Lynchburg Business Magazine June/July 2016

Serving the greater Lynchburg regiOn

June/JuLy 2016

“We were posed with the opportunity to relocate from New York down to Virginia.

Karl was suggested as the best agent we could have to help us make our move. In only one short weekend, Karl helped find our new home and made the entire purchasing process and moving a smooth and painless transition.

We are thankful for his honest, genuine and professional service!

— Kirk & Ali Smith

“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 started out as our realtor and ended up our friend! We are forever grateful for his services.”

— The Gunter’s

“By far the best agent I have ever dealt with.”

— Richard Goetz

K

Team

Karl Miller Dalton & Company, Inc.

The market has changed! As of May 1st, pending home sales were only on the market 68 days from list to contract on average. 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 June/July 2016

FEATURES 17

UPFRONT

7 BY THE NUMBERS 8 IN THE NEWS

LEADING LADY

10 MOVERS & SHAKERS

Karen S. Simonton

11 PLUGGED IN

17

12 LET’S DO LUNCH

Jimmy’s on the James

22

15 MARKETING

BUSINESS OVER 10

The Reasons Consumers Purchase Dodging the Leadership Crisis?

CONTINUING EDUCATION Business Coaches Weigh In on Leadership Development

COLUMNS 21 HUMAN RESOURCES

18

Land Tech

31

22

FACES OF LAW

26 COMMERCIAL REAL ESTATE

7 Local Law Firms

28 REAL ESTATE

LEADER PROFILE

40

Storing Up Wealth

Roger Jones

Solving a Real Estate Word Problem

38 LEGAL

31

Asset Protection and Pre-Bankruptcy Planning

43 FINANCIAL

44

COMMUNITY IMPACT 8 Businesses That Really Give Back

Smart Ways to be Generous

53

52 HEALTHCARE

SPOTLIGHT ON TOURISM

Help for Caregivers

MADE IN LYNCHBURG

58 FLEET LABORATORIES

Upcoming Summer Events

56

56

BUSINESS UNDER 10 Hill City Pharmacy JUNE/JULY 2016

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INSIDE LB

EDITOR’S LETTER

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.

Photo by Chris Breedlove

2016 marks 10 years since I accepted a job offer in Virginia. A decision that pulled me from my Tar Heel roots. A decision I thought was only one stop along a path that would lead me back to my family in Charlotte, North Carolina.

During an early conversation with my new, first boss, he said something that stuck with me. “You’ll either fall in love with this area, or you’ll fall in love. That’s what will keep you here.”

Fast forward to now, on this Sunday morning, as I write my first Editor’s Letter for Lynchburg Business; my husband is reading the paper, my stepdaughters are playing in their room and our future family member is wiggling around inside my stomach.

I know now he was right… on both fronts.

Falling in love happened quickly; when I met “the one,” I just knew.

Falling in love with the area happened over time and was a product of my career as a local journalist. The life of a TV news reporter brings you closer to the community than any other job. You get to know the good, the bad and the ugly of the area you are assigned to monitor. In between court cases and layoffs, I was privileged to tell the good stories, stories about selfless individuals in the Lynchburg region and a community with a true heart for service.

In this issue, part of our Community Impact Appreciation 2016, you will get to read about some of the businesses that are ahead of the curve in efforts to give back to this area. Business owners like Brandon Brown, of Brown’s Heating and Air, who find small, impactful ways to help people who desperately need assistance. Or business owners like Dan and Kelly Reichard who make it their goal to help those with disabilities not only find a job, but keep it for the long run. Read more about this year’s eight recognized businesses on pages 44-51.

I will also have to admit, upon moving to Central Virginia in my 20s, I was convinced there would be absolutely nothing to do here. True, Lynchburg is not a big, metropolitan city with an endless nightlife. But I was immediately impressed with all this city has to offer: wine/music festivals, arts and culture opportunities, a thriving and quaint downtown and more.

On pages 53-55, we are looking ahead to all of the big, upcoming tourism projects and the events that will put Lynchburg and Bedford on the map in the coming year. One of the biggest is the Virginia Commonwealth Games, which is expected to bring 10,000 athletes and spectators to the Hill City this summer.

I hope by reading this issue of Lynchburg Business, and any upcoming issues of the magazine or Lynchburg Living, that one of two things happens. Hopefully, the stories will help you reaffirm your love for this area.

Or maybe, the more you read, the more you will gradually fall in love with a place I now call home.

Publisher Randy Thompson Managing Editor Shelley Basinger Editorial Director Angela Blue Contributing Writers Shelley Basinger, Kendrick Brunson, David Cox, John Hall, Billy Hansen, Emily Hedrick, Megan House, Drew Menard, Suzanne Ramsey, Jennifer Redmond, Eric Richardson, Dan Vollmer Vice President of Production Holly Watters Art Director Chris Meligonis Client Relations Manager Brittany Proctor Contributing Designers Christina Sinclair, Kaye Ellen Trautman 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, Jim Pile 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:

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.

AUGUST/SEPTEMBER 2016

Shelley Basinger, Managing Editor Shelley@lynchburgmag.com 6

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ADVERTISING DEADLINES Advertising Space Reservation.................................June 30 Editorial & Events........................................................June 30 Final Artwork................................................................... July 5 For Advertising or Distribution Information, Please call 757.213.2461 or email paul@vgnet.com

BY THE NUMBERS

6

BY THE NUMBERS

MONTHS

Approximate real estate inventory in Lynchburg area; more on pages 28-29.

500

$14,000

Number of acres donated by Foster Fuels for children’s camp; more on page 46.

$4 Million Amount of tourist revenue expected from Virginia Commonwealth Games in July; more on pages 53-55.

20

Tax-free gift amount allowed to others each year; more on page 43.

Correction In our last issue, the article entitled “Shopping for Employee Healthcare Coverage: Where and How to Start” incorrectly quoted David Barney, Vice President of Scott Insurance. The statement should have read as follows:

Average number of hours caregivers log each week; more on page 52.

Due to the implementation of the Affordable Care Act (ACA) in 2010, “employers that employ 50 or more are required to offer coverage or pay a financial penalty” according to Barney.

Lynchburg Business regrets the error.

COMPLETE FAMILY DENTISTRY

Dr. Joshua Binder | Dr. Daniel Yeager Dr. Victoria Yeager Dr. Jennifer Johannsen

VOTED #1 DENTAL CENTER Our friendly and WE WELCOME compassionate staff will make NEW PATIENTS your visits comfortable.

Thank you Lynchburg, for voting to make us #1, and to all our patients for trusting us with their smiles.

1604 Graves Mill Rd., Lynchburg, VA 24502 | 434-385-7307 Open: Monday–Friday 8am-5pm | www.ForestDentalCenter.com JUNE/JULY 2016

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UPFRONT

IN THE NEWS CITY LEADERSHIP

LYNCHBURG CITY COUNCIL APPOINTS NEW CITY MANAGER

F

or the first time in Lynchburg’s history, a woman will be the city’s top leader. On May 11, city council voted unanimously to appoint current Deputy City Manager Bonnie Svrcek to succeed current City Manager Kimball Payne, who announced his retirement in December.

Svrcek’s appointment came after a nationwide search that included over 30 candidates, according to Mayor Mike Gillette. “After several processes to narrow the field, we became absolutely convinced that Bonnie Svrcek was the ideal person to serve as Lynchburg’s City Manager, and we believe she will do a phenomenal job,” said Gillette.

“I am incredibly humbled and proud to be chosen as Lynchburg’s next city manager. The opportunity to continue the legacy of strong city managers in Lynchburg is something I have aspired to in my career,” said Svrcek.

Svrcek was hired as Lynchburg’s deputy city manager in 1999. Prior to that, she served as the assistant town manager in Blacksburg for nine years.

Svrcek will begin her new role July 1. Payne’s retirement is effective June 30.

ARTS & CULTURE

ACADEMY: $1.6M NEEDED TO COMPLETE CAPITAL CAMPAIGN

T

he Academy Center of the Arts is within arm’s reach of meeting its financial goal to renovate and reopen the historic Academy Theatre.

In a 45-day matching challenge from local resident Becky Hawkins, the public raised more than $400,000 for restoration efforts. Hawkins offered to match every new donation made through March 16 up to $350,000.

“Lynchburg believes in the Academy Theatre,” said campaign chairman George Dawson. “But we are not there yet, and I’m asking everyone to pitch in and help us finish this. No donation is too small or too large.”

The matching challenge funds, combined with other recent public support and a grant from the State Industrial Revitalization Fund, make the Academy $1.6 million shy of its $16.6 million goal.

The Academy wants to raise the remaining funds quickly, in hopes of restoring the theatre and reopening it in the fall of 2018.

(434).944.1247 DrummondElectrical@gmail.com 620 Pine Ridge Dr., Amherst, VA

Steve Drummond- Master Electrician/Owner • Briggs & Stratton Generator Dealer

HEALTH CARE

CVFP EARNS RECOGNITION FROM TOP HEALTH CARE ACCREDITATION ORGANIZATION

T

wo facilities operated by Central Virginia Family Physicians (CVFP) have received national recognition for the timely and structured care they give to patients.

The National Committee for Quality Assurance (NCQA) recognized CVFP Immediate Care-Lakeside Drive in Lynchburg and CVFP Immediate CareAirport Plaza in Campbell County with NCQA Patient-Centered Connected Care Recognition. To qualify for this recognition, sites must provide outpatient care for patients experiencing acute/episodic illness but do not act as the patient’s primary care provider. The CVFP Immediate Care sites met certain scores for five standards: connecting with primary care, identifying patient needs, patient care and support, system capabilities, and measuring and improving performance.

NCQA is a private, nonprofit organization that accredits and certifies a wide range of health care organizations.

DOWNTOWN DEVELOPMENTS

NEW FACES TAKE THE LEAD

T

wo organizations dedicated to improving Lynchburg’s downtown resources and culture have new leaders.

Ashley Kershner is the new executive director of Lynch’s Landing, the nonprofit committed to improving and sustaining the downtown and riverfront area. In her previous position at Lynchburg Parks and Recreation, she launched events like “Movies in the Park” and “Food Truck Thursdays.”

“New lofts, restaurants, shops, and public spaces have already begun to transform downtown into a thriving urban core,” said Kershner. “My goal is to make Lynch’s Landing an important force in that effort by supporting downtown businesses, recruiting new ones, creating an excellent marketing presence to attract residents and visitors.”

Meanwhile, Kim Sorensen was named the new executive director of community art hub Riverviews Artspace. She was formally the president of the James River Council for Arts & Humanities.

Both Sorensen and Kershner started their new positions in April.

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JUNE/JULY 2016

a n d a w i d e ra n g e o f b u s i n e ss u n d e r st a n d i n g , c a l l o n p e o p l e w i t h t h e

UPFRONT

a t te n t i o n to d e t a i l a n d f o re s i g h t n e ce ss a r y fo r s u cce ss .

Wo o d s R o g e r s . O u r v i s i o n c a n h e l p yo u s o a r to n ew h e i g h t s .

LEGAL RECOGNITION WOODS ROGERS CELEBRATES AS 23 ATTORNEYS HONORED ON NATIONWIDE LISTS

SMALL BUSINESS

NEW AERIAL PHOTOGRAPHY COMPANY TAKES FLIGHT

F

rom unique wedding photos to breaking news coverage, a local company is ready to respond as the demand rises for drone services. woodsrogers.com | (800) 552-4529 Central Virginia Aerial Solutions (CVAS) is a newly formed aerial oanoke-based Woods Rogers ROA NisOproud K E | Cto H Aannounce R L OT T E Sthat V I L L21 E attorneys | D A N V I Lhave LE | RICHMOND photography company serving Lynchburg and the surrounding areas. It’s owned and been selected to join the 2016 Virginia Super Lawyers® list. Eight of the 21 operated by Lynchburg-native Kyle Falwell. are recognized as Rising Stars, top up-and-coming lawyers who are 40 years CVAS utilizes small lightweight drones to capture high-resolution images and old or younger or who have been practicing 10 or fewer years. This marks the tenth videos.

The company is FAA approved, licensed, insured and operated exclusively by year in a row Lee Osborne has received the honor. aircraft pilots to ensure the public’s safety both on the ground and in the air.

2016 Woods Rogers Super Lawyers:

R

· Thomas R. Bagby/Labor and Employment (Roanoke) · D. Stan Barnhill/Construction (Roanoke) · Neil V. Birkhoff/Taxation (Roanoke) · Victor O. Cardwell/Labor and Employment (Roanoke) · Agnis C. Chakravorty/Labor and Employment (Roanoke) · Nicolas C. Conte/Business Law (Roanoke) · Frank K. Friedman/Appellate Law (Roanoke)

· James W. Jennings Jr./Civil Litigation Defense (Roanoke) · Mark D. Loftis/Civil Litigation (Roanoke) · Richard C. Maxwell/Bankruptcy/ Creditors’ Rights (Roanoke) · J. Lee E. Osborne/Trust and Estates (Roanoke) · Elizabeth G. Perrow/Health Law (Roanoke) · Thomas M. Winn III/Labor and Employment (Roanoke)

2016 Woods Rogers Rising Stars: · Erin B. Ashwell/General Litigation (Roanoke) · Michael P. Gardner/Labor and Employment (Roanoke) · Patice L. Holland/Labor and Employment (Roanoke) · Charles Carter Lee/Business Litigation (Roanoke)

· J. Benjamin Rottenborn/Business Litigation (Roanoke) · Daniel T. Sarrell/Medical Malpractice Defense (Roanoke) · Joshua R. Treece/Intellectual Property (Roanoke) · Elizabeth Burgin Waller/Business Litigation (Roanoke)

Also, two Woods Rogers lawyers have been recognized by Chambers USA as 2016 “Leaders in Their Field.” James W. Jennings is a trial lawyer with more than 40 years of experience in civil litigation and in federal and state courts. Mark D. Loftis is chairman of the Woods Rogers Litigation Section and practices in the areas of product liability, commercial litigation, and insurance coverage litigation.

INSURANCE

T

AAA LYNCHBURG RETAIL STORE RELOCATION

he Lynchburg, Virginia AAA store has relocated to a new location on Wards Ferry Rd. Customers can now find the store in the same building as McAlister’s Deli, across the street from Target. Inside the new store are some new elements including digital signage, a map and TourBook® lounge and a AAA Café. The new location opened for business on Monday, May 16.

CONSTRUCTION

J

ust in time for the busy building season, Craftsman Custom Home Builders has opened a new selection center in Campbell County.

