Greater Charlotte Biz 2011.06 by CLT.biz & Charlotte Biz & Greater Charlotte Biz

in this issue

cover story

The Shaw Group Inc. (Power Group Headquarters)

When Shaw’s Power Group named Charlotte as its new headquarters in 2007, it confirmed the Charlotte region’s transformation from longtime banking center to burgeoning hub for power generation, alternative energy and energy-related manufacturing companies. To CEO Clarence Ray, energy companies have realized, ‘If we want to be part of the action, we need to have a presence in Charlotte.’”

12 Hensley Fontana Public Relations & Marketing The Hensleys have developed the Charlotte Restaurant Week concept into a huge marketing tool for the participating mid- to high-end restaurants. “For restaurants, it’s a month-long marketing blitz,” says Bruce. “For diners, it provides an opportunity to explore fine culinary options in the Queen City at a bargain price.”

#$ Medallion Athletic Products “In the past, artificial turf was too expensive and sometimes uncomfortable and unsafe to play on. Today it is comfortable, affordable and a sensible option for growing athletic and recreational communities,” says Matt Broughton, whose firm offers artificial turf systems and track surfaces in addition to other athletic products.

28 The Darton Group The Darton Group’s intense focus on people attracts high-quality clients and employees alike. From day one, to everyone who comes in their doors, Mark Weber and Michelle Rivas offer the same advice and training they follow in their business: Focus on people. Make calls, meet people, attend social events, do lunch, build your network, spread the word.

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Henricks Corporate Training & Development “Once you understand the real reasons behind people’s buying decisions, then you can work with a motivated individual, and address their real concerns,” says Bob Henricks. “Hence, we offer a ‘truth serum,’ but don’t push products or services. It’s okay for your prospect to say no.”

departments publisher’spost legalbiz

4 5

Transforming the Business of Law to Meet the Needs of Business

consultingbiz

Managing and Delivering Change to Optimize Business Value

webbiz

bizprophet

New Media Strategies, Secrets and Solutions

Engaging and Inspiring Thought Leadership in the New Millennium

accountingbiz

Accounting, Tax and Consulting Solutions

employersbiz

Legislative and Regulatory Highlights for Area Employers

biznetwork

on the cover: Clarence L. Ray Jr. Chief Executive Officer The Shaw Group Inc. Power Group Headquarters Clarence L. Ray Jr. Photo by Wayne Morris

legalbiz

june 2011

!"#$%&

! ! ! Hensley Fontana

Public Relations & Marketing

! ! ! Medallion Athletic Products ! ! ! The Darton Group ! ! ! Henricks Corporate Training

!'()$% SHAW'S POWER GROUP

Engineers Energy Solutions

& Development

! ! ! Organic Plant Health

Scan to view greatercharlottebiz.com Clarence L. Ray Jr. Chief Executive Officer The Shaw Group Inc. Power Group Headquarters

Organic Plant Health “Overuse of synthetic fertilizers and irrigation systems can make a landscape look green and beautiful for a brief period of time, but it’s all eye candy. It’s steroidal growth on an IV drip of irrigation,” says Billy Styles. He advocates using organicbased products to reduce the need for watering by 75 percent and bring the diversity back to the urban soil.

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Insurers

Hospitals

Pharmaceuticals

Individuals

Doctors

Attorneys

Let’s stop looking for scapegoats and start talking. It’s time for an open discussion about rising medical costs. Join the conversation at LetsTalkCost.com

[publisher’spost] 704-676-5850

Reflecting on Transformations In early May 2011, we learned that a special Navy Seal team had attacked a compound in Abbottabad, Pakistan, located, and killed, Osama Bin Laden. In many ways, Osama Bin Laden has had a presence in our minds ever since September 11, 2001, when the planes crashed into the World Trade Center towers. As the mastermind behind that event and many others, Bin Laden was a lingering threat to our lives and our livelihood and top-ofJohn Paul Galles mind in all of our travels and at every TSA checkpoint. The ‘Global War on Terror’ was omnipresent with different colored alerts telling us the threat level. Growing up in the ’50s and ’60s, I remember being constantly reminded about the threat of nuclear weapons with drills in elementary and junior high school where we were directed into the hallways and stacked against the wall in groups of four with our arms folded over our heads, our eyes closed as if we might prepare for the impact of a nuclear bomb near our school. I even remember neighbors who dug bomb shelters deep into their yards so they could escape an attack and sit in their shelters until it was safe to exit. Fortunately, at the end of the Cold War, the signing of the Nuclear Forces Treaty in 1987, the falling of the Berlin Wall in 1989, and the subsequent democratization of the governments of Hungary, Poland, East Germany, Czechoslovakia, Romania, Yugoslavia, and ultimately, the Soviet Union—all of these transformations ended the greater threat of nuclear holocaust. The ‘Global War on Terror’ may also be reaching a transformational phase with the death of Bin Laden and the citizen revolts across the Middle East from Tunisia to Egypt to Libya, to Syria to Bahrain, Jordan and Yemen. While still inhabited by tribes and religious sects with many differences, people have grown weary of political dictatorships and the tyranny and oppression under which they have lived. That tyranny and oppression has fueled terrorist activity against the United States and its assets around the world. It may be that when that oppression has been lifted, the anger and frustration with the United States will diminish over time. We will not know about the longer term impact of the changes occurring throughout the Middle East. It may be that one dictator will simply be replaced by another. It may result in a different tribal leader taking control simply to get even for the violence that their tribe experienced. Or, it may be that democracy will begin to grow that allows people to play a greater role in their own future and take part in building their countries to become more participative and competitive in the world marketplace. How the United States responds in this changing world is critically important to our future. How we choose what side or who to support or even whether we should choose to support anyone or any group while those transformations are taking place are perplexing considerations. How soon we should act or how long we should wait before acting are also critical questions to examine. Over the last decade, we have undergone our own transformation in how we view terrorist threats. We’ve even changed the rhetoric to describe it, backing away from the phrase ‘Global War on Terror,’ advocating the use of ‘Overseas Contingency Operation’ instead. As one defense policy think tank executive put it, “We are facing a number of different insurgencies around the globe—some have local causes, some of them are transnational. Viewing them all through one lens distorts the picture and magnifies the enemy.” We cannot do away with the TSA checkpoints or the Department of Homeland Security. Nor can we remove the threat of terrorists regardless of the changes that we are witnessing. Al Qaeda has not been dismantled and terrorists will still do evil deeds. At the same time, when we walk through the TSA checkpoints, we are less likely to think about the next message from Osama Bin Laden or fear for planes flying into tall buildings. We are witnesses to history. How we act in the midst these transformational changes will substantially affect our future. It is important that we share our experience in this democracy so that others may learn about its successes and failures so that we may learn to work and live tolerantly on this earth together. biz

