiences from meetings taking place just a few years ago. The focus of these meetings is increasingly
formal gathering. “I’ve seen themes ranging from casino night and black tie to The Great
and engaging with the community. Employees are being seen as more than cogs
Gatsby and Winter Wonderland,” says Cofer. The key to making these meetings successful events is catering to the company’s vision and unique needs.
moving toward building successful teams, fostering a healthy work environment in the corporate wheel—they are crucial elements to a company’s success, and today’s business meetings are finally reflecting that truth.
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The right path for your employees and your company
Expect More: You have the right to expect more from your healthcare plan. Not only should it enhance the health and well-being of your employees and their families, it should also contribute to your company goals of boosting morale, building loyalty and attracting highly qualified personnel.
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WH O IS TH E BEST
of the best? When it comes to Lynchburg’s dining, shopping, services, health and leisure, who do you think tops the charts? It’s up to you to decide. Cast your vote in our 13th Annual Readers’ Choice Best Of contest!
Nominations:
July 18th– August 19th Voting for all nominees:
August 29th– September 30th
N o m i N at e a N d vot e at: Ly N c h b u r g L i V i N g .c o m 46
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TRANSPORTATION FEATURE
MOVING BUSINESS FORWARD
FROM ROAD TO RAIL— A LOOK AT CENTRAL VIRGINIA’S TOP TRANSPORTATION PROJECTS BY S UZ A N N E RA M S E Y
T
hree transportation projects in the works are expected to make getting in, around and out of Central Virginia much easier. They include the second phase of an ongoing improvement project on Odd Fellows Road, a free downtown bus, and an Amtrak stop in the Town of Bedford. The Odd Fellows Road project and what’s being called the “Central Business District Circulator” were recently approved by the Commonwealth Transportation Board (CTB) using SMART SCALE, a data-driven process that aims to make the best use of the state’s transportation funds.
SMART SCALE, originally called “House Bill 2” or “HB2,” was enacted by law in 2014. SMART stands for “System for the Management and Allocation of Resources for Transportation.” SCALE refers to how projects are rated based on “improvements to safety, congestion mitigation, accessibility, land use, economic development and the environment.” Shannon Valentine, the CTB’s Lynchburg-district representative, called what they’re doing with SMART SCALE “historic” and said, “I think it’s an exciting time to be in transportation. Multimodal solutions, objective criteria making our system more predictable and accountable. We’re actually identifying and completing projects.” Here’s an overview of the three projects:
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TRANSPORTATION FEATURE
ODD FELLOWS ROAD, PHASE II Phase II of the Odd Fellows Road project includes, among other things, a roundabout at the intersection of Murray Place and Albert Lankford Drive, a new bridge over the Norfolk Southern railroad tracks and a shared-use path. Phase I, which is currently under way, includes a new interchange on U.S. 460/29 that officials are calling a “new gateway to the city.” As Paula Jones, communications manager for the Virginia Department of Transportation, described it, Phase II will “complete and complement the current Odd Fellows Road connection and interchange project, thus relieving congestion and providing a better, more-efficient route for truck traffic.” The $19 million project also will provide an alternate route from Liberty University’s graduate student housing in the Odd Fellows Road area to campus and make getting on and off campus easier for students, faculty, staff and visitors. “It’s really going to help our folks when they’re trying to get in or out ... and create another avenue to get on campus,” Lee Beaumont, senior vice president
The recently-funded Phase 2 of the Odd Fellows Road project includes a roundabout at Albert Lankford Drive (photo above, map near left). Phase 1 of the project includes the new interchange on 460/29 (Photo top left, map far left).
of auxiliary services at Liberty, said. “This will hopefully address some of the congestion on Candlers Mountain Road and Wards Road, both of which are heavily utilized.” Beaumont said the shared-use path, which will connect with Liberty’s trail system, will provide additional options for transportation on and off campus. And the road improvements will enable buses—those operated by Liberty and Greater Lynchburg Transit Company (GLTC) — to operate more efficiently. According to VDOT, work on Phase II is expected to begin in late 2017 or early 2018. The goal is to complete the project during the current six-year plan, which ends in 2022. “What’s really different is this is the first time we’re identifying projects, funding projects and completing projects in a six-year period,” Valentine said, adding. “We’re responsible—we can answer to you about that — which I think has really benefited this whole process. The transparency is unprecedented.”