Inside the showroom at 22174 Timberlake Rd., potential homeowners can see and choose everything that goes into their new home, from shingles to faucets.

Craftsman Homes negotiates with every manufacturer and supplier ahead of time for a price that will not change.

“Sure, we want to deliver the highest quality at an affordable price. Every builder strives for that,” said Vice President Joe Hepler. “But at Craftsman Homes, it’s every bit as important for us to make it an enjoyable experience from the first day you visit our offices until the day you turn the key to your new home.”

The Craftsman Custom Home Builders showroom officially opened to the public in March.

BUSINESS RELOCATION REBRANDED SOUTHERN PROVISIONS OPENS NEW STOREFRONT

S

outhern Provisions Company is opening its doors at a newly renovated and expanded location in midtown Lynchburg. The design house offers an assortment of luxury fabrics, home accessories and an in-house team of talented stitchers to customize orders.

Now located at 2704 Langhorne Rd., Southern Provisions Company will be able to reach a broader section of the market. The business will be better positioned to work with corporate and residential clients who are looking to transform their spaces.

Southern Provisions Company is formerly known as Southern Loom, located in the Boonsboro Shopping Center.

AMANDA E. STIFF, MBA Investment Advisor

Put my three decades of diversified financial services experience to work for you

We listen.

We coach.

You take control.

CRAFTSMAN CUSTOM HOME BUILDERS LAUNCHES

ACCESSADVICE.NET 941 366 7504 astiff@harborfs.com 1305 Langhorne Road Lynchburg, VA 24503 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

Have a pleasant summer. Our series will resume…

Money Savvy

Women Series

Tuesday, September 27 • 6-8 pm Retirement 101 Thursday, November 29 • 6-8 pm Giving Thanks For reservations call 941-366-7504 or email kcook@harborfs.com.

JUNE/JULY 2016

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UPFRONT

MOVERS & SHAKERS SARAH M. BELL—New mortgage loan originator at First National Bank. Bell joins the bank’s mortgage team after serving in its retail division for five years. She has completed coursework at Central Virginia Community College and is a graduate of the inaugural class of First National’s Future Bank Leader program.

NICKOLAS R. GILLAN—Retail business development officer at First National Bank’s Timberlake Branch. Gillan began his banking career at First National in 2010 as a teller. He holds an associate degree, is a graduate of the inaugural class of First National’s Future Bank Leader program, and is a current enrollee in the Virginia Bankers School of Bank Management.

C. LYNETTE CALLANDS—Promoted to vice president and branch manager of Bank of the James’ Main Street and Church Street locations. Callands joined the bank in 1999 and has climbed the ranks from teller to branch manager.

COURTNEY W. GLASS—Promoted to vice president and consumer loan officer for Bank of the James. She joined the bank in January 2014 as an assistant vice president. Prior, she was associated with Bank of America. Glass holds a B.S. in marketing management from Virginia Tech.

LADONNA S. DAVIS—Promoted to retail business development officer at First National Bank’s Vista Branch. Davis began her banking career at First National in 2008 as a teller supervisor. She is a graduate of the inaugural class of First National’s Future Bank Leader program.

JOE HEPLER—Co-founder of Craftsman Custom Home Builders. Hepler brings over 30 years of experience as vice president of sales for three of the Mid-Atlantic region’s largest scattered lot custom home builders.

SHELLY ENGEL—Vice president and drone pilot for Central Virginia Aerial Solutions. Engel is a commercially-rated pilot who brings 10 years of aviation experience to the newly-formed drone company. She earned a B.S. in aeronautics and a minor in business from Liberty University.

CHRIS JONES—New president of the Lynchburg Hillcats. Jones previously was the vice president and general manager of the Lake Elsinore Storm in California.

During his tenure, the organization received the prestigious 2011 Larry MacPhail Award for the top promotion effort in all of Minor League Baseball.

KEVIN M. GILL—Promoted to senior vice president and loan administrator at Bank of the James. Gill has over 25 years of commercial banking experience, including 14 with Bank of the James. He holds an MBA from the Graduate School of Business Administration at The College of William and Mary and a B.S. in political science from James Madison University.

SOPHIE M. LOVELL—Promoted to retail business development officer at First National Bank’s Airport Branch.

Lovell began her banking career at First National in 2013 as a teller. She holds a bachelor’s degree from Liberty University, is a graduate of the 2015 Leadership Lynchburg Class, and is a graduate of the inaugural class of First National’s Future Bank Leader program.

SCOTT W. MARTIN—New retail business development officer at First National Bank’s Airport Branch. Martin comes to First National with relationship banking, insurance sales and small business ownership experience. He holds an M.A. in management and leadership from Liberty University.

REBEKAH MOODY—CEO of Southern Provisions Company. Moody recently opened her new space at 2704 Langhorne Road. Southern Provisions Company was formerly Southern Loom in the Boonsboro Shopping Center.

CHERIA B. TAYLOR—Promoted to retail business development officer at First National Bank’s Main Office.

Taylor began her banking career as a First National Bank teller. She is a graduate of the inaugural class of First National’s Future Bank Leaders program.

MICHELLE THOMAS—COO of Southern Provisions Company. With over 25 years in business and retail, Thomas is excited to lend her experience to open the doors and oversee the newly renovated space in midtown Lynchburg.

RAYETTA M. WEBB—Named reverse mortgage loan officer for Bank of the James Mortgage. Webb joins Bank of the James with 15 years of mortgage experience at TowneBank Mortgage and Wells Fargo. She currently serves as a chairperson for the Altavista Community Transit System.

Building Solutions

NAVIGATING

www.thalhimer.com Lynchburg 434 237 3384 Roanoke 540 767 3000

As a leading full-service commercial real estate firm we believe it’s not enough to simply execute leases but rather, we strive to successfully navigate each transactional maze and find the best path for our clients.

Driving client value by delivering the right real estate solution.

Cushman & Wakefield | Thalhimer is a leading full-service commercial real estate firm in the Mid-Atlantic. We have a unique balance of local flexibility and global reach by leveraging our partners in the Cushman & Wakefield alliance. Our clients benefit from the combined talents of over 400 associates with expertise in all product types. Together, we tirelessly strive to build the right solutions for every one of our clients’ unique needs. No matter what the requirement, we’ve got the solution!

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JUNE/JULY 2016

UPFRONT

PLUGGED IN JUNE 2-4 LYNCHBURG INNOVATION WEEK PRESENTED

BY OFFICE OF ECONOMIC DEVELOPMENT

Riverviews Artspace 901 Jefferson St., Lynchburg A three-day series of events featuring a variety of activities to learn, network and celebrate the development in the city.

Full schedule at www.opportunitylynchburg.com

JUNE 7 LUNCH & LEARN: “ESPECIALLY FOR WOMEN: EXAMINE YOUR MESSAGE” PRESENTED BY BEDFORD AREA CHAMBER OF COMMERCE

JUNE 18

JULY 4

LYNCHBURG BATTEAU FESTIVAL ORGANIZED BY LYNCH’S LANDING

INDEPENDENCE DAY CELEBRATION AT THOMAS JEFFERSON’S POPLAR FOREST

Percival’s Island 1600 Concord Turnpike, Lynchburg 9-1 p.m.

Watch the launch of the replica bateaux as they begin their eight-day journey down the James River. More information at www.jamesriverbatteaufestival.com

REMEMBERING HISTORY: HUNTER’S RAID JUNE 1864

Peaks of Otter Lodge 85554 Blue Ridge Pkwy, Bedford 10-4 p.m.

Admission is free.

JUNE 22-25 2016 VIRGINIA HARLEY OWNERS GROUP RALLY

Bedford Welcome Center 816 Burks Hill Road, Bedford 12-1:30 p.m.

Bring a bag lunch. $10 for members; $15 general admission.

Downtown Lynchburg More information at www.vastatehogrally.com.

JUNE 8

WOMEN’S LUNCHEON SERIES

T4TACTICS, LLC RIBBON CUTTING

147 Mill Ridge Road, Suite 207, Lynchburg 5:30 – 7 p.m.

Meet Marko Galbreath and learn about individual and group instruction for firearm safety or active shooter response planning. Call (434) 845-5966 for information.

JUNE 14 NETWORKING BEFORE NINE WITH BEDFORD AREA CHAMBER OF COMMERCE

Bedford Baptist Church 1516 Oakwood St., Bedford 8-9 a.m.

BUSINESS EXPRESS LUNCH & LEARN WORKSHOP WITH LYNCHBURG RETAIL MERCHANTS ASSOCIATION

The White Hart 1208 Main St., Lynchburg 11:30 a.m. – 1 p.m.

JUNE 23 Oakwood Country Club 3409 Rivermont Ave., Lynchburg 11:30 a.m. – 1 p.m.

Attendees will hear from guest speaker Leigh Cockram, owner of RaesWear. Cost is $22 for Alliance members; $32 for general admission. Reservations are required

by June 17. RSVP at (434) 845-5966, info@lynchburgregion.org.

BUSINESS AFTER HOURS WITH BEDFORD AREA CHAMBER OF COMMERCE

Stacey’s Sweet Spot 1035 Mercantile St., Moneta 5:30-7 p.m.

JUNE 24 COFFEE TALK WITH LYNCHBURG RETAIL MERCHANTS ASSOCIATION

City Place Foods 101 Northwynd Circle, Lynchburg 8-10 a.m.

Know Of An Up-And-Coming Young Professional? presented by

1542 Bateman Bridge Road, Forest 11-4 p.m.

Admission is $9 for ages 15+. Children are free.

JULY 5 LUNCH & LEARN: “SPEED NETWORKING” PRESENTED BY BEDFORD AREA CHAMBER OF COMMERCE

Bedford Welcome Center 816 Burks Hill Road, Bedford Bring a bag lunch. $10 for members; $15 general admission.

JULY 12 NETWORKING BEFORE NINE WITH BEDFORD AREA CHAMBER OF COMMERCE

Allstate office of Dennis Farnsworth 401 Otey St,. Bedford 8-9 a.m.

JULY 23 VIRGINIA COMMONWEALTH GAMES

Liberty University More information at www.commonwealthgames.org

JULY 27 ALLIANCE NIGHT AT THE BALLPARK

Lynchburg City Stadium 6:30 – 10 P.M. Look for a flyer in the Alliance’s June mailer with a half-off general admission coupon. Or call the Alliance at (434) 845-5966. Limit two tickets per person.

JULY 28 BUSINESS AFTER HOURS WITH BEDFORD AREA CHAMBER OF COMMERCE

English Meadows, Elks Home Bedford Campus 931 Ashland Ave., Bedford 5:30-7 p.m.

JULY 29 COFFEE TALK WITH LYNCHBURG RETAIL MERCHANTS ASSOCIATION

Old City Cemetery 401 Taylor St., Lynchburg 8-10 a.m.

R. Edward Fielding, Inc. parking lot layout & marking

in partnership with

Help us find the up-and-coming young professionals in our region!

We welcome nominations from all industries and aspects of business to identify the best and brightest individuals among us who are making a difference in their places of work and in the community around them.

Nominate Today at LynchburgBusinessMag.com

tennis courts • athletic tracks industrial safety aisles phone : (434) 845-1740 mobile : fax : (434) 846-2856 (434) 841-8676 refielding@verizon.net JUNE/JULY 2016

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UPFRONT

LET’S DO LUNCH!

Jimmy’s on the James

BY JE N NI FE R RE DMOND

What to Expect:

AT A GLANCE

A welcoming bistro atmosphere featuring fresh Southern cuisine

What to Try: “Food goes hand in hand with entertainment,” owner Bob Rygielski explains. “But food comes first. I want to see eyebrows go up with someone’s first bite.”

And in the interest of full disclosure, that’s exactly what happened when our photographer first bit into the Six-Ten Sirloin Burger, a 100% ground New York Strip burger. His expression said it all. Paired with hand-cut garlic truffle fries and coming in at only $9, this plate is hard to beat for a lunch out. Rygielski also served their wild caught Blackened Salmon topped with a flavor-packed, house-made chimichurri.

The core lunch menu is filled with variety—from lamb and veal meatloaf to seared tuna—and will beckon you to return before long.

The Experience: If you have yet to visit this speakeasy-inspired eatery, be sure to look for the colorful caricatures of famous entertainers decorating the walls and see how many you can name.

And don’t assume that great food equates to longer wait times. Rygielski recounts with a smile the day they served a table of seven customers within 12 minutes of their order.

A quick lunch is even more enjoyable in the al fresco dining room. With an open view of the street, you’ll have the benefit of an interior restaurant with the sights and sounds of an outdoor café.

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Location: 610 Commerce Street, Lynchburg For those returning during the dinner hour, you’ll be entranced by the live jazz music on Friday and Saturday evenings.

RSVP: (434) 845-1116 Open for lunch Monday— Friday, 11 a.m. to 3 p.m.

The Extras: Private parties can enjoy a personally crafted menu that Rygielski will design with you to suit preferences and cost.

“We have very flexible pricing and menu options,” he says.

After work, stop by between 5 and 7 p.m. for happy hour when full-size appetizers are 25% off. On “Winesday,” Rygielski offers free wine tastings; after trying four, you can have your choice for $5 a glass.

Monthly Wine Dinners allow for a longer and unique experience at the restaurant, but reservations are required. “We strive for authenticity and creativity,” Rygielski says of the menus, which have been inspired by Lebanese, game (think elk, quail eggs, and even rattlesnake), and most recently, Moldovan.

“I love being hands-on and having interactions with our guests,” Rygielski says.

So look for a Bourbon and Barbecue Fest in late summer 2016.

Visit them online at www.JimmysOntheJames.com.

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MARKETING Part of the discussion in these articles may include an evaluation of how each of these attributes might be different among genders and generations. The primary generations to be considered are Baby Boomers (those born between 1946 and 1964), Generation X (those born between 1965 and 1979), and Generation Y / Millennials (those born between 1980 and 2000).

A CONSUMER’S SELF IMAGE COUNTS There is little argument today that the market is becoming more self-centered and demanding more customized solutions. Even in the service industry, one manifestation of this phenomenon is the expectation of convenience, defined as 24/7/365 access to services. In products, customers want more individualized colors, shapes, sizes, capacity, etc. The challenge for the marketer/producer is how to create diversity and remain profitable. This problem is not unique to the younger Millennial generation, though it is more pronounced there as an expectation. Most consumers expect a greater degree of flexibility in product and service offerings today.