Let me know what you think - jgalles@greatercharlottebiz.com

june 2011

June 2011 Volume 12 • Issue 06 Publisher John Paul Galles x102 jgalles@greatercharlottebiz.com

Associate Publisher/Editor Maryl A. Lane x104 mlane@greatercharlottebiz.com

Creative Director Trevor Adams x107 tadams@greatercharlottebiz.com

Sales Manager Chris Sessions x106 cell: 704.816.0605 csessions@greatercharlottebiz.com

partners !CC Communications, Inc. !Central Piedmont Community College !Elliott Davis, PLLC !NouvEON Technology Partners, Inc. !The Employers Association !Wishart, Norris, Henninger & Pittman, P.A.

Contributing Writers Zenda Douglas Carol Gifford Heather Head Casey Jacobus Amanda Pagliarini

Contributing Photographers Trevor Adams Wayne Morris Galles Communications Group, Inc. 7300 Carmel Executive Park Dr., Ste. 115 Charlotte, NC 28226-1310 704-676-5850 Phone • 704-676-5853 Fax www.greatercharlottebiz.com • Press releases and other news-related information: editor@greatercharlottebiz.com. • Editorial: mlane@greatercharlottebiz.com. • Advertising: jgalles@greatercharlottebiz.com. • Subscription inquiries or change of address: subscriptions@greatercharlottebiz.com. • Other inquiries: please call or fax at the numbers above or visit our website www.greatercharlottebiz.com. © Copyright 2011 by Galles Communications Group, Inc. All rights reserved. The information contained herein has been obtained from sources believed to be reliable. However, Galles Communications Group, Inc. makes no warranty to the accuracy or reliability of this information. Products named in these pages are trade names or trademarks of their respective companies. Views expressed herein are not necessarily those of Greater Charlotte Biz or Galles Communications Group, Inc. No part of this publication may be reproduced or transmitted in any form or by any means without written permission from the publisher. For reprints call 704-676-5850 x102. Greater Charlotte Biz (ISSN 1554-6551) is published monthly by Galles Communications Group, Inc., 7300 Carmel Executive Park Dr., Ste. 115, Charlotte, NC 28226-1310. Telephone: 704-676-5850. Fax: 704-676-5853. Subscription rate is $24 for one year. POSTMASTER: Send address changes to Greater Charlotte Biz, 7300 Carmel Executive Park Dr., Ste. 115, Charlotte, NC 28226-1310.

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[legalbiz]

The U.S. Court of Appeals for the Eighth Circuit has ruled that the owners of a company are “responsible persons” that had willfully failed to remit employment taxes. In this case, the owners did not know that the employment taxes had not been paid because their accountant/bookkeeper embezzled the money. Generally, the IRS has the ability to collect the “trust fund” portion of the employment taxes due from a person who (1) is responsible for collecting, accounting for, and paying over payroll taxes; and (2) willfully fails to perform this responsibility. In determining “willfulness,” courts focus on the taxpayer’s knowledge of the non-payment of the payroll taxes, or the taxpayer’s showing reckless disregard with respect to whether the payments were being made. In this case, the company’s owners were informed about the failure to pay the employment taxes the day after the accountant/bookkeeper committed suicide. The owners claimed this was the first time they knew the taxes had not been paid. The owners then sold their companies, paid creditors and employees, but did not pay the IRS. The owners argued that the limit of their liability was the amount of “unencumbered funds” they had at the time they learned of the unpaid taxes. This argument was based on another case where control of a company changed hands with employment taxes being owed at the time of the change on control. They argued that they did not, in essence, have control of the company because they did not know what the accountant/bookkeeper was doing. However, the court decided the owners were responsible persons during the time they failed to pay the employment taxes as they owned and had control of the companies. Also, the owners’ decision to pay employees and other creditors on the sale of their businesses after knowing the taxes were due was a willful failure to pay taxes.

Content contributed by Wishart, Norris, Henninger & Pittman, P.A., which partners with owners of closely-held businesses to provide comprehensive legal services in all areas of business, tax, estate planning, succession planning, purchases and sales of businesses, real estate, family law, and litigation. For more information, contact Gary Smith at 704-364-0010 or visit www.wnhplaw.com.

c o n s t r u c t i ve c a t a ly s t fo r c re a t i ve c o n s c i o u s n e s s

june 2011

[consultingbiz]

NouvEON Technology Partners, Inc. Managing and Delivering Change to Optimize Business Value