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TRANSPORTATION FEATURE
POTENTIAL PLANS—A draft of the Downtown Circulator route (far right) shows the path the bus could take. Josh Baker says this latest version is not final and is subject to change.
CENTRAL BUSINESS DISTRICT CIRCULATOR The Central Business District Circulator will provide transportation in Lynchburg’s business center—roughly the downtown area bordered by Fifth, 13th, Court and Jefferson streets. While the exact route has yet to be determined, a diagram submitted with GLTC’s funding request shows one possible route including portions of Main, Jefferson and Court streets. According to GLTC, which requested $479,348 in state funding for the project, the bus will run from about 10:30 a.m. to 2 p.m. on weekdays and from 7 a.m. to 2 p.m. on Saturdays. The Circulator will not, however, be the trolley used during First Fridays and other downtown events. According to Josh Baker, GLTC’s general manager, “the current trolley is not suited for regular route service” and “needs work that we do not have the funds to complete at this time.” Instead, GLTC will use a specially decorated bus. “A new bus will be wrapped,” Baker said, referring to a process where vehicles are covered with
According to Rick Youngblood, district planner for VDOT, the project’s target area—which includes streets in close proximity to the proposed route— is home to about 2,000 people. Of these, 62 percent are minorities and 37 percent have incomes below the poverty level.
Youngblood expects people from a wide demographic will use the Circulator, among them millennials and retirees who live in downtown’s 800+ loft apartments and lower income people without vehicles. Riders also will be able to use the Circulator to access other GLTC buses
a decorative, vinyl film. “We plan to do a competition among the community
for transportation beyond downtown. “There are lots of different angles,”
to name the service and to select from some conceptual designs, or submit
Youngblood said. “We’re looking at how this transportation service will be
their own design.”
utilized. Millennials, the Grassroots supermarket and restaurants [are] all
Baker also said it will take about a year to activate the service.
components coming in to make [downtown] a destination point.”
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Photo courtesy of Amtrak/Ryan Parent
TRANSPORTATION FEATURE
POPULAR SERVICE—Two Amtrak passenger trains (Crescent and Northeast Regional) leave Lynchburg’s Kemper Street Station every day. Another daily Lynchburg-to-D.C. train will be added in the fall of 2017.
BEDFORD RAIL STOP Lynchburg’s Northeast Regional, an Amtrak train that travels to and from Washington, D.C., each day, is being expanded west to Roanoke. Service in the Star City is expected to begin in the fall of 2017. When that happens, some folks hope there’ll be a stop along the way in Bedford. Susan Martin, president and CEO of the Bedford Area Chamber of Commerce, said people have been “seriously talking” about a Bedford rail stop for two or three years now. This led to a committee being formed to take a “serious look” at whether having a stop was reasonable, along with the formation of the Bedford Franklin Regional Rail Initiative (BFRRI). The thinking was that people from beyond the Town of Bedford, including the Smith Mountain Lake area and Franklin County, would use the station. When the BFRRI commissioned a feasibility study, the results were positive. The study predicted the Bedford stop—independent of the boost in riders expected by adding Roanoke—would increase annual ridership by 24 percent or 26,000 people. These riders are expected to use the train not only to get to D.C., New York, Boston and other northern cities, but also to get to bigger airports in these cities. The stop also is expected to draw tourists and businesses to the area.
“It puts Bedford on the map as a destination for people, not only to come visit but to come here to live and open a business,” Charles Kolakowski, Bedford town manager, said. “The ability for people to have a local train stop, where they can get access to cities up and down the East Coast, is important.” Before any of that can happen, however, the stop has to be approved by the Virginia Department of Rail and Public Transportation. The DRPT is currently conducting its own feasibility study, which should be completed in late fall. “We’re doing our due diligence,” Bethany Thomas, the DRPT’s communications and policy manager, said. “We understand it’s something the community wants and, to be honest, there are a lot of communities. If we could put trains ... in every community that would be great. 50
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“But we’re talking about slowing down the line when we put in a new stop. It has impacts that go up to the northeast corridor, so our job is to look at the bigger picture and determine whether or not a stop is worth the investment and any sort of disruptions it would have in the rest of the corridor.” Currently, those west of Lynchburg who want to take the Northeast Regional can utilize a bus service that picks up passengers in Roanoke and Bedford. According to Valentine, who also serves on the DRPT’s rail committee, it’s a popular service. She said it’s “shocking how many people get off the bus and how many are at the rail station every day.” Due to the popularity of the Northeast Regional, which Valentine said has “exceeded every expectation in ridership and revenue,” a second daily Lynchburg-to-D.C. train will be added in the fall of 2017. When you include Amtrak’s Crescent line, which originates in New Orleans and stops in Lynchburg, that’s three trains each day providing transportation from Lynchburg to the nation’s capital and beyond. As Valentine put it, “Lynchburg is becoming a rail hub.”