WHY DO CUSTOMERS PURCHASE THE WAY THAT THEY DO? (PART 1)

BY DR . K E N DR I CK B RUN SO N Intro Note from the Editor: Sure, cost matters. But a consumer’s decision to choose your company’s products or services is based on a slew of other factors, some you might not even have on your radar.

In a multiple-part series, Dr. Kendrick Brunson will answer the question: why do customers purchase the way that they do? The answer could help you respond in a way that increases the likelihood of a sale.

UNDERSTANDING THE MARKETPLACE In this series, we will analyze individual attributes of consumers, social influences and situational influences at the time of purchase. Each of these major categories will have sub-categories and may require more than one article to sufficiently cover the topics.

Before launching into the first consumer behavior attribute, it is beneficial to review the general dynamics of the marketplace. Consumers only seek solutions offered by others when the value of those solutions outweighs the costs of the solutions to the consumer. For example, if consumers were willing, able and had the time to grow their own food and preserve it, they would not need grocery stores. Fortunately for grocers, most Americans no longer farm and visit grocery stores on a weekly basis. Therefore, regardless of why consumers purchase, based on behavioral criteria, the marketer needs to offer solutions to consumers that benefit them beyond the value of the costs.

INDIVIDUAL ATTRIBUTES Among the individual attributes of the typical consumer are (a) self image and one’s role in the world, (b) perceptions about the world around them, (c) how one learns and remembers, (d) how one is motivated to respond, (e) one’s value system, and (f) attitudes toward experiences and other human beings. In this article, we will examine the first attribute, self-image.

EMBRACE SOCIAL MEDIA Part of the key to success in this demanding market is to accurately identify where the bulk of demand will be, not just today, but in the near future.

The best source of information to determine the potential future trends is in the social media universe. More and more companies are beginning to establish entire departments dedicated to monitoring what is being said about a brand on social media and to respond from the brand in a positive way that informs the market that the company has heard any suggestions or complaints and is taking a proactive position to address all comments.

Sometimes the perceptions about social media of those not of the Millennial Generation is that it is the enemy. Yet often, comments or suggestions can be motivated by the desire for an enterprise to improve in order for the writer and his or her network to increase their purchase behavior in the future.

For small businesses that cannot afford to hire full-time employees to monitor social media, using an intern on a part-time basis may be the solution. The interns could also be helpful in designing a social media strategy for the organization.

MAKE YOUR CUSTOMER A HERO Most people are the heroes of their own life story. Whatever they do and whatever they purchase are attempts to remain a hero and avoid becoming a villain. Society norms will often shape the current definition of what is heroic and what is villainous. Therefore, one can determine the definitions by observing the culture norms.

Some examples of heroism today include “saving the planet,” “giving back to those less fortunate,” “not allowing others to take unfair advantage of you,” etc.

How can a marketer respond in a way that encourages the average consumer to maintain the hero role? Does the marketer’s organization give back some of its profits to community charities (corporate social responsibility)? Can a loyal customer be rewarded in front of his or her peers at the next encounter with unexpected savings or additional unexpected benefits? Will employees of the marketer’s organization be genuinely friendly, helpful, and respectful of customers in the store? These are just a few suggestions on how to help your customers be the hero.

Dr. Brunson is on the faculty of the Liberty University School of Business and teaches marketing courses in the undergraduate and graduate programs. Brunson retired from GTE/Verizon in 2003 as Marketing Manager for major business accounts in the Southeast.

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LEADING LADY

KAREN S. SIMONTON Occupation:

Chief Administrative Officer, OrthoVirginia-Lynchburg

Hometown:

Lynchburg, Va. What does your day-to-day look like?

Lots of communications—written (hundreds of emails plus letters, memos, etc.) and a fair number of planned and unplanned meetings both on the phone and in person. Between all that, a reasonable amount of financial analysis and accounting department interaction. No two days are the same, and the plan the night before for the next day is often revised a number of times or completely rewritten as the day moves on. Days can begin as early as 6 a.m. and end as late as 10 p.m. The schedule is variable with a lot of offsite and off-the-clock continued access and communication. Digital technology has created the 24/7 virtual office.

What led you to where you are now?

I was fortunate to take a bookkeeping class when I was 16, and I was hooked for life. Accounting is how my brain works and for that I am forever grateful.

Many thanks for Mattie Bersch and Ed Fielding, my business teachers at Brookville High School.

We have always worked to pick up more than the slack for each other.

Anyone who is primarily responsible for child rearing alone faces significant challenges when carrying a professional career. Your gender doesn’t change that.

Otherwise, being a woman has never been an impediment for me in healthcare.

What lessons have you learned over time?

What’s life like outside of work?

Be curious. At the 10k foot level, a lot of things are connected. As you mature, you will see the spider web of connectivity emerge. Greek philosophy remains relevant (even for business geeks). Find and keep a large group of colleagues and friends throughout your whole life. In this group, you will find mentors, who are not necessarily older than you. You will also find opportunities to mentor and minister to others. Be present. Often the meaningful stuff is buried in the mundane so you must be aware and vigilant at all times so you don’t miss it!

What excites you about the work you do?

Everything! Since the beginning of OrthoVirginia – Lynchburg, we have had a focus on excellent patient care, a blue ribbon employee experience, community outreach and a collaborative professional environment for our employees, physicians and advanced practice practitioners (PT, OT, PA, NP). I have enjoyed complete alignment with who I am and how my employer wants to advance its mission. I have lived in this sweet spot for almost 20 years! I am richly blessed.

What are some challenges you’ve faced over the years and how did you overcome them?

College was an expensive necessity, and my family just couldn’t afford it. I started at 17 years old at CVCC and finished at 31 at Lynchburg College. I passed my CPA exam that same year. Going to school in a rigorous program (accounting) and working full time (always a lot more than 40 hours) was good discipline. I am better for it.

What are some ideals that you prioritize in business?

A sense of humor. Dedication to transparency. Love people particularly when they are hard to love. Cheerfully do more than is required to help other people be successful. Years ago, a colleague asked me to consider the word “we” in place of “I” when possible. That idea has stuck because “we” is what matters. “I” is ego and that just doesn’t help further mission through fellowship.

Are there any unique challenges that women in business leadership face?

If you can, find a good life partner. My ability to perform, produce and contribute has been enhanced by being part of a team. Robert, my husband, also believes you cheerfully do more than is required to help your partner.

My husband, children and I enjoy a tightknit relationship, and we are blessed to have lifelong friends we have known since the early 70s. Loyalty and love are defining features of the clan we call extended family. My mother, who is now 80 years young, is the strongest person I know. She has had a tumultuous life, but, through all of it, she has always picked out the joys and blessings. I am adopted, so I feel richly blessed to have been selected to be her daughter. Gratitude is my groove. My passion outside of family and friends is a 10-year yoga practice.

The physical and mental discipline of yoga has kept me well. I know this.

I am grateful for the many teachers who have shared their practice with me.

What do you envision for the Greater Lynchburg region?

Socially, I envision a region that universally celebrates our diversity. We have a lot of work to do on that front. Economically, I am anxious to continue work with the Lynchburg Regional Business Alliance, NFIB and other pro-business entities to recruit and retain for-profit business to Region 2000. Nonprofits require forprofit business partners to thrive. It does not work in reverse.

What type of leader are you?

Energetic and a little boisterous at times.

What’s the best piece of advice you’ve ever received?

While not following a direct piece of advice, I did join Toastmasters after seeing one of my cousins deliver my grandmother’s eulogy. Toastmasters was one of the most valuable experiences of my life. The value of public speaking skills cannot be underestimated.

What one piece of advice would you share with others?

Autonomy is part of building a satisfying life and career. Give people good direction, and then let them have some room to discover the best path. Lead but don’t micromanage. There will be mistakes. Many of them will be yours and that is ok. We are building good human beings. They will be flawed because we all are.

Any closing thoughts?

Be a heart-forward leader.

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CONTINUING EDUCATION

CONTINUING EDUCATION MY BEST ADVICE: CAREER INPUT ON LEADERSHIP SKILL DEVELOPMENT

BY E M I LY H E DRI C K

M

ost people are familiar with the Vince Lombardi quote “Leaders are made; they are not born,” and yet many of us may not apply this logic to our own lives and careers. If you want to advance your career and gain confidence in your skill set, you may want to consider leadership development coaching.

Leaders may not be born, but everyone has the potential to become a leader. Whether you choose one-on-one coaching or a class, leadership development coaching can help you realize your potential by imparting skills and techniques that have helped many others find and sustain success in leadership roles.

What is Leadership Development?

When asked to define leadership development, four local business coaches provided unique but related definitions. They include: • “Any activity that increases a person’s capacity to serve in a leadership role.”— Scot McCarthy, CEO and Principal Consultant for organizational effectiveness consulting company StyleWise Partners.

• “Leadership development is providing exercises and thought-provoking conversations that stimulate the skills necessary to effectively inspire and motivate the organization to achieve their visions.” —Rebecca SturmClauser, business coach and Director of Marketing & Membership for the Lynchburg Retail Merchants Association.

• “Leadership development is all about self-awareness. A leader must clearly know what he or she does well so they can leverage those strengths.

They must also be aware of the areas where they need further development so they can focus on advancing these skills to become a more effective leader.”— Gwen Murphy, founder of Extending Your Reach, LLC, a Region 2000-based business working with entrepreneurs to implement business and marketing strategies.

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CONTINUING EDUCATION • Leadership coaching is “not about giving advice. It’s about a process that allows the client to really look inside themselves and gain insights from their own recognition. Then that person can make decisions and actions to get to where they want to go.”— Gloria Witt, founder and CEO of Define Success Coaching & Facilitation Services.

All of these definitions operate from the realization of potential rather than the creation of potential; this approach supports the notion that all professionals have the capacity for leadership and would thus benefit from leadership development coaching. “If you think about it, we all affect the environment of those around us and we influence people on a daily basis, for better or worse, through our strengths and development needs,” McCarthy says. “There are always opportunities for us to learn how to capitalize more on our strengths and how to boost our performance around our development needs.”

Who Is a Leader?

Sturm-Clauser notes that all employees in an organization can benefit from leadership development in that “they will get a better understanding of their current leadership strengths and weaknesses and perhaps gain new skills to lead with confidence and have a stronger sense of purpose within the organization.”

According to Witt and Murphy, the importance of leadership development also extends beyond the workplace. “Each one of us is a leader waiting for a leadership opportunity,” Witt says. “We lead in our homes and in our communities. Whoever you think may or may not be a leader, they could be. You may not look at them that way, and they may not see themselves that way, but the potential is there.”

“Everyone can benefit from developing their leadership skills,” Murphy remarks. “From boy scouts to nonprofit volunteers to teachers to business owners and leaders. Becoming proficient in communicating a compelling vision in such a way that people want to follow is a life skill.”

DEVELOPING A VISION TO LEAD This notion of vision is the cornerstone of all successful leadership.

Having, communicating and accomplishing a vision tops the list of necessary leadership skills for all four local experts.

Sturm-Clauser believes that leaders should be “enthusiastic visionaries who can focus on the big picture and see how each person can fit into that picture within the organization.” McCarthy notes that great leaders “help their people understand the vision of the organization and translate it into specific behaviors so team members understand how what they do on a daily basis matters to the organization and its customers.” “Leaders must have the ability to effectively formulate, articulate, and lead a strategic vision for their company or organization,” Murphy notes. “Taking it a step further, this also means effectively translating the vision into goals and objectives at every level of the organization.”

“Leadership is taking people to places they would not go by themselves,” Witt says. “Managing is status quo; leading is taking people off to new worlds, and they follow you because they believe in the picture you’ve painted, in your vision.”

According to the coaches, other important leadership skills include communication, self-awareness, conflict resolution, strategic thinking, integrity, consistency, confidence, responsibility and appreciation of diversity.

LOCAL LEADERSHIP OPPORTUNITIES Principles of Leadership, EDLS 690, Lynchburg College Offered every term and is applicable to K-12, higher education, athletics and any professional environment. www.lynchburg.edu.

Management Principles, Miller-Motte College www.miller-motte.edu

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CONTINUING EDUCATION FINDING LASTING SUCCESS

Planning ahead is another important quality in a leader. “The success habit that has the biggest impact on my productivity is planning my day the night before,” Murphy notes. “This allows me to start the day with [my] two or three high priorities defined, positioning me to complete the most important goals early.”

REACH FULL POTENTIAL WITH A COACH Leadership coaches are leaders themselves, and they frequently utilize the skills they teach in their own careers. Appreciation of individuality is particularly crucial when it comes to leadership development coaching; there is no “one size fits all” approach. “The leadership skills I focus on [when coaching people] are truly individualized based on the person and their development needs,” says McCarthy. “We have conversations around the situation the leaders or teams are going through and assess things from there.”

For Sturm-Clauser, leading by example is vital: “I always try to lead by example and do the right thing by everyone. Everything else falls into place when you do that.” McCarthy stresses the importance of listening, saying that “listening in an extremely purposeful manner has been critical to making sure I’m hearing what my customers are truly asking for and what they truly need.”

Witt encourages her clients to focus on setting specific goals and measuring results, and she applies the same philosophy to her coaching career: “For my clients, we have an intake sheet. They tell me the three goals they want to achieve and what’s stopping them from achieving those goals.

I know if my coaching succeeded because we go back to that document and assess the results.”

Another essential quality in a leader is the proclivity to take pride in their employees’ successes, and our panel of coaches displays this quality in abundance when it comes to their clients. “It’s very rewarding when I’ve given a colleague or client a solution to a problem, they implement it, and they are able to achieve a desired outcome beyond their expectations,” Murphy says. “That is why I do what I do!”

“I have spent numerous hours coaching businesses and individuals, and all of them are success stories to me,” Sturm-Clauser remarks. “My favorite thing about helping others become better leaders is the relationship-building and watching such relationships evolve into lasting referral and sales generators for their businesses.”

“I love when the light bulb goes on!” McCarthy exclaims. “You can literally see it on people’s faces when they experience that ‘ah-ha’ moment of figuring out how they can apply a new concept or model or tool to their individual situation.”

“Anybody who knows me knows that results make me happy,” Witt says with a laugh. “I love the work of growing people and watching them grab on to the discipline of leadership. It’s a passion for me.”