Being in the Top 10 percent

How Managing Your Strategy Gets You There

what it can do, Hoshin Kanri helps set benchmark-driven breakthrough goals. The Research shows that 90 percent of organizations fail to execute their stratHoshin Kanri process is extremely effective in taking the vision and the high level egy because of several barriers: objectives and translating them into actionable plans with a repeatable process. ! Only 5 percent of the work force understands the strategy Focus, alignment and frequent reviews are the governing principles of Hoshin Kanri ! Only 25 percent of the managers’ incentives are linked to the Strategic Planning and Execution framework and they ensure effectiveness. strategy ! 60 percent of organizations do not link budget to strategy A successful strategic planning and execution process must have the following: ! 85 percent of executive teams spend less than one hour per " Widespread participation in the development of vital few month discussing strategy objectives The successful 10 percent move on to achieve breakthrough business results " Alignment of the organization behind the common vision and goals and set the rules of the game! " Linkage of budgets to strategies What do these companies do differently? Are they great strategists? Possibly! " Concise progress reporting structure However, our work with clients indicates that the process utilized to execute " Clearly defined and reported performance metrics that strategy is just as important as the strategy itself. illustrate progress In The Art of War, Sun Tzu states that: “Strategy without tactics is the slowest " A periodic strategic review process to not only assess the route to victory. Tactics without strategy is the noise before defeat.” progress, but also adjust the direction to maximize the To be in the top 10 percent of the firms that successfully make their strategy business value work, you need to ensure that you are maximizing the effectiveness of your Strategy implementation is a process. Just like any other business process, it strategy, not only in its development but also in its execution. The effectivecan be made reliable and capable of delivering planned results. Hoshin makes ness of a strategy is determined by its accessibility, usability, trackability and leaders accountable for establishing, communicating and managaccountability. Any increase in the effectiveness of an organization’s strating strategic priorities and increasing probability of winning egy greatly improves the chances of achieving ility consistently. breakthrough results. ib s s e Acc Periodic review of strategic progress and validation Meticulously developed strategies locked of direction is a key differentiator of the Hoshin Kanri away in a cabinet are of no benefit to an Strategic Planning and Execution framework. In organization. To be effective, the strategy this day and age of ever-changing customer must be accessible to the organization in a demands, regulatory or technological develformat that is easy to understand. The transopments, change is the new norm for formation of strategy documents into an easy ty i l businesses. The Hoshin Kanri approach to understand plan is critical to making them i b ka ensures that the company can respond usable by the organization. These plans must Trac to environmental changes before it is too have clear metrics to track progress and must late by making business strategy a subject that have the clarity to get commitment from the ty is discussed frequently and revised as needed. organization. Only by creating transparency to abili t n u In summary, strategy departments that the organizational goals can anyone in the organization o c c A safeguard strategic goals and targets must be be held accountable for the results and the accomplishmindful that staying current is a continuous ment of the vision. The factor that differentiates great companies from the EFFECTIVENESS exercise to avoid becoming static in execution. More importantly, a process that involves the average ones is the process they use for improving the effecentire organization in the development and exetiveness of their strategy during both the strategy’s development and cution of the strategy will strengthen a successful outcome of goals and targets execution. No matter how much time or money you have spent on developing for employees, customers and investors. that strategy, unless you have a way to overcome these barriers, the strategy will Whether you are managing a department or a global enterprise, undertaking sit on the shelf and gather dust. a large transformation effort, managing a merger, or navigating a major shift in One framework that has been successful in increasing the effectiveness of your industry, the implementation and utilization of the Hoshin Kanri Strategic an organization’s strategy is Hoshin Kanri. The Hoshin Planning and Execution framework will significantly improve your ability to Kanri strategic planning and execution framework has manage the situation. been used for decades as a navigation system that helps While no one can claim that achieving breakthrough results is simple, we can set breakthrough goals and deliver consistent results say that the use of this framework can provide any organization with a successyear after year, by reliably and effectively reducing ful methodology for developing and executing strategy, and communicating the performance variability. It accomplishes the results by breakthrough results to stakeholders. producing an effective strategy Gokhan Guley, Senior and making it accessible and Content contributed by NouvEON, a management consulting firm. For more information, Managing Consultant and Strategy Knowledge usable across the organization. contact NouvEON Senior Managing Consultant and Strategy Knowledge Domain Domain Leader By relying on what the orga- Leader Gokhan Guley at gguley@nouveon.com or 704-944-3155, or download a free nization must do, rather than copy of this whitepaper at www.nouveon.com/insights.

MAXIMIZE STRATEGY

june 2011

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CC Communications, Inc.

[webbiz]

New Media Strategies, Secrets and Solutions

!"#$%&'($)""*% %%%%%%%%%%%%%%%%%%%%%%+$(,-./0$1 As a follow-up to last month’s column, here are a few more tips that can help you make the most of your evolving Facebook marketing strategy. Once you have created a well-crafted Facebook fan page with engaging content, it is time to promote it. Facebook offers several excellent opportunities to help you target and attract the attention of its millions of users. How can you capture and convert the Facebook audience to “friends”? And then, more importantly, how can you convert your Facebook friends over to “customers”? Think “Facebook Promotion.” Expand your Facebook footprint… One of the simplest ways to rapidly increase the number of Facebook “friends” for your fan page involves importing your own email contact lists. Facebook offers an easy to use, bulk import application that is located on the “find friends” page (http://www.facebook.com/#!/find-friends/). Once your email list has been uploaded, Facebook will automatically match the addresses with registered Facebook users and provide you with the opportunity to add them as friends. Facebook also compares your imported email addresses to its own internal database and suggests additional potential contacts that you may also know. Send a “friend request” to these additional contacts in order to expand your audience reach even further. Broadcast announcements to your friends… Sending frequent, meaningful messages to your entire customer base about upcoming sales events or special offers maintains top-of-mind brand awareness and motivates customers to return to your fan page on a regular basis. Currently, Facebook restricts sending outbound messages to only 20 friends at a time. However, if you want to send announcements to a larger mailing list, there is a simple solution. Working from the “events” section of your fan page, select “guests to invite.” Next, instead of manually designating individual friends one at a time to receive your message, paste a short string of JavaScript code directly into your web browser and hit “enter.” (A copy of the current code can be found at http://pastebin.com/sxuwVfrG.) Once entered, all the friends on your list are automatically selected to receive a copy of your message at the same time. (Note: To adjust for frequent Facebook updates, you may need to search online occasionally for alternate versions of the JavaScript that are regularly posted by various programmers.) Purchase Facebook advertising… One of the most expedient ways to promote your fan page and grow your customer base is through the purchase of straightforward online advertising within the Facebook website itself. “Facebook Ads” appear on each Facebook page, and they are dynamically programmed to appear based on the user’s individual Facebook profile, likes and interests, group affiliations and click path history. “Sponsored Stories” allows you to create and post an image and a short text description, such as a customer testimonial, that will appear as sidebar content on relevant content pages throughout Facebook, while “Ads” promote more sales-oriented messages and images like a special discount offer. In both cases, you can narrow your target audience selection by location, age, gender and time of day, while also matching your customers’ precise personal interests. You may also determine how you prefer to pay for the advertising, choosing either to pay only for “click through” leads that connect visitors to your fan page or website, or to pay a smaller amount per “impression” each time your message is displayed on a page. Facebook advertising can be very inexpensive and manageable, allowing you to manage maximum expenditures each day or for the entire length of your campaign. To get started, visit http:// www.facebook.com/advertising/. ~Kip Cozart