HELPFUL LINKS: Amtrak www.amtrak.com
Greater Lynchburg Transit Company www.gltconline.com
Bedford Area Chamber of Commerce www.bedfordareachamber.com
SMART SCALE www.vasmartscale.org
Citizens for a Bedford Train Station www.thebedfordstation.com
Virginia Department of Rail and Public Transportation www.drpt.virginia.gov
Commonwealth Transportation Board www.ctb.virginia.gov
Virginia Department of Transportation www.virginiadot.org
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LEGAL
THE PROS OF PRO BONO
HOW THE VIRGINIA LEGAL AID SOCIETY HELPS CLIENTS AND THE COMMUNITY BY FRED WATSON
I
n most people’s lives there will come a time when the services of a lawyer are needed. Whether it’s a divorce, a dispute with a landlord, the drafting of a will, or some other legal matter, many in our community could benefit from a lawyer’s counsel and assistance. Throughout Central Virginia, there are many exceptional lawyers who are able and willing to handle a wide array of legal matters, from the very complicated to the relatively routine. However, access to legal services is often limited to those who can afford it. While the fees charged by lawyers vary—often depending on the nature of the particular legal matter and the experience and expertise of the lawyer—legal services can be, and often are, expensive. Many of our friends, neighbors, coworkers and employees are simply unable to afford today’s cost of competent and effective legal representation. The stress and uncertainty that comes with legal problems, along with the financial inability to adequately address them, affects family finances, relationships, work productivity and overall quality of life. In extreme cases, legal problems sometimes result in homelessness, domestic violence or other societal ills. Fortunately, here in Central Virginia, the Virginia Legal Aid Society (VLAS), a non-profit organization that is one of nine regional Legal Aid programs operating in Virginia, exists to assist low-income individuals with many of their legal problems. The VLAS, which also provides services in the Southside and Western Tidewater regions, employs some extremely talented and dedicated attorneys and staff whose mission is providing high-quality legal services, while also promoting economic and family stability, working to reduce poverty through effective legal assistance and championing equal justice. While the attorneys and staff of the VLAS are talented and dedicated, they operate on a limited budget, and the legal needs of our community far exceed their resources. To help address this disparity between budget and need, the VLAS often turns to local attorneys who volunteer their services on a pro bono basis. These attorneys range from recent law school graduates to seasoned attorneys with many years of experience, from solo practitioners to members
of large firms, from trial lawyers who spend almost every day in court to business lawyers who almost never go to court. In other words, they include a large percentage of the local bar. The common thread among these volunteer attorneys is their desire to help their neighbors and their belief that access to justice should not be limited to those with means. Central Virginia is fortunate that the legal community has a long-established culture of providing pro bono legal services to those who cannot otherwise afford them. One attorney who works for a local mid-size firm, and who frequently accepts referrals from the VLAS, commented that pro bono service was encouraged by his firm from the moment he was hired. Many of the local volunteer attorneys have provided pro bono services for decades. The fact that the Central Virginia legal community has such a culture of pro bono service is no accident. Rather, it developed over many years with the encouragement of past and present local bar leaders, the example set by many of the area’s preeminent lawyers (some of whom are no longer with us) and the cultivation by the leaders and staff of the VLAS, including its current director, David Neumeyer. The benefits of these pro bono services are many. The primary benefit is the services themselves; people