FOR MORE INFORMATION: Define Success Coaching & Facilitation Services— www.define-success.com Extending Your Reach, LLC—www.extendingyourreach.net Lynchburg Retail Merchants Association—lynchburgrma.com StyleWise Partners—www.stylewisepartners.com

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Miller-Motte.edu • 800.338.2912 • 1011 Creekside Ln. • Lynchburg, VA 24502 Accredited by the Accrediting Council for Independent Colleges and Schools. The school does not guarantee job placement. However, it does provide employment assistance to its current students and graduates through the school’s Career Services Department. For more information about our graduation rates, the median debt of students who completed the programs, and other important information, please visit Disclosure.Miller-Motte.edu.

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HUMAN RESOURCES Research suggests that organizations are facing a leadership gap. The size of the talent pool is decreasing due to the exodus of the Baby Boomers (those workers born between the years 1946 and 1964) from the workforce.

Furthermore, current organizational practices and work cultures that prioritize cost saving efficiencies and restructuring over professional development are ignoring the need to instill confidence in the younger generation. The focus on short-term advantages versus long-term discernment for a leaner hierarchy will undoubtedly create further deficiencies in knowledgeable management.

Such practices are leaving many organizations without a competitive pool of workers prepared and equipped to take on the challenge of senior leadership roles in tomorrow’s business environment.

MIND THE GAP: Dodging the Leadership Crisis?

BY DR . E R I C R I CH AR DSO N

MODERN LEADERSHIP DEFINED When thinking about leadership, thoughts of leading groups of people, organizations and even nations emerge. Strong leadership is associated with success and survival. The media is preoccupied with defining and dissecting leadership in terms of strength, inspirational vision, shaping policy, direction and risk. Western corporations and small businesses consider it to be a forceful yet diplomatic influence exerted by an individual who possesses the power to identify and effect change while ensuring buy-in, collaboration, and unity among those who are more comfortable with the status quo. A truly effective leader is dependable and will consistently apply an observable set of skills and abilities uniquely adapted to maximize returns within the prevailing political and economic environment. The attributes of any leader are highly influenced by capability, experience, personal development, self-reflection, and values.

A LOOMING LEADERSHIP GAP Leadership generally defined sounds simple enough, right? So what’s the problem? In today’s business environment, organizations are increasingly concerned that talent inventories overlook the need to develop a strategy for succession planning that includes the oft-misunderstood Millennial Generation. This concern is critical since the average tenure of some C-suite personnel is a mere six years. So, how do today’s leaders have adequate time to identify and prepare those who can follow the path of success while strengthening a healthy adaptive corporate culture? Leadership development in organizations like Proctor & Gamble, ExxonMobil and General Electric is taken very seriously. But for some companies, the need to create a sense of urgency for developing such a succession strategy is itself a critical task of leadership. Organizations often struggle with leadership challenges because they lack a strategic, comprehensive approach to building and sustaining leadership capacity. Sometimes capacity may be present but is lacking the core and necessary component of trust, which is critical to creative leadership.

WHO WILL SAVE US? Today, more than one in three American workers are classified as Millennials—those workers born between 1980 and the mid-2000s—becoming the largest portion of the American workforce in 2015, according to the Pew Research Center via analysis of U.S. Census Bureau data. Aged 19 to 35 in 2016, this generation will comprise 50% of the global workforce by 2020.

To argue that the sheer size of this generational cohort should alleviate concerns about filling the existing shortage is myopic at best. Notwithstanding, some suggest that the way workers define leadership often changes from generation to generation. Boomers have been known to gravitate toward leadership definitions that focus on roles and C-suite titles, whereas Millennials see leadership as more circumstantial. Modern examples would include companies such as Facebook. Nevertheless, most would agree that there are similarities in each cohort’s view of leadership as including collaboration, shared values and the need for a charismatic vision.

IS IT TOO LATE? Defining “too late” really depends upon a company’s competency and willingness to manage talent, engage in succession planning and provide unique approaches such as flexible work arrangements to encourage retirement. This need is where the value of reliable human resource professionals can truly shine. Collaboration and cooperation among C-suite executives is imperative. Companies should focus on unique opportunities for collaboration, shared values among generational cohorts, and the desire for charismatic vision rather than create individualized solutions to accommodate generational differences.

For businesses looking to address the gap, identifying high potential employees early on is critical to finding a solution. Leadership readiness is often centered on capability (i.e., one’s capacity to strategically plan, manage change, engage in knowledge sharing, listen attentively and possess a high level of emotional intelligence).

Providing developmental programs, anchored in company values, through shared experiences for early and mid-career employees aids in cultivating and sustaining a leadership pipeline. Engaging in practices such as intergenerational mentoring (pairing Boomers with Millennials) and unique approaches to retirement (i.e., delayed retirement or workplace flexibility for Boomers) not only supports the establishment of trust but has the potential to create unique synergies where everyone wins!

Richardson is a higher education leader with more than 10 years of experience in business, human resources and healthcare in both for-profit and not-for-profit environments. A certified human resources professional and researcher in healthcare, Richardson has specific interests in pay equity, job satisfaction, turnover/retention and commitment.

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BUSINESS PROFILE

OVER

BUSINESS TEN YEARS

LAND TECH

BY D REW M ENARD

W

here others might see only a slab of mud and grass, Wayne Melancon and his team at Land Tech Group see a canvas on which a work of art can be constructed.

Like many of its outdoor living area designs, the company was formed by hard

work and a dedication to doing things the right way, rather than the easy way.

Melancon, Land Tech’s founder and owner, started the business in 1994

with a few other guys. He had gained experience in landscaping and pool construction back in his hometown of Buffalo, New York, and had put those skills to use with another company while studying at Liberty University.

Since the market was growing, Melancon decided, with his employer’s blessing, to start his own company.

So he and his co-laborers set off to build a business, starting out by working out of their cars and going door-to-door, taking whatever work they could get.

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“This started off with blood, sweat, and tears, one job at a time,” Melancon said.

As the team earned money, they bought more equipment, including a pickup truck.

Over time the company expanded its services of landscaping, landscape installation and lawn maintenance to include masonry, block work, pool installation and outdoor living areas.

“We have done what we could to evolve the company with the times and demands, and that is how we have been able to stay busy with things,” Melancon said.

More jobs led to new experiences and opportunities to hone new skills and specializations.

Today, Land Tech is located at 18971 Forest Road in Lynchburg and employs 15 full-time staff and about three seasonal workers. Approximately 70 percent of its clients are residential, with some commercial projects as well. Its work has received a Belgard Hardscapes Project Excellence Award and two-straight Association of Pool and Spa Professionals Distinction Awards (2013, 2014).

BUSINESS PROFILE

While much of Land Tech’s specialties involve custom designs of landscapes, concrete swimming pools and hardscapes (patios, retaining walls, outdoor living areas), the company also does pool renovations, grading and lawn/ landscape maintenance and renovations.

A distinction of the company is that it handles all of the work—from start to finish, design to construction—on its projects.

“We have our own mason, our own landscape crews—we do our own pool construction,” Melancon said. “Most of our guys, once they get in, are pretty much cross-trained to do a little bit of everything.”

In terms of the end product, this helps produce a more cohesive, artfully crafted piece of work, as opposed to hiring crews who may only do one aspect—say pool installation—but refuse to touch another, like the hardscape.

The team’s experience can help a homeowner take into consideration what aesthetics will work with a specific type of home or neighborhood—pillars may fit a classic-looking home or a rural setting may benefit nicely from a pondtype pool—while still putting together something that is unique. It is a balance, Melancon explained, of helping the client find what they want while still taking into consideration what will work practically.

“There is a part of you that always wants to do something different,” he said. “It drives you, the new idea and working with new ideas and pushing the element to give somebody something that nobody has. That is one of the big things that we try to shoot for—do something a little bit different and give that to our customer.”

AT A GLANCE Founded: 1994 Location: 18971 Forest Road, Lynchburg Employees: 15 full-time staff and about three seasonal

There is a level of pride in seeing a job well done, which helps make up for the strenuous labor and stress involved with managing clients and tasks with little margin for error (like concrete work).

Melancon said hearing customers say things like “you did a great job; this looks wonderful; the kids are having a great time playing in the backyard; it’s so great we can now entertain,” is rewarding.

Signs of Growth: Received a Belgard Hardscapes Project Excellence Award and two-straight Association of Pool and Spa Professionals Distinction Awards (2013, 2014).

“There is a lot of gratification when you see the pictures (or) you walk back (onto a project site) year after year and looking at everything and it’s still there, it still looks beautiful as you help them maintain things.”

But getting to that point is not an overnight task. Projects can range from four to 15 weeks in length. Land Tech has completed jobs with price tags of hundreds of thousands of dollars and even one around $1.5 million. But all of this is a testament to the reputation Land Tech has built over the years.

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BUSINESS PROFILE

Melancon estimates that just under half of Central Virginia’s top CEOs and business leaders have trusted his company with a project.

“It says something when those folks are calling you for work,” he said.

“You can’t do something shoddy; it’s got to be there on time, and it’s got to function for a long time.”

Hard work has certainly been an important factor in building and maintaining the company’s reputation, Melancon said, but so have things like never missing a deadline and being persistent.

Creating something that lasts is another important aspect, because in an area like Lynchburg, a company cannot do a poor job and then “hide” by moving on to work across town.

“It is about the right application for the job, making sure it is going to work and run the right way,” Melancon said. “You don’t want to be fixing something in five or 10 years; you want to be putting a project in the ground that is going to work for decades, not just a couple of years.”

Over the years, Melancon has seen others cut corners or refuse to take on certain types of projects. But they don’t make it in the long run.

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While he’d certainly like things to be easier, he said, “For some reason, we always seem to get the tough jobs.”

This is why he continues to operate with a mentality that if his competitors are an army, Land Tech is the Special Forces. Land Tech may get the difficult jobs, but it gets them done.

“I really enjoy taking nothing and turning it into something,” Melancon said. “I enjoy taking a blank slate— somebody’s backyard—and turning that into something nice—a big beautiful backyard they can enjoy.”

It is no surprise, then, that word of mouth continues to drive the business, something Melancon does not take lightly.

“It is just a matter of running business the right way,” he said. “You’ve got to be out there every day.”

Learn more at LandTechGroup.com

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COMMERCIAL REAL ESTATE

STORING UP WEALTH: Self-Storage Packs High Value

BY BI L LY HANS EN

S

elf-storage was long thought to be the ideal interim use for commercial land that was not quite ready for more intensive commercial or retail uses. The thinking was that you could throw up some cheap, metal, self-storage units on a secondary site and make good passive income until the area surrounding it had grown up enough where you

could sell the property as a prime commercial site for big dollars. Instead, self-storage has now blossomed into a sought-after asset category in its own right, evidenced by the several publicly traded real estate investment trusts (REITs) that deal exclusively in selfstorage properties, such as CubeSmart, Public Storage and Sovran Self Storage.

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COMMERCIAL INDUSTRIAL

Class A Contr. Lic. #541

COMMERCIAL REAL ESTATE A STORAGE BOON ON THE LOCAL FRONT Our market is currently experiencing a surge in self-storage activity.

A new storage facility by a local group is nearing completion on 221 in Forest next to the Gables apartments. The 12.7-acre, 55,000-square-foot former Lowe’s property on Timberlake Road was purchased for $2,750,000 in January of this year after being rezoned by U-Haul for use as a self-storage facility. Local developer Tony West is constructing 154 climate-controlled units on Judith Street off Memorial Avenue and also recently purchased the 56,000-square-foot old Harris Tire warehouse on Park Avenue with plans to convert to self-storage to, in part, serve the growing number of renters now residing in downtown lofts.

In addition to those properties under construction, more developers are looking to enter the market either by construction or acquisition. The 275unit, 38,650-square-foot Bypass Mini Storage in Bedford just traded hands in March, while the 132-unit Amherst Storage Inn in the Town of Amherst sold for $850,000 in January. By my unofficial tally, existing self-storage facilities total approximately 750,000-square-feet of gross building area in the Lynchburg Metropolitan Statistical Area (MSA). The most recent census put the total population for our MSA at 252,634, which means that we have roughly three square feet of self-storage for every person in our area. Based on the amount of self-storage construction and activity occurring right now in our area, it appears that several local and national developers are betting on the fact that there is still room to grow in this market.

PLAN FOR SUCCESSFUL OPERATIONS The business model for self-storage is relatively simple and straightforward.

People pay monthly rent for space to store their stuff. Demand for storage space is often driven by life changes (i.e. marriage, divorce, birth, death), housing changes (i.e. relocating to a new area, moving to a new apartment, buying a house, downsizing), and the fact that some of us, myself included, continue to accumulate more stuff faster than we can get rid of our old stuff. Storage units vary by size (an average unit is typically between 100 and 150 square feet) and amenities like gated access and climate-controlled environments. Some facilities will bring in additional income through the sale of moving supplies and truck rentals, but the rentable space between the four walls is their primary product. Operating costs for a self-storage facility include taxes, insurance, utilities, repairs and maintenance, advertising and management. Unlike a triple net investment or leased property, self-storage ownership requires active management of the day-to-day operation. This expense can vary widely as smaller, locally-owned properties are often unmanned and managed by the

owner or an individual, while larger facilities often pay salaries to on-site staff and a fee to an off-site management group. In most cases, management is the single biggest line-item expense for any self-storage operation. Big or small, good management is critical to having a well-run and well-occupied facility.

HOW THE NUMBERS BREAK DOWN Let’s look at a hypothetical pro forma for a 250-unit, 25,000-square-foot self-storage facility with an average unit rent of $100 per month. Potential gross income would be $300,000, but their market vacancy rate is 25%, which leaves $225,000 in effective gross income. Operating expenses are estimated at $125,000 with management accounting for nearly half of that amount.

Net operating income before debt service is $100,000, or $4.00 per square foot.

With capitalization rates averaging 9% to 10% for self-storage the last few years, you’d be looking at a likely market value of $900,000 to $1,000,000. While this example shows a profitable operation, self-storage facilities can and do fail when 1) markets are oversupplied, 2) assumptions about rental rates, vacancy, and expenses are misjudged, 3) a buyer overpays or overleverages the property, and (4) facilities are poorly managed.

LOW COSTS, HIGH POSSIBILITIES The barriers to entry for self-storage are comparatively low in our market.

As self-storage is an allowed use in a variety of commercial and industrial zoning districts in our area and doesn’t necessarily need to be located on a prime commercial site, suitable commercial land is readily available. Selfstorage facilities have often been a great option for leftover sites that are oddly shaped, have limited frontage and visibility, or are not suited to alternative commercial development for one reason or another. Developers who choose better, more visible sites incur an increased underlying land cost. The storage units themselves, which are little more than block or a light steel frame wrapped in metal siding on a concrete slab, are inexpensive to build at a typical cost range of $20 to $45 per square foot, which is significantly below the cost of most other types of commercial construction. Because of these low barriers to entry, a developer who identifies a need can act on that belief and bring new supply to market relatively quickly. While it is unclear how much more self-storage our area can accommodate, the market should give an indication by how well it absorbs the new supply currently underway and in the pipeline.