c o n s t r u c t i ve c a t a ly s t fo r c re a t i ve c o n s c i o u s n e s s

QUESTION

ANSWER should I redesign Q: When my website? ~Gastonia, N.C.

Just like all marketing collateral, your website should deliver updated, targeted information about products, services, sales opportunities and contacts. In most instances, your website should also be a source of sales leads for your company. There is no set time or average life expectancy of a website. If you feel your website is not doing its job, then it’s time to make adjustments. Think about this. You might not need a full redesign. Perhaps you just need to restructure a few pages to improve conversions. Never redesign just because. Make a plan. Set objectives. Consider the impact on current visitors and traffic. And always keep expansion in mind by selecting a content management system (CMS) that makes it easy to add new content.

Have a question about Web design or online marketing? Submit your question to www.greatercharlottebiz.com/webbiz. Questions & Answers may be reprinted here in upcoming editions of Greater Charlotte Biz!

WORK Rolled Ring and Machine# Ajax Delivering on Quality Most of us don’t give a second thought to the complex infrastructure around us. Ajax Rolled Ring and Machine helps make our critical infrastructure possible. Ajax is a custom manufacturer of seamless rolled rings used in critical industrial components and general industrial applications such as bearing races, gears, flanges and valve seat rings. Their products supply end user markets like the bearing industry, power generation, turbines, energy, mining, construction, petrochemical, defense and others. Ajax achieves a high level of quality in all their manufacturing processes. They applied this same expectation of quality to redesigning their website. The new AjaxRing.com uses improved graphics, copy and conversion forms to educate visitors about capabilities, equipment, resources, and all the committed people behind them.

Content contributed by CC Communications, a Web design, programming and Internet media company providing a full array of services to businesses and organizations to enhance and produce effective Web, email, multimedia marketing initiatives and business process improvements. For more information, contact Kip Cozart at 704-543-1171 or visit www.cccommunications.com/resources_articles.cfm.

june 2011

[bizprophet]

The Performance Group, Ltd. Engaging and Inspiring Thought Leadership in the New Millennium

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obody asked me to give a commencement address. Nobody said, “Sam, you’re the BizProphet and we think our graduates—the promising young professionals of tomorrow—need to hear a fresh perspective on the future, something besides tired platitudes, from someone besides old-economy top dogs.” So, even though I haven’t been invited, I decided to give a commencement address anyway. This is for any graduate you know—your daughter or son or niece or nephew or your next door neighbor’s grandchild or the kid with the purple hair busing tables at the restaurant last night who just might be writing your paycheck one day. It’s for high school graduates and college graduates. And it won’t hurt the rest of us—including top dogs and new hires—who are smart enough to remember that we’re in life’s classroom everyday and we never graduate. If you’re a member of the Class of 2011, I’m supposed to congratulate you and say something nice about how hard you’ve worked because your parents are in the audience and it’s good to give them a moment or two to be proud of you. I’ll be in one of those audiences myself this year and as a parent I wouldn’t mind having my head patted. But that’s water cooler talk and the world you’re heading into doesn’t have a lot of time for water cooler talk. Here’s what graduates need to be on today: You, Inc. You, Inc. That’s Sam, Inc., and Jamal, Inc., and Molly, Inc., and Miguel, Inc.— every single one of you sitting out there today in those handsome caps and gowns needs to hear this: You are a valuable asset. The world needs your gifts and talents and fresh ideas and energy. The marketplace needs you. But the marketplace will likely not come clamoring after you and it will not fit itself to you and it will not be a safe haven for your self-esteem. The world is in a state of turbulence and disequilibrium. You’ve probably already figured out that open positions are hard to find. But do not allow economic uncertainty to undervalue your unique contribution to the marketplace. Define your own value. Leverage You, Inc. How do you make yourself relevant to a marketplace that can’t slow down for your transition from academic life to real life? How do you capitalize on the opportunity in front of you after you toss your cap in the air and finish the celebration? I have five pieces of gold for you. Use them to capitalize your launch into the marketplace. Look for opportunity between the cracks. There’s a lot of brokenness out there right now. Don’t mistake that brokenness for limited opportunity. Don’t resist the change and disruption implied by the brokenness. Those who flow with the changes in our world will find opportunities to leverage and ways to be of value, whether as the employee of an existing enterprise or as the visionary behind new concepts, new enterprises. There has never been a more exciting time to be alive! Claim empowerment, not entitlement. The world owes you nothing. If you’ve been oppressed, the world owes you nothing. If you’ve experienced great loss, the world owes you nothing. If you’ve been shut out of opportunities, the world owes you nothing. In today’s electronic information age, you’ve been provisioned with all the knowledge in the world, with access

june 2011

to the wisdom of the ages, with access to the same platforms Apple and Microsoft use to innovate and collaborate and tell their stories to the world. You are empowered like never before. Unshackling from entitlements liberates opportunity. Get with it! Put the power of multiples to work for You, Inc. Physical health multiplies your energy. Time well-invested multiplies your efficiency and effectiveness. Relationship quality multiplies your access to opportunities and resources. Healthy beliefs multiply your imagination and possibilities. Avoid hubris; embrace humility. Or, as my mom used to say, don’t get too big for your britches. That’s what happened to the people who brought down our economy in 2008. They thought they were so smart and so powerful they could

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the performance group

get away with outrageous levels of greed. You do have power. Because of information and communication technology and access to resources, you have more power than any graduating class in history. The whole world is at your fingertips. Just don’t make the mistake of believing this power makes you the smartest kid on the block. Used well, the brain power at your disposal becomes creativity and innovation and collaborative thinking. Misused, it becomes hubris, the first step in the direction of a downfall.