who would not otherwise be capable of hiring a lawyer are able to do so at no cost. But the volunteer attorneys also benefit. Many are able to experience areas of the law that are not a normal part of their practice. Recent law school graduates sometimes discover talents or interests in areas of the law to which they might not otherwise have been exposed. And almost all of the volunteer attorneys experience the satisfactions of assisting people who are often in stressful and uncertain situations. In fact, for one local attorney who has practiced law for almost 20 years, his most rewarding case was one referred to him by the VLAS and for which he was paid nothing. The legal matters handled by Legal Aid Societies and the pro bono attorney network also benefit the local and state economy. A 2011 economic impact report prepared for the Legal Services Corporation of Virginia by Kenneth A. Smith, Ph.D., and Andrea J. Brewer, M.A., of The Resource for Great Programs, Inc. found that Legal Aid’s work returns to our communities at least $5.27 for every dollar of support. And according to the Legal Services Corporation of Virginia, this amount “does not capture hard-to-quantify benefits such as savings to banks and investors from foreclosures averted, improved efficiencies in the courts, and payment of health-care providers who otherwise would have had to write off Legal Aid clients as indigents.” Despite the work of the VLAS and its network of pro bono attorneys—which is valuable and important work—there is still a long way to go to ensure that high-quality legal services are available to everyone in Central Virginia who need them. If you are an attorney, please consider volunteering to be a part of the pro bono network of attorneys that accept referrals from the VLAS. Pro bono work, however, cannot be a substitute for an appropriately funded legal aid system; it can only complement it. Thus, if you are not an attorney (and even if you are), you can assist by providing much-needed financial support to the VLAS. Together, we can all help the VLAS fully realize its mission of providing high-quality legal services, while also promoting economic and family stability, working to reduce poverty through effective legal assistance and championing equal justice. In the end, we all benefit. To learn more about VLAS, donate your time, or invest in legal aid in Lynchburg, visit vlas.org. J. Frederick Watson, a graduate of the University of Virginia and the University of Richmond School of Law, is a litigation and business attorney with Caskie & Frost. He was the 2003 and 2015 recipient of the Virginia Legal Aid Society/Lynchburg Bar Association’s Pro Bono Award.
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BUSINESS PROFILE UNDER
BUSINESS TEN YEARS
RELEVANT LAW
CHALLENGING THE INDUSTRY WITH A 21ST-CENTURY APPROACH BY D REW M ENARD
M
ark Bold likes to use a phrase, “there’s a dog in the fight,” meaning that people tend to take a grievance more seriously when they know that the opposition has some teeth. He has a history of fighting for the defenseless (and winning, to boot) and is not afraid of barking at the gatekeepers. As the founder and managing attorney at the newly-established (March 2016) Relevant Law, Bold is now challenging the status quo, hoping to bring a fresh approach to an age-old industry. Relevant Law is a full service law firm, serving businesses, families and individuals alike in pretty much any legal arena. Its attorneys have years of experience in business law and the corporate world “Redefining law” is the firm’s tagline, which does not mean Relevant Law intends to ignore years of precedent, it simply means that it is trying to change how people think of lawyers in general, who are often found to be intimidating, inaccessible and overpriced. As a reminder of the expectations he hopes to defy, Bold has a daily calendar featuring jokes about lawyers.
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BUSINESS PROFILE
RECENTLY RELOCATED— Relevant Law is getting settled into a new office in Cornerstone, located at 1216 Greenview Dr. Their previous office was in Wyndhurst.