Billy Hansen, MAI serves the Lynchburg area as the principal commercial real estate appraiser of Hansen Realty Advisors, LLC and as an agent with Cushman & Wakefield | Thalhimer.

To discuss more, email him at hansenrealtyadvisors@gmail.com.

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REAL ESTATE

IF A TRAIN LEAVES TOLEDO TRAVELING AT 60 MPH: A REAL-LIFE WORD PROBLEM YOU COULD BE FACING SOON

BY DAN VOL L M ER

R

emember back in middle school when your math teacher first introduced you to “word problems”? It usually took the form of a scenario involving several people with different amounts of currency, or maybe the classic “Two Trains” leaving different stations and traveling at different speeds.

Your job was to figure out, “Hey! Why are these two trains headed directly at each other in the first place?!”

LOCAL MARKET CHANGES: SELLERS’ ADVANTAGE? So here’s one for you: Jim has a home he plans to sell. He’s in a great neighborhood, a desirable school district and at an affordable price range.

Currently there are only two other homes on the market similar to his.

Sally and Michael, and Jill and Robert, and Stanley all want to buy a house like Jim’s. Question: How many offers will Jim get?

For much of the past eight years, this scenario just did not compute; it was, at best, a memory of markets past. But that has started to change, and for today’s buyers and sellers, successfully solving this word problem is becoming increasingly crucial to navigating our current real estate market.

CURRENT MARKET ANALYSIS Let’s review some real world stats. In order to really see the effects of the changing market, we’ll need to take a thin-slice look at some specific areas.

First, let’s focus on the Brookville School district, and homes in the $200,000 and $250,000 price range. As of press time, there were 12 such homes on the market. In the past 30 days, there were five homes in that area and price range that sold. Divide “12 by 5” and that leaves us with 2.4 months of inventory.

Not only that, those homes were only on the market an average of 77 days (2.5 months). Two of those five homes sold for full price.

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REAL ESTATE How about another one? Jefferson Forest School district, priced between $250,000 and $300,000. Currently there are 26 homes on the market in that price range, and nine have closed in the past 30 days. Four of these homes sold at or above list price. That means there is currently a 2.8 month supply of homes in this area and price range.

One more: Lynchburg City, zip code 24502, priced between $100,000 and $150,000. Currently there are 27 such homes on the market, and 14 have sold in the past 30 days. That works out to 1.9 months of inventory! Not only that, but there were also an additional 37 homes under contract in this area and price range! More than a third of these homes had only been on the market a month or less.

ADVANTAGE EQUALS __________?

As a quick reminder, a 6-month supply of homes is generally considered to reflect a balanced market—not weighted in favor of either buyers or sellers.

As the inventory climbs higher than 6-months, it becomes more and more of a buyers’ market (more homes, fewer buyers). As it sinks below that 6-month mark, it becomes more and more of a sellers’ market (fewer homes, more buyers).

With that in mind, these are the numbers for the entire Lynchburg market: 1,287 homes on the market, and 211 sold in the past 30 days, which gives us… exactly 6.09 months of inventory. Meaning across the market as a whole, we see a very balanced supply and demand. In Lynchburg City, there are 338 homes on the market, and 60 sold in the past 30 days, giving us 5.66 months of inventory in that segment. Again—balanced.

WHO HAS AN ADVANTAGE? It’s when we break out segments of our market that the shortage of homes and the imbalance becomes more clear. So if you’re a buyer right now looking for a home, here are a few things to keep in mind:

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1) You need to know what you’re up against. Talk to your agent and find out if the type of home you want is in short supply. Again, some pockets of our market have an even supply and demand, but other areas have moved solidly into a sellers’ market.

2) Be prepared and don’t waste time. Get your prequalification letter in hand, or have it updated if you haven’t looked at homes in a few months. When a new listing comes on the market, understand that there could be strong interest, so don’t put off scheduling an appointment to see it.

3) Be ready to make a quick decision but also know your limits. If a new listing is very popular, you may not have much time to decide on making an offer. If you do get into a multiple offer situation, be ready to set your limits and stick to them. Just because someone else is willing to pay more for a home doesn’t always mean you should too. Know ahead of time what your maximum offer will be, and then stick to it.

The market is definitely shifting. It’s important to stay ahead of the changes, so you’ll be ready when it’s your turn to buy or sell. Keep an eye on things and ask lots of questions. Stay informed!

And I’ll leave you with this: if you run across a really good word problem you think is pretty tough, drop me a line at dan@danvollmer.com. I’ll take a crack at it!

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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Relevant law 102 Northwynd Circle, Suite A, Lynchburg, VA 24502 | 434-200-9567 | www.relevantlaw.com

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LEGAL

PIGS GET FED AND HOGS GET SLAUGHTERED: Asset Protection and Pre-Bankruptcy Planning

BY DAVID COX, BANKRUPTCY ATTORNEY, COX LAW GROUP, PLLC

P

rospective bankruptcy clients who I meet with are often surprised at how little asset protection planning may be completed in the days, weeks and months prior to an expected bankruptcy filing.

The truth is, successful asset planning should be considered long before a financial crisis develops. Although it is often the last thing on a person’s mind during prosperous financial times, asset planning is much more likely to be effective when considered during those good times than after the creditors are beating down the doors.

BANKRUPTCY DEPENDS ON THE GOOD FAITH OF THE PARTIES A fundamental concept of bankruptcy is fairness. Bankruptcy courts are courts of equity, and those clients entering the courthouse expecting relief must do so with clean hands. In addition to the more obvious protections available to debtors seeking relief, the bankruptcy code is also full of provisions designed to level the playing field and protect creditors. In particular, the bankruptcy code offers several tools and powers to creditors that seek to collect from debtors who have dissipated, manipulated or otherwise depleted their estates of assets that would otherwise be available to pay those creditors.

In fact, such debtors who attempt to take advantage of the bankruptcy system and proceed in bad faith may face both civil and criminal penalties.

Consider, for example, a hypothetical debtor who gifts his home to his daughter prior to a bankruptcy filing—regardless of whether it is done for seemingly innocent purposes like estate planning or as part of a scheme to defraud creditors. Although such a debtor’s petition in bankruptcy would accurately show no current ownership interest in real estate, the bankruptcy code also requires the completion of a questionnaire called the “statement of financial affairs” that includes more than 25 detailed questions designed to expose any inequitable or nefarious activities of the debtor in the period prior to filing bankruptcy. Depending on the activities involved, the period requiring disclosure can stretch back to as many as 10 years prior to the bankruptcy filing.

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THE BANKRUPTCY PROCESS EXPOSES FRAUDULENT ACTIVITY Of course if the debtor was unscrupulous in our hypothetical, he may choose to ignore or falsely answer the question on the statement of financial affairs that asks whether any property interest of the debtor has been transferred in the last two years. Such action, however, would result in not only the possible loss of the property to his creditors; the debtor would also be exposed to criminal charges and, if convicted, a lengthy sentence in federal prison.

Even if this hypothetical debtor transferred the property with what he perceived to be innocent intentions and if he properly disclosed it in the statement of financial affairs accompanying his bankruptcy petition, the debtor would still almost certainly face a civil action by the trustee appointed in his case to void the transfer and sell the property for the benefit of his creditors.

This is true because the bankruptcy code permits a trustee to void any transfer of a property interest by a debtor within two years of filing a bankruptcy that is made without receiving fair and adequate consideration in return. Depending on the circumstances, the transfer might also expose the debtor to an action by the office of the United States Trustee seeking to deny his overall discharge of debts in the bankruptcy. Not only would this essentially make the bankruptcy filing and the protection from creditors a nullity, such a debtor would still likely end up losing the property he sought to protect. Under the bankruptcy code, any transfers made with the intent to hinder or delay creditors within two years of filing a bankruptcy may result in the denial of the debtor’s entire chapter 7 discharge.

EFFECTIVE ASSET PROTECTION PLANNING REQUIRES CAREFUL LEGAL ADVICE Aggressive asset planning on the eve of bankruptcy exposes the debtor to great risk with respect to criminal prosecution and the loss of the very assets he or she may be trying to protect. Legitimate asset planning in anticipation of a bankruptcy should instead focus on maximizing the debtor’s exemptions to ensure that he or she is able to protect the specific items of property that the bankruptcy code and state law intend to be beyond the reach of creditors.

In some cases, this is as simple as properly electing and applying the available exemptions to ensure that those exemptions are correctly perfected.

It may also include delaying the filing of a bankruptcy in order to properly and appropriately spend down certain assets to a point where they may be exempted. In some cases, with full disclosure to the court, a debtor may successfully convert some non-exempt assets, such as cash, to traditionally exempt property, such as household goods and furnishings, firearms, vehicles, and prepaid funeral policies. The latter options involve careful advice and oversight to ensure disclosure and the effective use of exemptions since many of those exempt categories of items are limited in amount and type.

The expression “pigs get fed and hogs get slaughtered” may be more appropriate in bankruptcy than in any other discipline of the law. Careful, limited and fully disclosed efforts to maximize exempt property prior to a bankruptcy filing not only benefit the client but also serve the purpose of ensuring that the debtor emerges from the bankruptcy not penniless and destitute, but with a sufficient level of assets, tools and other means to take full advantage of the fresh start that he or she has achieved through the discharge of indebtedness. However, those who attempt to defraud the court or their creditors by undertaking false, inequitable or excessive actions to place their assets out of the reach of their creditors may face the sanctions and penalties of not only the bankruptcy code but also its related criminal statutes.

David Cox practices bankruptcy law throughout the Western District of Virginia. He is a fellow in the American College of Bankruptcy and the Co-Editor of Bankruptcy Practice in Virginia.

More information is available at www.coxlawgroup.com.

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LEADER PROFILE

ROGER JONES, EdD Occupation: Dean, School of Education, Leadership Studies, and Counseling at Lynchburg College

Hometown: Piedmont, SC What does your day-to-day look like?

In my current role as Dean, my day is focused around working with a great group of faculty members who are interested in both their disciplines and our students. Some of the work is managerial—schedules, forms, meetings, paperwork, accreditation issues, state and federal reports, etc. While those are important to the structure of the program, it is important to keep in mind that you manage things so that you can lead. Management is not leadership. So, I like to spend part of each day focusing on aspects of leadership that can move our programs forward.

What led you to where you are now?

I spent more than 30 GREAT years with Lynchburg City Schools as a teacher, coach, middle school principal, high school principal and assistant superintendent. I retired in 2003 for the opportunity to chair the educational leadership program at Lynchburg College.

What were the early days in your position like?

When I came to Lynchburg College, there were six students in the educational leadership program. Dr. Ken Garren, the President of Lynchburg College, had recently appointed Dr. Ed Polloway as Dean of the Graduate Program and given him the task of growing the graduate programs at LC. I learned much from Dr. Polloway, who still remains one of the three most influential leaders in my life. The focus during the early years was growing the program and working with area superintendents to develop a sustainable cohort program for future school administrators.

What are some trends in leadership development?

What have you learned over the years?

If you could distill the essence of leadership, what would it be?

The more I research and study leadership, I realize how much more there is to know. I have learned that I need to be constantly growing, learning and expanding my knowledge and skills. I have learned that you are either growing, or you’re dying on a daily basis.

What excites you the most about the work that you do?

I am excited about the growth of our leadership studies program. Over the past 13 years, our K12 leadership program has grown significantly. Over that 13 year period, we have over 110 graduates who are now principals, assistant principals or central office administrators. Considering there were only six in the entire program in 2003, this is really exciting. In addition, we have expanded our leadership studies program by adding a master’s degree in higher education administration. More than 40 of those graduates are in positions of leadership in higher education. In 2015, we added two new master’s degrees in leadership studies: Criminal Justice Leadership and Non-Profit Leadership. Finally, several years ago, we added a doctoral program in Interdisciplinary Leadership Studies. The EdD is cohort driven, and we will hood our second cohort this year. Our third cohort is completing their first year of course work. Our fourth cohort will begin in May of 2017.

Is there anything you would change in retrospect?

Professionally, there is really nothing I would do differently. I have always believed that leaders should be focused on the future, not driven by the past.

Learn from your past, learn from your failures and stay focused on your vision and your guiding values.

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Among the trends is the need to develop faculty and staff in an individual manner. One size does not fit all, so one professional development activity does not meet the needs of all faculty. There is also a trend to move toward more participatory leadership and looking for ways to expand the capacity of others to lead. Finally, there is a trend in branding or re-branding schools and/or school divisions.

From my perspective, the essence of leadership includes several components.

Leaders have to want to lead and must have a passion and curiosity for what they do. They must foster a culture of both achievement and accountability while looking to the future. They have to develop and grow. In essence, you know yourself and grow yourself. They have to inspire others. They understand the change process. They focus on vision, intentionality and non-negotiables.

Finally, they cultivate followers.

Why is leadership so critical to the success of an organization?

Creating a vision around a set of underlying beliefs that drive what you do is critical. It is the leader who must be the champion for that vision. The leader must continuously support and articulate the vision. It is also important for the leader to understand that change is a process, so the leader who understands and leads the process will be much more successful.

What would you recommend for someone looking to improve his or her leadership ability?

Study, read, watch and listen. Always be a student of leadership.

Challenge yourself by reading the research and by reading books on leadership.

Watch the leaders around you to see how they handle various situations and ask yourself if you would have handled the situation the same way. Finally, listen.

Spend some time “watching people listen.” What you normally find is that people do not listen and that impedes their ability to lead. Look for opportunities to become an empathic listener.

LEADER PROFILE What type of leader are you?

In my view, leadership skills are generic. Leaders in business, law, medicine and education utilize the same skill set. What is different is the context, so the skills may be implemented in different ways. I would define myself as a situational leader. I have tried to be intentional about using a variety of leadership styles based on the person I am working with or the situation.

MEASURABLE GROWTH—Dr. Jones says in a 13-year period, the Lynchburg College Master of Education in Educational Leadership program has grown from six to over 110 graduates.

What are some challenges you’ve faced over the years, and how did you overcome them?

One of the challenges is that there is no one motivational strategy that works for all employees.

A second challenge is keeping employees focused on the vision and underlying beliefs of the organization. The third is helping those around you to understand there are no simple solutions to complex problems.