You are a valuable asset. The world needs your gifts and talents and fresh ideas and energy. The marketplace needs you. But the marketplace will likely not come clamoring after you and it will not fit itself to you and it will not be a safe haven for your self-esteem. Propagate wealth. You grew up in a consumerdriven society. We’re still in such a society. That society believes the money we earn is for spending and that we need everything that’s new and shiny. A successful You, Inc., learns that money earned is best used to develop the asset that earns the money, in order to propagate wealth. Money that makes more money is an asset, and that eventually creates freedom. Money that buys stuff is just gone. Recently, I met a young man, a senior in the High School of Business and Finance at Garinger. We met at a business luncheon, which he was attending with some of his classmates, his principal and one of the teachers in their program. I was privileged to share a table with this group of remarkable young people. When it was over, I’m sure I was more impressed with them than they were with me. But afterward, one of the young men came up and asked me to be his mentor. The things I’ve told you today reflect everything I’d hope to teach this young man and his classmates at Garinger. One final thing—I offer you my blessing. Too many people never embrace their potential. As the old gray fox whose experience has taught him things he never suspected when he was your age, I want you to know that you are more valuable than you know, gifted in ways that are unique to you. The world needs you and is waiting for you. Congratulations, You, Inc. You are a valuable asset. Go change the world.

NAVIGATING THE SEA OF TECHNOLOGY

e Companies

wing Privat

Fastest-gro

REAL SUPPORT Regardless of your business's needs, basic or complex, Waypoint Solutions Group is the IT consulting firm that can help you. Whether you need to build your IT network from the ground up, are ready to refresh your existing network, or just need reliable IT support, Waypoint Solutions Group can help you.

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9305 Monroe Road Suite L Charlotte, NC 28270

Phone: 704-246-1717 Toll Free: 877-4U-EASYIT

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Content contributed by Sam Frowine, founder and owner of The Performance Group, working with business owners to build the value of their business asset for over 16 years. Find more messages from Sam at www. ThePerformanceGroupUSA. Sam Frowine com or on his blog at www. Sam-Inc.com, or on Facebook/Journey with Sam Frowine.

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june 2011

!"#$%#&'"(&)&("*+",'&-.$)$./0 The Design Center of the Carolinas would like to congratulate Ashley Plyler: the winner of Charlotte’s High Design Contest. For Jane’s Dancing Addiction, Ms. Plyler created a vibrant design that we are proud to display on our 125’ water tower–Charlotte’s highest canvas. We invite you to the Historic South End to see this year’s winning design, or to view it on our website. Ms. Plyler’s art is just the latest example of the inspired work that emanates every day from the Design Center–the home to Charlotte’s most forward-thinking businesses.

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designcentercarolinas.com

YOUR BUSINESS– THERE’S MORE TO SEE IN 3D! '(()*+,2*.3+4

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Claim your business site with a 3DUSA certified model on Google Earth! 7300 Carmel Executive Park Dr., Ste. 115 | Charlotte, NC 28226-1310 | 704-676-5850 x102

june 2011

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Elliott Davis, PLLC

[accountingbiz]

Accounting, Tax and Consulting Solutions

#EXPANDED FORM 1099 REPORTING REQUIREMENTS REPEALED

any business and property owners are breathing a sigh of relief, thankful they will not have to deal with expanded 1099 reporting requirements. On April 14, 2011, President Obama signed the Comprehensive 1099 Taxpayer Protection and Repayment of Exchange Subsidy Overpayments Act of 2011, which repealed the expansion of Form 1099 reporting under 2010’s Patient Protection and Affordable Care Act and Small Business Jobs Act.

Background The Patient Protection and Affordable Care Act included a provision that broadly expanded the mandatory filing of Form 1099, beginning for payments made after Dec. 31, 2011. The provision generally would have required businesses to report any payments to vendors that exceeded $600 in a calendar year. The Small Business Jobs Act introduced another expansion of Form 1099 reporting that took effect for payments made after Dec. 31, 2010. This expansion would have affected taxpayers who receive rental income from a “passive” real estate investment, such as a vacation home. Previously, only taxpayers in the trade or business of

rental properties were required to file Form 1099, but, under this law, the IRS considered taxpayers who own one or more rental properties to be a “business” for Form 1099 purposes. Potential Impacts These expanded requirements likely would have created significant burdens for businesses and many property owners by dramatically increasing the number of necessary filings. In addition, affected businesses and property owners would have been responsible

for obtaining taxpayer identification numbers from every payee that required a Form 1099. If a business was unable to obtain this information, it would have been required to withhold federal income taxes from payments to that payee and forward them to the government.

Dan Waren, CPA, Tax Shareholder

Repeal The repeal of the expanded Form 1099 reporting requirements reduces the burden on taxpayers, specifically business and property owners, who were facing increased paperwork or risking IRS penalties for failing to file a newly required Form 1099. If you have any questions, you should contact your tax advisor.

!"#$%&'"())%*CAN YIELD TAX SAVINGS Many businesses are “going green” in response to increased energy costs and the United States’ dependence on foreign oil. This act of corporate citizenship can help reduce a company’s energy consumption and open the door for favorable tax incentives and credits designed by the government to promote energy sustainability. Below is a brief sampling of the green incentives that have been made available by the federal government and the state of North Carolina.