“Law needed to be challenged,” Bold said. “Law is a very traditional industry that unfortunately, has an oftentimes poor reputation. … The legal industry, in general, never questions, ‘Is there a way to do it better?’ They just do what everyone else does; they copy each other.” Due to the hourly rates of most legal services, clients not only have uncertainty in terms of cost, they are deterred from proper communication. This is why Relevant Law has free consultations and upfront pricing. “This high pressure for law associates to bill, bill, bill…[it] stifles communication with the client,” Bold said. “Why would you want to pick up the phone and ask how the case is going if you are going to be billed for it? It stifles that client-attorney relationship … you want that open communication (to better solve a case) and yet the industry punishes attorney-client communication, monetarily.” The upfront pricing model puts a certain amount of risk on the law firm, which Bold shrugs off. He’s not worried about clients wasting his time by calling in. “Most people are reasonable,” he says, adding that if someone were to overstep, start wasting time, the firm could handle it. “Most people are going to call for a legitimate reason and not because they are lonely.” Bold adds that he would rather a client come to him with a concern instead of trying to find the (potentially wrong) answer on the internet. Giving a client a quote, and then sticking to it even if things don’t go as planned, is common practice in other industries, so Bold does not see why it
couldn’t work in law. For him, giving the clients that sense of peace simply requires a modern business approach, focused on efficiency, coupled with Founded: March 2016 problem solving skills. Location: 1216 Greenview Early on, this begins with asking the Dr., Lynchburg client the right questions. This helps Employees: 4 determine the cost. Is it a foolproof system—no. Bold has had some cases that stretched longer than planned. But he doesn’t show much regret—he seems pleased to know a client who had felt wronged got a satisfactory settlement. Bold is a fighter, especially when it comes to injustice. In fact, while he was in law school he took up the cause for Virginia’s eugenics victims—the first generation of wrongfully sterilized, mentally challenged individuals are already dying off, with no reparation—and ultimately saw every surviving victim awarded $25,000. Like many rising lawyers before him, he had read about the case and wondered why nothing had been done to address this atrocity. Unlike all before, he could not stand while this dark mark on the Commonwealth’s history remained unaddressed.
AT A GLANCE
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BUSINESS PROFILE “I am a problem solver,” he said, simply. After law school, Bold knew that he didn’t want to just open up another practice—a “Bold, Smith & Johnson.”
“Law has been a traditional industry that’s lacked forward-thinking creativity,” Bold said. “I had been working on a business concept for years that turns its back on the traditional law practice model. I believe business leaders and individuals are looking for not only quality legal advice from experienced and trusted attorneys, but delivered in a way that’s affordable and client-centered. It’s simply a modern approach to law.” Before deciding to study law, Bold worked as an executive in the tech industry for a number of years. He picked up that cutting-edge mentality. Relevant Law strives to maintain a laid-back atmosphere, where people collaborate openly on projects and don’t feel that rigid corporate weight bearing down all the time. People work hard but they aren’t insular; there’s a warm feeling about the place. A big way to keep costs down for the clients is to keep the overhead low. Technology is utilized for data entry, customer-relationship management and anything else that can help reduce costs and be more efficient. And Relevant Law isn’t in a skyscraper business suite lavishly overlayed with oak and marble. Everything in its new Cornerstone office at 1216 Greenview Drive is clean, open and modern, but not gaudy. (The office was previously in Wyndhurst.) Being accessible where people live, shop and eat, is part of the way Relevant Law keeps a pulse on the needs of its clientele. Bold is always analyzing the client experience—even after a case is complete—to ensure it is the best possible. Even in naming Relevant Law, Bold sought to shirk convention; it’s a name that is less about the lawyers and more about what the law should be to the client. Since the name is bigger than an individual, the firm can grow beyond the borders of the Commonwealth (there are plans to open more offices run by attorneys in those locales), making Relevant Law a trusted name across the map. “The goal is to solve the [client’s legal] problem,” Bold said. “Attorneys tend to be proud. At Relevant Law we come from a collaborative standpoint, ‘How do we solve our client’s problem at a reduced cost and risk to them?’
The Relevant Law team also includes attorney Stephen Weaver (left) and Krista Bold, attorney support & development (above).
The faster we can get it done, without cutting corners, saves them money.” It is not about being the cheapest service in town—Bold knows there’s a balance with price and quality—it is about being practical. Relevant lawyers aren’t seeking high-end salaries; they’re just looking to revitalize the aspects of law that have grown tired. In any industry, Bold says, “You need to be adaptive, fluid, open to change. … You can’t rely on just your strength alone or your market share alone, and be content. We are always pushing the envelope—‘How can we do this better?’” Simply, it is about making the law relevant. Learn more at RelevantLaw.com.