If there were simple solutions, someone would have figured them out by now.

What are some ideals or strategies that you prioritize?

All leaders have a set of values that drive what they do. Whether those are written or in their head, these values define our leadership. While they may change over time, I currently have 12, which I refer to as The Essential 12.

Among those 12 are the following: Educators must be instructional leaders.

Effort and persistence lead to increased learning. Vision, non-negotiables and intentionality create a trifecta for success. Motivation matters—intrinsic motivation matters more. Feedback must simulate action.

What do you appreciate about Lynchburg’s business environment?

I appreciate the diversity of businesses, and I think a diverse economy is a stronger economy. I appreciate the support that business and industry have provided over the years to school divisions in the region.

What do you envision for Lynchburg?

It is my vision that Lynchburg would continue to grow and expand business opportunities and grow our economy. Doing so means developing employees that have the knowledge, skills and attitudes necessary for the jobs of the future. One of the issues that educators address is that our responsibility is to prepare students for jobs that do not yet exist using technologies that have not yet been invented.

What does this region need to do in order to attract and build a skilled workforce?

There are no “sound-bite” simple solutions to complex problems. Building a skilled workforce is directly connected to building a strong K12 system of education. Doing so requires support and commitment from many people, organizations and businesses. Businesses could support a Grow Your Own

Initiative that would attract high school seniors to the teaching profession and encourage them to come back to their localities to teach. Businesses need to advocate for changes in public school accountability with the General Assembly and Congress. Assessing both schools and students with a paper-pencil test is a flawed process. While paper-pencil multiple choice tests can be ONE way of assessment, it should not be the only way. Businesses need to advocate for an education system that promotes and assesses 21st century skills including the following: content knowledge in core disciplines, creativity and innovation, collaboration, critical thinking and problem solving, communication, global awareness, economic and financial literacy, civic literacy, health literacy, environmental literacy, information literacy, cross-cultural skills, self-initiative, and leadership.

What’s the best piece of advice you’ve ever received?

The best advice I ever got was from my father: always do more than you are paid for.

What one piece of advice would you share with others?

Know yourself, be yourself and develop yourself. You can be placed in a leadership position but that does not make you a leader. You have to earn the right to lead. Cultivate your passion and your curiosity: they will serve you well.

Is there anything else you would like to add?

If you are out front and turn around, and there is no one behind you, then you are hiking, not leading!

DEEP KNOWLEDGE.

We’ve built a great company in Lynchburg from the ground up. (well, in some cases, a little deeper than that) Creating wireless solutions in mining, security, utilities and beyond.

Innovative Wireless Technologies, Inc. 1100 Main Street, Lynchburg, Virginia

iwtwireless.com

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Giving Back Rewarding employees for doing good Your Community Credit Union is committed to giving back to your community - because it's our community, too! Our staff is rewarded with hour for hour leave time for the hours they spend in service for a variety of causes to serve our local area. From small projects to large events, CVFCU is passionate about helping our

What is “sale ready?”

When you are not selling.

neighbors.

In addition to supporting charities, Your Community Credit Union is dedicated to promoting financial literacy to all members of our community.

Business Continuity and Success(ion) Planning

Financial Designs THE ENSEMBLE PRACTICE GROUP

YO U R C O M M U N I T Y C R E D I T U N I O N . . . M A K I N G A D I F F E R E N C E

434/528-9016 800/335-0069 www.cvfcu.com

Lynchburg Timberlake Road • Mt Athos Road Madison Heights Seminole Plaza Forest Cavalier Corner

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1116 Vista Park Drive, Suite A Forest, VA 24551 Phone: (434) 528-0051 Email: support@financialdesigns.com

FINANCIAL

SMART WAYS TO BE GENEROUS

Five tips to help make the most of your giving

BY J O H N N . H ALL, CF P®

A

s a financial planner, it’s common that people come to me for ideas on how to be more effective with their spending, savings and investments. What’s less commonly asked—and is a topic I like to discuss— is how to be more effective with charitable gifts.

Giving to our favorite charitable causes and houses of worship is an important aspect of the American family’s finances. Why not, then, try to get the most bang for your buck?

GIVING TO INDIVIDUALS Each year, you can give $14,000 to other individuals without triggering any additional gift tax paperwork. This amount is referred to as the “annual gift tax exclusion.” The exclusion is $14,000 per individual recipient per year. So, if you have three children, you can give them each $14,000. If you’re married, you and your spouse combined can give $28,000 to individuals. In the three-child scenario, this would mean that a couple could give their three children a total of $84,000 during the year. If you’d like to give more, there’s a smart way you can do that as well: consider paying directly for the tuition or medical expenses of the individual to whom you plan to give.

Smart Tip #1: If you pay directly for qualified medical or tuition expenses, these gifts also fall into a gift-tax exclusion category, meaning they don’t count towards the annual $14,000 amount.

These rules apply to all individuals, not just relatives. Don’t forget, if you’re married, you can give your spouse as much money as you’d like!

GIVING TO CHARITABLE ORGANIZATIONS Many people still sit down at the end of each year and break out the checkbook to send money to various charities and churches. What’s often more useful to these organizations, and easier on your budget, is to break your gifts into monthly amounts paid throughout the year. This approach helps both you and the charity plan more effectively. Think about it this way. If your paycheck came at random intervals throughout the year and in random amounts, how well could you plan your finances? That’s the task we give our favorite charities with our irregular gifts.

Smart Tip #2: Plan to give to charities in monthly amounts throughout the year.

Did you know that many charitable organizations can accept gifts of stock directly from your non-retirement brokerage account? Why, you ask, would you do this? If you have highly appreciated stock (meaning it’s worth more than you paid for it), then you can avoid paying capital gains taxes on it by giving it away to the organizations that you were planning to donate to anyway. If you were to sell the same stock and give the net proceeds to your favorite charity, you’d first have to pay capital gains taxes on the difference between your original investment and the amount you sold it for. The charity you give the stock to has no such burden. Let’s look at an example. Suppose you have $100,000 worth of stock that you originally paid $60,000 for several years ago. Assuming a 20% capital gains tax rate, selling the stock and giving the net proceeds away would look like this: Stock Sold Proceeds from sale:

Stock Gifted

$100,000

N/A

Capital gains taxes payable:

$8,000

$0.00

Amount available to give to charity:

$92,000

$100,000

Potential deduction from taxable income:

$92,000

$100,000

*Example for illustrative purposes only, does not account for specific tax rates or state and local tax.

As you can see, when giving appreciated stock, both you and the charitable organization come out ahead.

Smart Tip #3: Consider giving highly appreciated assets, such as stocks, directly to charity instead of giving cash or selling assets to give.

ADVANCED GIVING METHODS You can also take advantage of many useful advanced giving methods.

For instance, a business owner who sells his business and comes into a large sum of money in one tax year might want to consider establishing what’s called a donor-advised fund. This approach would allow for a large, one-time deduction but also provide the donor discretion over how charitable gifts are made in future years. A retiree over age 70 ½, who doesn’t rely upon distributions from his or her IRA to live off of, might want to consider giving directly from his or her IRA. This move has the potential to reduce the income tax burden from distributions the government requires every year.

Smart Tip #4: If you’re taking required minimum distributions from your IRA, but don’t need the distributions to meet living expenses, explore giving directly from your IRA to the charity of choice.

Legal structures can also be utilized to give more effectively such as different types of Charitable Remainder Trusts. Because of the potential tax implications, as well as the many rules and laws governing giving strategies, it’s important to have a trusted team of advisors in place. This team includes your tax preparer, attorney and financial advisor. These three professionals can collaborate with you and your family to find strategies that work best for your unique situation.

Smart Tip #5: Put together a team of trusted professionals, including an attorney, tax-preparer, and financial planner, to help you develop a tailored giving plan that fits your family’s needs.

Charity doesn’t have to be complicated, but it can pay off to be aware of the most effective ways to give. For giving strategies suited to your specific needs, meet with a team of professionals that you trust.

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 at MontVue Capital Management in Lynchburg, Va. He provides investment management and financial planning services to high-net-worth individuals. Contact him at jhall@montvue.com.

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2016 COMMUNITY IMPACT FEATURE In a society that always appears to be racing to a financial finish line or obsessed

2016 TY MUNI

T C A P IM

COM

AP

ION T A I C PRE

with the bottom line, it’s refreshing to take a break and look at the softer side of the business world. From rallying around a single mom to logging hundreds of volunteer hours at local charities, there are countless businesses in Central Virginia that take community service very seriously.

In this year’s Community Impact Appreciation, we are highlighting eight businesses that are at the front of the pack in their efforts to give their time, their money and their hearts to those in need.

BLOOM BY DOYLE’S 1) What sets your company apart in terms of community impact?

Each year, bloom by Doyle’s donates to local school fundraisers and high school dances and athletics. In March, we provided patriotic arrangements for a banquet for women in the military. We also donate all of the flowers for the Centra Health Foundation’s MAAM (Mammograms Annually A Must) banquet every October. In February, we donated 18 centerpieces to Centra’s “Bless Your Heart” luncheon.

2) How long have you been practicing these initiatives?

Owner Debbie Miller purchased the company in 2011. Since then, the shop has participated in the events listed above. Doyle’s was founded by the Doyle family in 1919. “The Doyle family was also very community minded. I continue to hear of lives they have touched and countless ways they have reached out into the community,” said Miller.

3) Finish this statement: “To our company, community impact looks like_______.”

We believe the needs throughout the world are huge, and it’s important to give when our heart strings feel a tug. Supporting local efforts in our city is extremely important. It’s where we live; it’s where we can wrap our arms around those we can see up close and personal. Supporting and giving to our community schools affects everyone’s future.

“As a female business owner, I feel it is an honor and responsibility to do what I can to rally with organizations who research and help fund foundations with heart and cancer research,” said Miller.

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AT A GLANCE Founded: 1919 Location: 4925 Boonsboro Rd., Lynchburg Employees: 9

2016 COMMUNITY IMPACT FEATURE

BROWN’S HEATING & AIR 1) What sets your company apart in terms of community impact?

“For several years now, I have found local families in need to give to,” said Brandon Brown, owner of Brown’s Heating & Air. Last year before Christmas, a family’s house burned down. Brown raised more than $2,000 in gift cards for the family to still have Christmas; $500 of that came directly from him. Last year, he also collected baby items for a single mom who had no money or supplies.

He sent her three truckloads of items including clothes, diapers and toys. Brown is also a proud sponsor of the Challenged Sports Exchange, a local nonprofit group that provides sports to the handicapped. There are lots of stories every year where he gives back and 100% of it has been to local families who have come to him because they know he will get it done.

2) How long have you been practicing these initiatives?

“Ever since I was born, I was raised in a Christian home and was always taught it is better to give then to receive. I have always strived to help others even if it takes away from me and what I need,” said Brown.

He, along with some friends, are also working on starting a local foundation to collect and raise money year round for families who are in need.

3) Finish this statement: “To our company, community impact looks like____.”

“I teach my employees to help customers and others when needed without advertising.

My vision is to help others and improve the surrounding communities without being noticed.

I am honored to receive this award, but I do not deserve it,” said Brown. “We believe in paying it forward whether it’s through donations or volunteering. I want my company and my kids to be thankful for what we do have and know that no matter what happens in life—happy or sad—it could always be worse.”

AT A GLANCE Founded: 2006 Location: 407 Crowell Lane, Lynchburg Employees: 10

We would like to thank the City of Lynchburg and other area businesses that have helped Stand Up Inc. become a 2016 Community Impact Award Recipient.

With your help, Stand Up Inc. is able to assist individuals increase their independence by providing unequaled personalized planning, supports, and opportunity for success.

StandUp-Inc.com JUNE/JULY 2016

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2016 COMMUNITY IMPACT FEATURE

EMBRACE HOME LOANS - LYNCHBURG 1) What sets your company apart in terms of community impact?

The Lynchburg branch regularly volunteers at Gleaning for the World and Lynchburg Daily Bread. In 2015, we logged over 200 volunteer hours. Because of those numbers, our branch won the company’s charity contest, and we were able to donate $1,000 to Nathan’s Hope, Lynchburg Daily Bread and Miriam’s House.

Embrace Home Loans offers two programs that enable us to help our community: “Wear for Care” and “Embrace Cares.” During “Wear for Care,” we pay $2 anytime we would like to wear jeans to work. Each branch, or department at the headquarters, chooses a charity to donate the money to. “Embrace Cares” encompasses anything from food drives to toy drives to volunteering. We care about our community and want to be involved in making it a better place. We also have Orange Week in May where the whole company volunteers at various locations.

AT A GLANCE Founded: 1983 Location: 103A Paulette Circle, Lynchburg Employees: 13

2) How long have you been practicing these initiatives?

The Lynchburg office has been taking part since we became Embrace Home Loans in 2009.

3) Finish this statement: “To our company, community impact looks like_______.” ….making a positive difference in the lives of others…our customers, our employees and our neighbors. It’s seen in the way we operate our business as a family that cares and invest generously in our communities through matching our employees’ charitable donations and supporting them as they volunteer.

FOSTER FUELS 1) What sets your company apart in terms of community impact?

In 2014, CEO Watt R. Foster Jr. donated 500 acres to Thomas Road Baptist Church to build a youth camp at the Peaks of Otter in the Blue Ridge Mountains. Currently, this land is being transformed into a children’s camp called Thomas Road Outreach (TRO) with hopes to open summer of 2016. Foster Fuels is continually involved in the transformation and the outreach of the camp.

In November 2015, Foster Fuels integrated the promotion of TRO into our Liberty University football game sponsorship to help spread the word of the camp and increase interest in donors and volunteers. We are excited and look forward to seeing the great impact this camp will have on families throughout our community.

Another area that is close to the heart of Foster Fuels is veterans and the military. One way we show appreciation for their sacrifice is by offering to share their stories. We have a section on our website called Veteran Salute where we ask customers, employees and family members to share stories of either their personal experience or the experience of someone else, such as a loved one or a local citizen. We hope to continue to honor those who have served and those currently serving by assisting organizations that support them and by maintaining the Veteran Salute page.

Foster Fuels also desires to help spread the word of cultural struggles such as breast cancer. We have increased awareness by painting a few of our trucks pink. Delivering fuel throughout the community, these trucks also make appearances at public and private events throughout the year. A percentage of the profits from these trucks go to fund breast cancer research with a minimum of $3,000 donated annually.

After a long day at the office, we have the perfect place for you to relax with your family.