Federal Credits and Incentives Energy Efficient Commercial Building Deduction—Taxpayers can deduct up to $1.80 per square foot of building space in new or existing structures in which interior lighting, HVAC or hot water systems, or building envelope property has been installed that reduces the total energy and power costs by at least 50 percent. If the energy efficient property is installed in property owned by a governmental entity, the deduction can be allocated to the person primarily responsible for the design, such as an architect or engineer. Business Energy Investment Tax Credit—A credit of 10 percent or 30 percent of the cost of purchasing alternative energy property is available in the form of a cash grant for certain purchases. A 30 percent credit/grant is available for qualified fuel cell property, solar property and small wind turbines. A 10 percent credit/grant is available for equipment producing geothermal energy, combined heat and power systems and microturbines. Alternative Refueling Property Credit—A 30 percent credit, up to $30,000, is available for installing clean fuel vehicle refueling property that will be used in a trade or business. To qualify, the fuel must be composed of at least 85 percent ethanol, natural gas, compressed natural gas, liquefied natural gas, or a mixture of biodiesel and diesel fuel containing at least 20 percent biodiesel. Plug-In Electric Vehicle Credits—A tax credit of up to $7,500 is available

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for new plug-in electric vehicles. The amount of the credit varies based on a number of factors.

North Carolina Credits and Incentives Renewable Energy Corporate Tax Credit—North Carolina offers an income tax credit up to 35 percent of the cost of eligible renewable energy property that is constructed, purchased or leased by the taxpayer in North Carolina. The Jack Schmoll, CPA, maximum incentive is $2.5 million per installation State and Local Tax Senior Manager and must be taken in five annual installments. Renewable Energy Equipment Manufacturer Tax Credit—North Carolina provides an income tax credit for 25 percent of the costs incurred in the construction of a facility to manufacture renewable energy property. Costs that qualify for the credit include construction and equipment costs. As is the case with the Renewable Energy Credit discussed above, the credit must be taken in five annual installments. As previously mentioned, this is only a sampling of the green incentives that are available. All of these programs have specific requirements that need to be closely reviewed to determine if a particular business or circumstance qualifies for an incentive. Due to the complexity and volume of potential incentives, we strongly advise businesses to contact their tax advisor to determine what incentives are available to them and what requirements must be met. Content contributed by the Charlotte office of Elliott Davis, PLLC, an accounting, tax and consulting services firm providing clients the solutions needed to achieve their objectives in 10 offices throughout the Southeast. For more information, contact Dan Warren at dwarren@elliottdavis.com or Jack Schmoll at jschmoll@elliottdavis.com, or visit www. elliottdavis.com.

june 2011

Serving: Bruce and Jill Hensley, Partners Hensley Fontana Public Relations & Marketing Seated: Sarah Dillulio Garett Merck Gallery Restaurant at The Ballantyne Hotel

june 2011

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by zenda douglas

the

ta b l e s

ot everyone can successfully weave three loves into the fabric of their lives, but Bruce and Jill Hensley have done just that with their passion for public relations, fine restaurant dining, and each other. Owners of Hensley Fontana, LLC, a full service public relations and marketing agency, the Hensleys are the creators and marketing gurus of the semiannual Queen’s Feast, otherwise known as Charlotte Restaurant Week. This 10-day celebration of Charlotte restaurants spans two weekends, next taking place this summer from Friday, July 15, through Sunday, July 24. Each participating upscale restaurant will offer a spectacular three-course, prix fixe dinner menu for only $30 per person (not including tax and gratuity). It’s a royal opportunity to experience Charlotte’s ever-expanding array of dining options and remarkable chefs, from popular favorites to new hot-spots. The Hensleys have developed the Charlotte Restaurant Week concept into a huge marketing tool for the participating mid- to high-end restaurants. “For restaurants, it’s a month-long marketing blitz,” says Bruce. “For diners, it provides an opportunity to explore fine culinary options in the Queen City at a bargain price.” Bill of Fare “We encourage the participating restaurants to provide as much choice as possible, preferably giving the diner at least three options for each course,” says Jill. “Some are wise and put their whole menu out there.” “What we don’t want are special dishes for Charlotte Restaurant Week. Show us what you normally do,” she tells restaurants. “It’s all about trial business.” The restaurant week concept is designed to capitalize on slow times in the restaurant industry—in this market, January and July. Charlotte Restaurant Week (CRW) is strategically scheduled during these two months. “There aren’t huge profit margins for the restaurants, but it helps to fill seats during this time, keep the staff working and maintain cash flow,” says Bruce. “Most importantly, it raises awareness for the restaurant and its offerings. Customers who ‘try out’ a dining experience during restaurant week will often return, with a good number becoming loyal patrons,” affirms Bruce. CRW has caught on well since its first run in July of 2008. “In the public’s eye, it’s an event; something anticipated twice each year,” says Jill. In fact, it has become somewhat of a tourist attraction, a fact not lost on these two seasoned public relations professionals. “We encourage & folks to take a ‘culinary vacation’ in Charlotte,” she states.