Career and Technical Education Programs: • State Licensure • Industry Certification • National Competency Certification • Career Electives
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Workforce Development Learn more at: www.lcsedu.net
HUMAN RESOURCES
MEETING THEIR NEEDS Women in the Workplace BY COL L EEN M C LAUGHL I N
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istorically, women in the workplace have
been met with the proverbial glass ceiling, walls and other such barriers. Additionally, the female employee population has also experienced challenges earning equal pay for completing relatively similar tasks. While previously passed legislation has eliminated much of this discrimination, there continues to be lingering effects of past beliefs and practices. Research indicates there continue to be challenges with regard to leadership opportunities, promotions as well as compensation and benefits. However, this is not the case in all organizations. Many companies today are clearly on board with providing fair and equal treatment regardless of gender. Many organizations today have female employees leading major projects, entire departments as well as serving in executive positions. Therefore, the question to be asked today is—what is your organization doing to ensure these valuable employees are receiving not only the opportunities for advancement and equal pay but also the support they need? Assuming your organization is one in which the culture is defined by the care and concern demonstrated to its employees, there are several areas to be addressed to improve the work experience for the women in your workplace. It is first necessary to identify what the problem(s) may be so that a solution can be developed and implemented. One issue described by a female professional relatively new to the professional workforce is the challenge to be everything for everyone and to do so with excellence. We hear of burnout from those who have been in the workforce for many years, but what about the individual, who has recently completed her MBA, is serving the organization 60+ hours per week and is newly married or expecting a child? What are the resources or tangible evidence that our organizations can provide to ensure this passionate professional has the best chance for success? Further, what is the organization doing to increase the likelihood of retaining this valuable employee? It is recommended that each of these employees be provided a coach and/ or mentor who has the knowledge and experience to provide appropriate
information and share skills or wisdom. The purpose for this relationship is multifold. First and foremost is to ensure the female employee has the job knowledge to be successful in her current position and is also on track to progress in her career if that is desired. In addition to job engagement, ensure the career goals are known, understood and supported by management. This is imperative to providing the necessary support to these phenomenal employees. Identifying any potential barriers to reaching these goals is crucial. As barriers are identified, the mentor may be able to guide the employee as to how to best navigate the landscape in the organization to ensure she is not overlooked for an opportunity. While all of the above are critical to the successful mentoring relationship one area not always addressed as a workplace need is that of setting boundaries and the positive impact of the word “no.” Too often eager employees say “yes” to all requests to work on another project, resulting in less than quality work due to the overextended commitments. The mentor can assist the employee with identifying when and how to say “no” to certain opportunities so the employee is able to focus time and attention on tasks that will best help her achieve long term goals. Further, organizations must be cognizant of the needs of the female workforce to accomplish work-life balance while continuing to serve with excellence. With the increase in technology, the methods of communication have grown, making it difficult for individuals to establish healthy boundaries. The employee who desires to grow in the organization finds it difficult to identify when to turn off the technology and establish work-life balance. Boundaries are necessary for the new professional to establish. In doing so she is able to protect her time more effectively and thereby give improved effort to those work tasks and life situations deemed most important. The organization should encourage the employee to establish a work-life balance knowing the return on this investment is beneficial to both parties. Finally, a review of the benefits offered that provide sufficient time off without unnecessary hurdles to jump through, effective education and certification benefits, and health and wellness programs will all aid in the employee experiencing job satisfaction and thereby commitment to our organizations. As can be seen, most of the recommendations are relatively easy to implement and the time, effort, energy and financial resources expended are sure to reap fabulous results—a committed employee who desires to serve your organization with excellence! Colleen is an HR professional with 15 years of experience; she currently serves as a professor of business and as an HR consultant.
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MADE IN LYNCHBURG
HIGHLIGHTING LOCAL PRODUCTS AND MANUFACTURING THROUGHOUT THE REGION 2000 PARTNERSHIP
Video Aerial Systems Performance UAV Technology
Founded in 2011, Video Aerial Systems (VAS) designs antenna systems for unmanned aircraft for recreational, hobby and military use. They are the industry standard in antenna systems in video piloted vehicles. In addition to antenna systems, VAS also manufactures aircraft for both racing and recreational flying. VAS currently has two pilots qualified on an international level for drone airplane racing, one of whom is also qualified in multirotor aircraft racing. PICTURED: Left: Alex Greve testing his Wyvern race wing. The camera onboard the airplane transmits the image to the screen inside the box he’s wearing on his head. Below: Helical (general purpose directional) antenna (top right). VAS assisted in a live video feed for the Golden Knights, the U.S. Army’s official aerial parachute demonstration team (bottom).