Call Walden Pond and start relaxing now in your own apartment home! Our community offers an active lifestyle, top-notch service, and beautiful surroundings.

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• One, Two & Three Bedroom Apartments • Short & Long Term Corporate Suite Leases

1400-A Weeping Willow Dr., Lynchburg, VA 24501

Call us today for a customized quote or to schedule a tour!

www.waldenpondliving.com

855-228-9942

2016 COMMUNITY IMPACT FEATURE

MEMBER ONE FEDERAL CREDIT UNION

2) How long have you been practicing these initiatives?

Founded in 1921, Foster Fuels has continually given back to the local community for 95 years. As a family-owned and -operated company, we focus not only on providing excellent service to each of our customers but also on family and community impact.

3) Finish this statement: “To our company, community impact look like____.”

To our company, community impact looks like the fuel that moves us forward.

AT A GLANCE Founded: 1921 Location: 16720 Brookneal Hwy., Brookneal Employees: 100-110

1) What sets your company apart in terms of community impact?

We constantly strive to enhance the communities we live and work in. This is a core belief and fundamental to our values.

Recent initiatives include: • Providing financial education to local businesses and colleges.

• Setting up mock interviews to help with professional development at local colleges.

• Assisting with the Lynchburg Morning Rotary Club’s Dictionary Project and helping Rotary Club members with the Salvation Army’s Red Kettle Campaign • Participating in United Way Community Readiness Focus Groups to increase child readiness for early education.

• Sponsoring community events/activities such as the Executive Spelling Bee, Over the Edge for Humankind, “I Love my Family” essay contest, Turkey Trot, D-Day Memorial Flames of Memory.

• Serving on numerous local boards and committees.

• Volunteering at community events such as Touch-aTruck for the Homebuilders Association of Central VA. • Raising money for the Lynchburg Humane Society.

• Giving to the 2015 Lynchburg Chamber of Commerce Capital Campaign for help fund a new building.

AT A GLANCE

2) How long have you been practicing these initiatives?

Since our founding in 1940, we have consistently recognized that business and community go hand in hand.

Founded: 1940 Location: 202 4th St. NE, Roanoke Lynchburg Branches: Timberlake and Lakeside Crossing

3) Finish this statement: “To our company, community impact looks like_______.”

To our company community impact look like a partnership with all those we serve, not just financially, but for the social betterment of our communities.

Employees: 234 at all locations, 10 in Lynchburg

Your one stop shop for all your repairs.

Family Owned & Operated

Thanks to all of our loyal customers who keep Waterlick Garage going!

434.239.4561

We Treat Every Car As Our Own Serving All of Your Automotive Needs

673 Crowell Lane • Lynchburg, Va 24502

In 2016, Let Us Do a Bumper-toBumper Check-up of Your Car

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2016 COMMUNITY IMPACT FEATURE

STAND UP, INC.

AT A GLANCE Founded: 2009 Location: 1928 Thomson Dr. Suite 1, Lynchburg Employees: 25 across the state

1) What sets your company apart in terms of community impact?

On Sept. 1, 2009, Dan and Kelly Reichard launched Stand Up, Inc., an employment services organization that helps people with disabilities secure and maintain employment through the use of Supported Employment or Job Coaching services.

While providing employment services to individuals in our community, they also learned that many individuals with disabilities did not lose jobs just because of their disability but due to a lack of employment readiness skills. Many people with disabilities were never taught how to seek, secure and maintain employment on their own because many were never expected to work in a competitive setting.

In order to fill this gap, Dan and Kelly created and marketed a prevocational training program to area high schools to assist them with

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readying students in the special education departments. Stand Up has created a program called STEP (Student Transition Employment Program) that pairs “real life” job internships with in-class study to produce graduates that are ready to enter the workforce with reduced support.

2) How long have you been practicing these initiatives_______?

For the last seven years, Stand Up, Inc. has been helping individuals with disabilities become more independent through employment in Central, Southside and Southwest Virginia.

3) Finish this statement: “To our company, community impact looks like_______.” …assisting individuals increase their independence by providing unequaled personalized planning, support and opportunities for success.

2016 COMMUNITY IMPACT FEATURE

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DOORS? BOUNCY WINDOWS? NASTY CRAWLSPACE? O W N E R RODENTS? FOUNDATION PROBLEMS? CRACKED BRICKS? UNEVEN FLOORS? CRACKED DRY WALL? MUSTY SMELLS? STICKING DOORS? BOUNCY FLOORS? STICKING WINDOWS? NASTY CRAWLSPACE? WET BASEMENT? MOLD & FUNGUS? 10/30/15 TERMITES, EG_LynchburgBusiness_half_8.125x4625.indd 1 3:36 PM BUGS, LynchburgBusinessMag.com JUNE/JULY 2016 49 RODENTS? FOUNDATION PROBLEMS? CRACKED BRICKS? UNEVEN FLOORS? CRACKED DRY WALL? MUSTY SMELLS? STICKING DOORS? BOUNCY FLOORS? STICKING WINDOWS? NASTY CRAWLSPACE? WET BASEMENT? MOLD & FUNGUS? TERMITES, BUGS,

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2016 COMMUNITY IMPACT FEATURE

THE CORNER AT RIVERMONT 1) What sets your company apart in terms of community impact?

We’re intentionally conscious of our carbon footprint and have taken steps to reduce ours by recycling and implementing the first tap wine program in the region. Each keg of wine is the equivalent of 26 bottles of wine and will save 2,340 pounds of trash from the landfill over the life of the keg.

The system also eliminates the carbon emissions equivalent to taking a car off the road for two years.

One of our initiatives, “Make Lunch Matter!”, started in January 2016.

As a restaurant, food is the logical way for us to reach out to those in need, so we donated a bowl of soup to Lynchburg Daily Bread for every lunch entrée we served this winter. Each week, we make a hearty, healthy soup for Lynchburg Daily Bread to serve to its clients. To date, we’ve delivered more than 1,397 bowls of soup to feed the hungry. We display jars filled with marbles to show the impact our lunch guests have had on our community, with each marble representing a bowl of soup donated. Each lunch guest also receives a card with their lunch receipt that says, “Your lunch matters!”

2) How long have you been practicing these initiatives?

We started our “Make Lunch Matter!” program in January. Our relationships with local farmers and purveyors started before we even opened last summer. We started developing those relationships in May 2015 in anticipation of our opening at the end of July. At The Corner at Rivermont, we have maintained a commitment to our community since that opening.

By establishing local partnerships, we are able to offer a delicious seasonal, farm-to-table menu while supporting our local community.

3) Finish this statement: “To our company, community impact looks like_______.” … like hungry people eating healthy, hearty soup from The Corner. We believe what sets us apart is our “Make Lunch Matter!” program, helping those in need one bowl of soup at a time.

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AT A GLANCE Founded: 2015 Location: 2496 Rivermont Ave., Lynchburg Employees: 35

2016 COMMUNITY IMPACT FEATURE

434 MARKETING 1) What sets your company apart in terms of community impact?

As a company, we anticipate the needs of others and want to help foster growth wherever we can within the community. Our leadership is highly involved in the community through mentorship, board membership and continuous volunteer work.

434 Marketing developed and donated the Grassroots online donation portal to the Academy Center of the Arts and donated a buyer persona research project to help the Academy with market positioning.

434’s marketing director Whitney Slightham has also partnered with the Small Business Development Council to teach marketing seminars for local business owners. In 2015, 434 Marketing hosted two complimentary lunches and seminar sessions to teach local small business owners about market research.

In addition to supporting local nonprofits, 434’s leadership is committed to giving back to the community through volunteer work and board participation. Dustin Slightham, 434 Marketing’s co-founder and president, works with the YEA (Young Entrepreneurs Academy) as a mentor each year. He is also a board member for the Academy Center of the Arts.

Matt Schubert, 434 Marketing’s co-founder and CEO, is the Vice Chair for the Region 2000 Technology Council and recently joined the Alliance board for Region 2000. Outside of work, he volunteers regularly at a local food pantry and occasionally teaches adult Sunday school. Whitney Slightham volunteers 24 hours per month as a first responder for the YWCA’s Sexual Assault Response Pxrogram (SARP) at Lynchburg General Hospital. Many 434 Marketing employees and interns also regularly volunteer throughout the community and are encouraged to do so.

2) How long have you been practicing these initiatives?

434 Marketing has offered intern and apprenticeship training programs for over three years. We are committed to developing the local workforce and helping students gain valuable hands-on experience.

We have donated service hours to community partners since we started in 2012. Within the past six months, we have donated over 100 service hours to local nonprofits.

3) Finish this statement: “To our company, community impact looks like_______.” …finding ways to drive value for others. At 434, we work hard for our clients to help them generate meaningful leads and improve their bottom lines. When our clients succeed, we succeed. And, as we grow, we can offer more training and employment opportunities to local professionals.

AT A GLANCE Founded: 2012 Location: 1023 Commerce St., Lynchburg Employees: 17

Proud member of: American National University Alumni

Lynchburg RMA Member Bedford Chamber Member PNG Member

In Business for 33 Years

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!

Richard E. Turner, MBA

Business plans created for every type of business

(434) 420-2683 | reTurner1964@gmAil.com JUNE/JULY 2016

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HEALTHCARE

HELP FOR CAREGIVERS

BY D R. VE RNA SE LLE R S, M E DI CAL DI R ECTO R , CE N T RA PAC E

M

ore than 65 million spouses, partners, family members, friends and neighbors are providing care to others who are ill, disabled or aged across the United States every day. Primarily between the ages of 18 and 49, America’s caregivers are usually juggling full or part-time work and often find themselves sandwiched between the care of an elderly person and children of their own.

It’s not a surprise that the majority of caregivers who are employed suffer workrelated difficulties and have to rearrange their schedules, cut their hours or take unpaid leaves of absence to meet their caregiving responsibilities. Studies show staggering economic costs: $3 trillion in lost wages, pensions, retirement funds and benefits for those over 50 caring for aging parents while absenteeism by working caregivers translates to between $17.1 and $33 billion in lost productivity annually.

The reasons for absenteeism range from needing to take loved ones to medical appointments to the lack of caregiving assistance. On average, caregivers spend more than 20 hours a week providing care. Those who live with their care recipient spend almost 40 hours a week, according to the National Alliance for Caregiving and AARP. And while taking care of a loved one is often a rewarding and positive experience, the demands and stress of the role can take a heavy toll on a caregiver’s mental and physical health.

rd Count o f d y Be

BCPC

Pest

Control

However, there are a variety of actions that a caregiver can take to reduce stress and avoid burnout. One of the most effective is to seek support from friends, family members and community resources. Caregivers should not forget to care for themselves and schedule time in their day and week to do just that, whether it be spending some quiet time alone, enjoying the company of friends, or taking part in a relaxing activity or hobby.

There are many health and wellness resources that can help a caregiver manage all their responsibilities. When a family member needs assistance recovering from surgery, injury or illness, home health services can provide the care needed at home, offering a wide spectrum of services provided by healthcare professionals. Home health staff provides and coordinates the care and therapy ordered by a physician.

A plan of care is developed to improve and maintain the person’s physical, mental and social well being.

In the greater Lynchburg region, caregivers can turn to Centra PACE, a Program of All-Inclusive Care for the Elderly. PACE is a comprehensive program for adults 55 years of age and older who live in the PACE service area and meet the criteria for nursing home placement, prefer to stay at home and have an assessment indicating that living at home with the support of the PACE program is a safe alternative.

With PACE, a nurse is on call 24 hours a day, seven days a week, and as a caregiver, it is reassuring to know that if you are alone at home with your loved one and something happens, you can pick up the phone and ask for help.

Caregivers of persons with a life-limiting condition and a prognosis of less than six months can turn to hospice services for support. Hospice care is a philosophy that is committed to helping a person live out the last months, weeks and days of life as fully as possible regardless of age, race, culture or diagnosis. This care also extends to family, caregivers and friends.

A full-time caregiver is not required for a patient to be enrolled in hospice.

A caregiver can continue working with the comfort of knowing that a hospice nurse is coming into the home, usually once or twice a week, to check on the patient and is in charge of taking care of the patient’s medications. Because hospice offers 24-hour access to nurses and doctors, caregivers always have access to someone when they have a concern. And because hospice is a multidisciplinary service, there is support for caregivers, too, which helps to relieve the stress associated with end-of-life care.

Although it is not possible to eliminate all the stress and demands of caregiving, it is important for caregivers to find ways to cope. By taking advantage of community resources such as Centra PACE, hospice and other home health services, caregivers can continue working, remain productive members of their communities, have time for themselves and their families as well as find relief from some of the daily responsibilities of caregiving.

Dr. Sellers oversees Centra’s senior care and consultation services and is board-certifiedin geriatric medicine, hospice and palliative care medicine.

She received her medicaldegree from Howard University Medical School in Washington, DC, completed herresidency at Washington Hospital Center and fellowship in geriatrics at GeorgeWashington University.

“We take care of what’s bugging you!”

Our promise is to provide every customer with exceptional service at fair prices with unparalleled integrity with our work.

Along with common pest control issues, we also wrestle snakes and can help with the new mosquito virus this summer.

434-660-7691 • bedfordpestcontrol@gmail.com • www.bedfordcountypestcontrol.com 52

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SPOTLIGHT ON TOURISM

HOGS, GAMES, BREWS & MORE: LOCAL TOURISM ANTICIPATES SUMMER OF GROWTH

BY S UZ A N N E RA M S E Y

V

irginia might be “for lovers,” but it’s starting to look like Central Virginia is for tourists. In Lynchburg and the surrounding areas, numerous upcoming events and ongoing projects are poised to attract tourists—and tourist dollars—to our region.

ON THE HORIZON: LYNCHBURG In June, Harley-Davidson motorcycle owners from across the Commonwealth will converge in downtown Lynchburg for the annual Virginia Harley Owners Group Rally. About 1,500 people are expected to attend the four-day event.

This year’s event is first time the Virginia HOG Rally has been held in an urban setting. Asked why they picked Lynchburg over other cities, including Richmond, rally coordinator Mark Mulvaney said, “It’s an unbelievable city for hospitality” and an “open-arms kind of city.”

Among other things, Mulvaney said, Genworth offered a parking garage for the week and downtown merchants are participating in “Pink T-shirt Saturday,” a fundraiser for “MAAM,” which stands for “Mammography Annually A Must.”

Rally participants buy a pink T-shirt for $5 and local merchants give freebees to those wearing the shirts, he explained, adding, “The whole city has been extremely accommodating.”