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[bizprofile]

Hensley Fontana

Serves Up a Queen’s Feast for Area Restaurateurs

The Hensleys have developed the Charlotte Restaurant Week concept into a huge marketing tool for the participating mid- to highend restaurants. “For restaurants, it’s a month-long marketing blitz,” says Bruce. “For diners, it provides an opportunity to explore fine culinary options in the Queen City at a bargain price.” june 2011

The Course of Progress The concept of restaurant week has been around for quite a while. New York City held the first one in September of 1992, during the Democratic National Convention, as a way to attract media to upscale restaurants. It is not a national franchise, and no one owns the concept. Rather, individual cities have developed their own versions of it as a promotional program. It came to the Hensleys’ attention when clients who had participated in other restaurant weeks told the Hensleys about their experiences and asked if they could establish a similar event for Charlotte. Bruce and Jill did their due diligence, researching the concept in major and secondary markets. “Through friends and colleagues in the industry, together with our own research, we learned how restaurant weeks in other cities functioned,” says Jill. The agency chose something similar to Denver’s blueprint, developing the Charlotte theme and campaign. Hensley Fontana owns the federal trademarks on the names and logos for Queen’s Feast and Charlotte Restaurant Week. With financial support from the Charlotte Regional Visitors Association and American Express, and striking a deal for half-priced ads from The Charlotte Observer, the Hensleys organized the premiere restaurant week in July 2008, inviting over 150 restaurants with a minimum goal of 40 participants. Bruce recalls that shortly before the registration deadline, they had only 20 restaurants on board—not enough. “I was away on a client-sponsored fishing trip,” remembers Bruce. “Instead of fishing, I was sitting on the bed in the Day’s Inn making phone calls to restaurants. Fortunately, by the end of the day, I had doubled the count. All told, at our premiere event, with 42 restaurants participating, we served over 35,000 dinners in a seven-day period for an economic impact of $1.9 million.” Then, the economy tanked. “American Express dollars went away, as did The Charlotte Observer’s discount,” says Bruce. But by then, the interest among restaurants for another restaurant week in the winter was firm. With decreased outside funding, the agency raised the price for restaurant participation from $300 to $1,000 plus two $60 gift certificates used for contests, radio giveaways and the like. The next CRW in January 2009 featured 56 restaurants. For the July 2009 event, the Hensleys decided to extend CRW to 10 days—covering two weekends—as a result of feedback from restaurants. Over the last couple of years, restaurant participation and public response has continued to grow. In July 2010, 88 restaurants participated and over 80,000 dinners were sold for a $3.76 million impact. January 2011’s CRW closely matched that level for a $3.995 million impact.

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“We encourage the participating restaurants to provide as much choice as possible, preferably giving the diner at least three options for each course. Some are wise and put their whole menu out there.” ~Jill Hensley Partner

Hensley Fontana has partnered CRW with AAA Carolinas, which has 1.8 million members in North and South Carolina, with 859,000 in the Charlotte metro-area alone. Restaurants participating in the January AAA “Show Your Card & Save” promotion sold over 1,000 $50 gift cards. Each restaurant week represents a three-month project for Hensley Fontana, starting at the top of November and May, respectively. After solidifying partners, inviting and registering the participating restaurants, and obtaining their CRW menus for the website, the Hensleys begin the work of marketing the program and experience. “Our 30-day marketing blitz for each CRW includes numerous print, broadcast, outdoor, direct delivery, email, Internet, social, onsite, and publicity mediums with a value of over $100,000,” says Jill. CRW’s website remains up year-round. “Diners use it as a resource for restaurants, and the restaurants themselves receive added exposure. We will have a half-million unique visitors to our website this year; 200,000 of those will be during each month-long CRW marketing window,” says Jill. “The CRW name is out there, and we now have restaurants coming to us wanting to participate.”

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The Apple and the Tree They say apples don’t fall far from the tree. Well, Bruce’s heritage is a prime example. When Bruce was young, his father was the sports information director at NC State University. Later he became the director of travel and tourism for the state of North Carolina, before opening his own public relations agency in Charlotte. With public relations in his blood, Bruce, upon discovery that his chosen college of Appalachian State had no public relations major, designed one through the interdisciplinary studies department. Many of the components of that major are still in use on that campus. After completing college in 1979, Bruce joined his father’s agency which was sold four years later to Cohn & Wolfe. In another nine months, the firm was acquired by Burson Marsteller. “So now we were the Charlotte office of Burson Marsteller, the largest public relations firm in the world,” says Bruce. “It was great experience—I got to work on Chick-fil-A, Coca-Cola, Georgia-Pacific, Marriott, RitzCarlton—good stuff.” Nevertheless, entrepreneurism won out, and he tired of working for others. “I started my own shop in 1985, and my Dad came to work with me,” says Bruce. “It’s been 26 years since I’ve had to show up at 8 o’clock in a tie.” In the late ’80s, Jill was studying communications at King’s College and accepted an internship with Bruce’s agency. “I got my feet wet in public relations; wrote news releases and did that thing that was foisted on all interns called the follow-up call,” she remembers. Following graduation, Jill held a variety of positions, including work in the insurance industry, but nothing quite compared to public relations. She returned to work with Bruce in 1992 and also pursued freelance travel and restaurant writing. “We were co-workers and best friends for years before coming together as a couple in 2000,” says Jill. “Part of the attraction was that we made a great public relations team. We complement each other; each does what the other doesn’t want to do,” says Bruce. Both writers, Jill is also the main editor for the agency, a role that she relishes. “I would edit the Bible if someone asked me,” she says with a mischievous smile. Hensley Fontana seeks to have fun with its work as is evidenced by commissions as diverse as custom cartooning for NationsBank (now Bank of America) and spending a week with Merv Griffin aboard his private plane, traveling to conduct press conferences. “He was a sweetheart of a guy, with a great sense of humor,” chuckles Bruce.

“[Restaurant Week] helps to fill seats during [down] time, keep the staff working and maintain cash flow. Most importantly, it raises awareness for the restaurant and its offerings. Customers who ‘try out’ a dining experience during restaurant week will often return, with a good number becoming loyal patrons.” ~Bruce Hensley Partner Home Cookin’ Looking around, Jill smiles and says “We’re sitting in the world headquarters right now,” confirming her satisfaction with working out of their home since 2002. “Some people say they can’t get motivated without having to dress up and get out into the world. I’m more motivated here without having to navigate morning traffic. We talk business at any point. We’re passionate about it,” she shares. Hensley Fontana formerly maintained a large office in South Park. “Having built our company’s name, we just didn’t need it anymore,” says Bruce. While the couple admits to plenty of lively discussions, working together from home works. “We like each other; we get along well,” they agree. “I’m the gas; she’s the brakes,” says Bruce. “He’s the big idea risk-taker; I’m all about researching it—to death,” jokes Jill. Bruce says she’s correct 99 percent of the time. “No, no,” says Jill. “Sometimes he’s got the right idea.”