434-221-3089 • Madison Heights, VA videoaerial@gmail.com http://videoaerialsystems.com
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Do you know of a product manufactured locally? Let us know at feedback@lynchburgmag.com.
AUGUST/SEPTEMBER 2016
PA I D A D V E RT I S E M E N T
AVAILABLE WORKFORCE
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By M egan LUC aS , C eO
an you tell me about your available workforce? That is one of the questions I hear most as I travel the country meeting with various industries. Questions will always get to “quality of Megan Lucas, CEO place” and “incentives”, but it’s workforce and available property that I spend the most time talking about. Companies want to be confident that if they choose to locate to the Lynchburg region they will have the talent and skilled workforce to meet their needs. Currently, across the county, industries are seeing an increase in retirement of skilled labor. According to EMSI, 53 percent of skilled-trade workers in the U.S. were 45 years and older in 2012. This means we will continue to see the skills gap grow in the future. We as a society have shifted our focus away from vocational education, and encourage preparing students to obtain bachelor’s degrees, in turn creating a shortfall in our skilled-trade workforce. As anyone that currently works in an industrial setting could testify, things have changed! Today’s industrial environment is vastly different than years ago; advanced manufacturing has changed the game. Today’s industrial employees are operating highly technical equipment, using computers to troubleshoot malfunctions, and are relied upon to continuously improve production processes. Companies place high value on employees with trade certifications. Currently, the average annual wage for an Industrial Maintenance Mechanic is $57,654 according to the National Center for Construction Education and Research 2015 wage survey. A primary element of the Lynchburg Regional Business Alliance’s mission statement is cultivating talent. Industry recruitment is a top priority, but so is being able to provide a talent pipeline. The Alliance has created several programs to promote future workforce, including the Future Focus Foundation, which supports STEM education especially the STEM Academy; the Young Entrepreneurs Academy, which nurtures and rewards start-up ideas; Young Professionals of Central Virginia, an organization to connect young workforce; and Leadership Lynchburg, a program designed to teach leadership skills to current regional employees. Our area partners in workforce development are critical to the region’s future. Those partners include the Workforce Investment Board, the recently
relocated Region 2000 Workforce Center, Central Virginia Community College and Virginia Technical Institute. Currently, there are 650,000 available trade jobs across the country. Both Central Virginia Community College and Virginia Technical Institute have curriculums designed to equip graduates with the trade certifications needed to apply for well-paying, readily available jobs. The current percentage of VTI graduates finding employment is 97%, again highlighting the need for a skilled-trade workforce in the region. The Lynchburg Regional Business Alliance serves as a regional connector for workforce issues. By working together with local partners, we can ensure the success of our region’s future. For more information about Alliance programs, or to connect with any of the above mentioned organizations, contact the Alliance office at 434-845-5966. So…when the question arises, can you tell me about your workforce? I can say yes! The Lynchburg Region is a region of highly-skilled talent thanks to the innovative programs and forward thinking of all our community workforce partners.
Upcoming opportunities to Engage
august 9, 5:30-7 p.m. Business After Hours First National Bank, 3321 Old Forest Rd., Lynchburg
august 19, 5-9 p.m. Wing Fling at Phase 2 Wings, Music & Beer Food by Buffalo Wild Wings, Dominos and Zaxby’s Music by Funky Bone Includes free admission to Phase 2 (21 & older)
august 10, 7:30 a.m. Business at Breakfast Discussion about Department of Labor Overtime Ruling The Summit, 1400 Enterprise Drive, Lynchburg
September 26, time t.B.D 5th Congressional District Candidate Forum Appomattox Inn & Suites, 447 Old Courthouse Rd., Appomattox
august 2, 10-11:30 a.m. Coffee with Senator Kaine Hilton Garden Inn, 4025 Wards Rd., Lynchburg
ContaCt info: To learn about the benefits of membership in the Lynchburg Regional Business Alliance contact Mike Lewis at 434.515.3365 or MLewis@LynchburgRegion.org
2015 Memorial Avenue, Lynchburg, VA 24501 Phone: 434.845.5966 | Fax: 434.522.9592 | Info@LynchburgRegion.org www.LynchburgRegion.org | www.YesLynchburgRegion.org
It’s law, done better. 434-200-9567
| relevantlaw.com