Hosting the rally in Lynchburg is not only great for the HOGs, it’s also a boon for the host city.

According to Lynchburg’s tourism office, it translates into “a week of hotel stays, tourism attraction visits, food and beverage purchases, and local shopping.”

Central Virginia also will see an influx of tourist dollars in July, when Lynchburg hosts the Virginia Commonwealth Games for the first time.

The Olympics-style event is expected to draw approximately 10,000 athletes and spectators and an estimated $4 million in tourist dollars to the region.

While the Games will be headquartered at Liberty University, the City of Lynchburg and its tourism office have been heavily involved.

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SPOTLIGHT ON TOURISM “With 180 to 220 nights of activity in the historic theater [each year], along with continued programming in our Warehouse Theatre and galleries, we are looking at increasing visitation to downtown Lynchburg in a staggering way,” Executive Director Geoff Kershner said.

“It’s really a culture shift for our city and our downtown. This kind of activity will mean people looking for places to eat, shop and, in some cases, sleep. We are talking about a very different downtown when the theater opens,” Kershner said.

“The opportunity for new businesses to thrive and the boost this will give to existing businesses will be profound.”

BOOST FOR BUSINESSES— Downtown Lynchburg restaurants like El Jefe (top right), Jimmy’s on the James (left), and the Ploughcroft Tea Room (below) will benefit from summer events that are expected to bring $4 million in tourist dollars to the region.

“Once [the Games] approached the city, we had to come up with sponsorship funding for it [and] work closely with them on how this was all going to come about,” Sergei Troubetzkoy, director of the Lynchburg Regional Convention and Visitors Bureau, said.

“It’s going to be centered at Liberty, but they’re also going to have many events in city parks, so it’s a citywide effort. We’re also working with the city parks and recreation department, different city departments [and] the police department.

“It’s going to [have] a major impact on Lynchburg and the surrounding area.”

Another initiative that’s expected to draw tourists to Lynchburg is the Academy Center of the Arts, and more specifically its historic, Beaux-Arts theater. The ornate performance hall, built in 1905, is currently being restored with an estimated completion date set for 2018.

Asked what his office is doing to increase tourism in Lynchburg, Troubetzkoy said the “Discover Lynchburg” website is being updated “by one of the major website designers for tourism.” They also are responding to trends in the industry, such as the popularity of girlfriend getaways and multi-generational travel.

“Those are trends that have been around for a while, so that’s something we have to examine when we’re planning to place an ad,” he said. “We need to have images that reflect those trends and appeal to different demographics and age groups. What appeals to Millennials is not appealing to a Baby Boomer. Perhaps [we can] come up with an ad that can appeal to both.”

ON THE HORIZON: BEDFORD In the Town of Bedford and Bedford County, there will be numerous events this summer that local tourism officials hope will attract visitors, among them a living history program at the Peaks of Otter.

On June 18, historical re-enactors will tell the story of Hunter’s Raid and how it affected people who lived in the Blue Ridge Mountains north of Bedford. In June of 1864, after laying waste to the Shenandoah Valley, Union Gen. David Hunter and 18,000 troops passed through the area en route to Lynchburg.

“We’ll have interpreters there ... talking about what it was like for the citizens up there on the mountain, what they endured during the war and what they encountered when Hunter bivouacked at what is now Abbott Lake and the [Peaks of Otter] Lodge,” Jerry Craig, Bedford County’s Director of Tourism, said.

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SPOTLIGHT ON TOURISM The event is being organized by Bedford County, the National Park Service and Delaware North, which runs the lodge. Craig said it will be an “all-day affair” with military parades, musket firing, campfires, etc.

Admission is free.

Coming July 23, Bedford and Franklin counties will collaborate on “A Taste of Bedford and Franklin County History,” which Craig described as a “heritage tour.” Participants will visit historic sites in both counties and eat historical foods significant to each site.

At Big Otter Mill, for example, Craig said participants will eat shrimp and grits while at the historic home Avenel, ham biscuits will be served.

According to Craig, ham was a favorite of Gen. Hunter, who used the home as his Bedford headquarters.

Sept. 1 through 4, the Bedford County Fair will be held at Glenwood Center in Huddleston. According to Craig, 15,000 people attended last year’s event— the first county fair held in Bedford in more than 40 years.

“We mix the old-time fair, with the rides [and] the whole bit, with today’s agricultural technology,” Craig said. “You get the best of both worlds. You will see old technology—horse logging, horse plowing—and monstrosity of tractors with air conditioning and GPS units.”

Additionally, Bedford is hoping to attract visitors with a stop along the future Lynchburg to Roanoke Amtrak route.

“Right now, we’re in the process, moving ahead, [and] hoping the transportation folks will accept our request for an Amtrak platform,” Craig said, adding a recent feasibility study said a stop in the Town of Bedford would increase ridership on the route by 24 percent.

A new brewery in the town is also expected to draw tourists. The county’s

Economic Development Authority was recently awarded a $600,000 grant that will help turn a historic building into a brewery and restaurant, with the help of a local developer.

“We believe it will draw a large number of tourists and regional residents that will come for the farm-to-table foods and brew,” Traci Blido, the county’s director of economic development, said. “The Town of Bedford, specifically, has a lot of the farm-to-table restaurants that today’s consumers enjoy, and this project will add an additional destination to that list.”

Blido also cited the 50th anniversary of Smith Mountain Lake and events at the National D-Day Memorial and Thomas Jefferson’s Poplar Forest among the reasons more and more people are visiting the county.

“Tourism is going strong in Bedford,” she said.

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BUSINESS PROFILE

UNDER

BUSINESS TEN YEARS

HILL CITY PHARMACY

BY M EGAN L . HOUS E

W

ith a focus on customer relationships and quality service, Hill City Pharmacy is open for business as of this March.

The new independent pharmacy hopes to provide the Greater Lynchburg area with a local pharmacy that offers low prices and personalized care. Although Hill City Pharmacy is new to the area, the inner-workings of a hometown pharmacy is hardly new to Bryan Moody, president and owner.

“I grew up in my dad’s independent pharmacy in Durham [North Carolina],” Moody said. “We’ve been in the pharmacy industry our whole lives.”

Common myths—such as national chain stores outnumbering local fronts— are inaccurate. Independent pharmacies still outnumber chain stores, according to Moody, and they not only offer the same items, they can sometimes offer more.

“The hardest thing for us is to get the message out that co-pays are the same,” Moody said. “We accept everybody’s insurance…and even save people money.”

Moody explained that although there has been a decrease in independent pharmacies over the years, the decline is not due to chain pharmacies offering more. Independent pharmacies primarily close their doors because owners get tired of fighting with insurance companies, and chain companies might 56

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offer large amounts of money to buy out the independent store. He clarified that most existing independent pharmacy owners are “in it” for their patients, because the profit margin is not as high as one might think.

“You surely today don’t open a pharmacy to be a wealthy business man,” Moody said. “You do everything you can just to keep the doors open. It’s a common misconception…folks come in, and they see that they paid $200 for a prescription; they don’t know that it cost me $196.” Driven by his passion for his customers, Moody hopes to grow Hill City Pharmacy and is currently working on partnering with a local university and a business downtown.

“We do things creatively to save people money,” Moody said. One way they help people save money is through “health savings accounts.”

“These people have ridiculously high deductibles, so the insurance company dictates,” Moody said. “The insurance company says you will pay $168 for this drug, but the insurance company pays zero dollars to help them; they just dictate this is what the patient will pay.” Owning his business gives Moody the ability to lower the amount that the patient pays, which is tremendously lower for most medications.

“Anyone who doesn’t have insurance [it] should be an absolute no brainer to come here,” Moody said. “When it comes to cash (non-insured) business, we can save people hundreds and even thousands of dollars.” For example, he explained that generic Zofran is very inexpensive for a pharmacy to purchase.

Recently, a patient expressed that a chain pharmacy was going to charge more than a $70 co-pay for only 12 tablets.

“I charged them $10 bucks,” Moody said. “When it comes to those ‘cash’ prescriptions, there’s absolutely no reason anyone should go anywhere else.”

Hill City Pharmacy also has a $4 list of prescriptions, which includes more items than Walmart.

BUSINESS PROFILE In the past, Lynchburg has housed many independently-owned pharmacies, however, in recent years that has not been the case. Moody hopes Hill City meets Lynchburg’s needs by bringing back a friendly hometown store.

“I despise going to a [chain] pharmacy … no customer service, nobody knows your name, nobody cares about your family or your healthcare,” Moody said.

“And that’s not what pharmacy was designed to be.” The mission of Hill City is to save people money and build relationships with their customers.

“We’re here to attempt to get to know our patients, to know their families, to do the best we can to work with their physicians for them to have the best possible outcome,” Moody said. “We want people to live healthy, and if somebody doesn’t understand what medication they’re taking, or they’re taking it improperly, they’re probably not going to end up very healthy.”

They currently have five employees, not including the family members who volunteer in the store.

“My dad recently retired from his career so he helps out, my mom, my 80-year-old grandparents, my wife…” Moody said. Customers often find it amusing to see a little head pop up in the drive-through as one of Moody’s three kids waves.

Aside from the friendly nature of the pharmacy, Hill City strives to truly meet the needs of their customers, even offering a free delivery service to the Greater Lynchburg area.

“I started this because the worst day of my life is when one of my three kids is sick…and then you’ve got to drag them to the doctor for three hours…drag them to the pharmacy and wait,” Moody said. To use their one-of-a-kind home delivery program, you simply tell your doctor to send the prescription to Hill City Pharmacy with a note that they would like home delivery.

“You take your child home, and it’s delivered to your house within two hours,” Moody said. “You don’t even have to come to the pharmacy.” They also deliver

AT A GLANCE Founded: 2016 Location: 1215 Greenview Drive, Lynchburg Employees: 5 Information: www.HillCityPharmacy.com

to dorm rooms, understanding that many students do not own cars.

Additionally, they offer medication packaging, which conveniently organizes medications, helping customers remember what to take and when take it.

Aside from these unique services, Hill City considers themselves to be a “clinical pharmacy,” offering medication therapy management to ensure that each patient is receiving what they need.

“We do medication reconciliation where we sit down with the patient,” Moody said. “We find time and time again they’re not even taking four of these medications that their doctor prescribed; and then we send that information back to their physicians.”

Hill City Pharmacy is open Monday through Friday from 9 a.m. to 7 p.m. and Saturdays from 9 a.m. to 3 p.m. Eventually they hope to become a seven day a week, 24-hour pharmacy, and hope to have three locations within the next two years.

“We want to be Lynchburg’s hometown pharmacy,” Moody said. “If people give us one shot, they won’t go back.”

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MADE IN LYNCHBURG

HIGHLIGHTING LOCAL PRODUCTS AND MANUFACTURING THROUGHOUT THE REGION 2000 PARTNERSHIP

Fleet Laboratories Personal Care Products

Founded in 1869, Lynchburg-based Fleet Laboratories now leads the personal healthcare industry, ranking among the top non-prescription drug companies in the United States and earning the trust of consumers and healthcare professionals in 60 countries around the world. Fleet Laboratories specializes in gastrointestinal, feminine and infant care products.

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Let Us Know!

Do you know of a product manufactured locally?

Let us know at feedback@ lynchburgmag.com.

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PA I D A D V E RT I S E M E N T

Economic Evolution

B

y definition, economic development is an effort that seeks to improve the economic well-being and quality of life for a community by creating and or retaining jobs. Traditionally, the focus of this statement has Megan Lucas, CEO been “creating jobs”. Success in economic development has always been measured by how many jobs we’ve created and failure being jobs lost.

In every facet of life, change is inevitable. In most employment sectors, change occurs on a regular basis, economic development is no different. In the 1930’s the Great Depression had devastating effects on all Americans, rich or poor.

Unemployment in the U.S. rose to 25%. The early 40’s was a time of war, but also grew our economy as military service and defense production increased.

Expanded manufacturing brought the nation to near 100% employment. The economic tide has continued to rise and fall through the years, most recently with the Great Recession of 2008. What keeps us going? The adaption to change.

Marc Andreesen, a successful entrepreneur and venture capitalist, said, “jobs are critically important, but looking at economic change through the impact on jobs has always been a difficult way to think about economic progress”. In short, some jobs end so others can begin. It’s the evolution of the economy.

Andreesen compares the same theory to the Industrial Revolution, what if we stopped manufacturing to save agriculture? The success of farms that ultimately benefited from creation of mechanically-powered equipment to complete its work faster, increasing production and profit would be very different.

Adaption to change is more critical than ever. We are fortunate in our Region to have a strong economic development team that recognizes this fact.

Currently we are developing the Comprehensive Economic Development Strategy for the Region and identifying the target growth sectors. This allows us to develop a plan to recruit the best companies for our workforce and having the courage to change if those results are not what we expect.

So yes, ultimately we want to recruit jobs. It’s the plan of action for recruiting those jobs, however, that determines our results. The Lynchburg Regional Business Alliance, along with the highly skilled Regional Economic Development Team comprised of the economic development directors, are adapting to the change in today’s world of economic development and establishing a plan that we believe will be successful. A plan that best utilizes the assets of the entire Lynchburg Region and creates an environment that’s economically prosperous.

the Lynchburg Region is fortunate to have the following individuals in Economic Development (from left): Jeff taylor | Appomattox County | 434.352.3989 Jeff.Taylor@appomattoxcountyva.gov Marjette Upshur | City of Lynchburg | 434.455.4492 Marjette.Upshur@lynchburgva.gov Mike Davidson | Campbell County | 434.592.9595 JMDavidson@co.campbell.va.us Megan Lucas | LRBA | 434.845.5966 | MeganLucas@LynchburgRegion.org Victoria Hanson | Amherst County | 434.946.5200 victoria.aeda@gmail.com traci Blido | Bedford County | 540.587.5670 | tblido@bedfordcountyva.gov Dennis Jarvis ii | Town of Altavista | 434.369.5001 DLJarvis@altavistava.gov not Pictured: Jacks Hobbs | Town of Amherst | 434.946.7885 | jack.hobbs@amherstva.gov Philipp Gabathuler | Town of Appomattox | 434.352.8268

Upcoming opportunities to Engage June 1, 1 p.m.

Lynchburg Regional Business Alliance / CVIC Golf Tournament

July 27, 6:30 p.m.

Alliance Night at Hillcats Game august 10, 7:30 a.m.

Business at Breakfast

June 23, 11:30 a.m.

Women’s Luncheon Series

august 11, 5 p.m.

Wing Fling

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