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Hensley Fontana remains a boutique agency. It focuses today on restaurants and the travel and tourism industry. Having conducted public relations and marketing for restaurants such as BLT Steak Charlotte, Longhorn Steakhouse, and The Palm Charlotte, it is appealing to national chains that come to Charlotte and need grand openings and nine to 12-month publicity blitzes. The agency continues to work with Autobell Car Wash, Inc., a client since 1999 which, since 2008, has opened 15 new car wash facilities and hired 450 new employees for a current total of 63 locations. “That’s as strong as a garlic milkshake,” says Bruce, proudly. The two highly skilled executives offer hands-on account management and a cadre of talented freelance artists, graphic designers, media buyers, specialized copywriters, art directors, photographers and videographers. Services include ghost and by-line writing, media relations, newsletters, calendars, artwork, civic relations, marketing, branding and research. The website for the Summer 2011 Queen’s Feast, www.CharlotteRestaurantWeek.com, will be updated on Friday, June 24, with the participating restaurants’ information and menus. Additional links to hospitality and tourism resources will help both city dwellers and out-of-towners maximize their restaurant week experience. “We love fine cuisine,” chime the Hensleys. “It’s great fun to discover and market new restaurants and very rewarding to support Charlotte in revenue growth. We want to help the Queen City earn a name for fine feasting.” biz Zenda Douglas is a Charlotte-based freelance writer.

Hensley Fontana, LLC dba

Hensley Fontana Public Relations & Marketing 9324 Percy Court Charlotte, N.C. 28277 Phone: 704-542-0607 Principals: Bruce Hensley and Jill Hensley, Partners Established: 1985 Employees: Freelance artists, writers and photographers Business: Full-service public relations and marketing boutique agency that specializes in the hospitality and tourism industry; services include branding, media relations, civic relations, writing, promotion, collateral material and research; developer of The Queen’s Feast: Charlotte Restaurant Week. www.hensleyfontana.com www.charlotterestaurantweek.com

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Matt Broughton President Medallion Athletic Products, inc.

!Southern Methodist University

june 2011

!South Carolina State

!Spartanburg High School

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by casey jacobus

“We are very proud of our field. It exceeds our wildest dreams and it is a tremendous source of pride for our teams, our school and our community. I have to say that the people from Medallion were there for us. We received a great field in a time span I’m not sure anyone else could have done.”

[bizprofile]

!"#$%#&'( $%&'() -.&/0) *+,

~Barclay Marsh Athletic Director Mooresville High School

For Medallion Athletic Products, the Grass is Always Greener

n the early ’90s, Canadian Matt Broughton moved south to sell ice hockey equipment. He was the sales manager for Crystaplex, a company that manufactured ice hockey boards. Choosing to locate in Charlotte as an up and coming city, Broughton thought that interest in ice hockey was about to take off in the southeast U.S. “Hockey is a great sport,” says Broughton, who has both played and coached ice hockey. “In Canada, a town of 1,500 people can support an ice hockey rink. I thoroughly expected it to catch on in the U.S.” After five years, however, the ice hockey market in the Southeast had begun to flatten out, so Broughton decided to turn his focus to indoor soccer boards. With the addition of some complimentary product lines, he founded Medallion Athletic Products, Inc., with headquarters in Mooresville. In addition to building its own boards, Medallion added turf supply and installation to its business, building a number of indoor projects across the country. From there, interest increased in the outdoor field market, and in 2001, Medallion began installing outdoor artificial turf projects.

!UNC Charlotte

A Good Footing The company’s first turf decision was whether to represent a major brand, which Medallion had some experience with, or build a turf product of its own. Broughton made the decision to use his company’s contacts and knowledge to put its own formula together. He introduced the Maxplay artificial turf system, incorporating the latest in synthetic grass fiber technology with the best manufacturing methods and materials, to provide a quality playing surface with maximum durability at an affordable cost. “We did our homework,” says Broughton. “At the time, it was a very difficult decision, however looking back, and realizing that the decision enabled us to enter the market competitively with a product that we trusted, it was definitely the way to go.” In 2004, Medallion with their MaxPlay brand was awarded a 5-field project for the city of Asheville—the largest multi-field artificial turf project in the Southeast at the time. Since then, Medallion has become the leading field contractor in the Carolinas, installing more artificial turf projects than any other company. It has also completed outstanding fields in Virginia, Maryland, Florida and Georgia. Medallion has also partnered with the Italian firm Mondo to represent their premium line of indoor synthetic surfacing for all multi-sports activities. In addition to their synthetic products, Medallion also represents, distributes and installs the Mondo turf and track products. Mondo is the leading international sports surface & manufacturer, supplying the surfaces for the past 10 Olympic Games and London in 2012.

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!Proehlific Park

!Winthrop University

!Clemson University

!South Carolina State

“We’re not your average construction company. Building a brand, marketing it, selling it and installing it is unique. We manage a project from top to bottom, doing everything in-house.” ~Matt Broughton President In addition to artificial turf systems and track surfaces, Medallion offers a diverse line of other athletic products including protective netting, hardwood and synthetic flooring, and gymnasium equipment. Its netting applications include batting cages, backstop netting, portable netting for lacrosse and gymnasium divider curtains. The first widely publicized use of synthetic turf for athletic fields was at the Houston Astrodrome in 1966. That first generation of artificial turf, called AstroTurf, was essentially a

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short pile carpet with a foam backing. Since then, design changes have resulted in a greater variety of synthetic turf athletic fields. Modern artificial field surfaces generally have three layers—the turf surface, the infill and the sub base. The turf consists of colored polyethylene plastic blades that simulate grass and layers of “infill” that keep the blades upright. The infill varies by turf system and may include ground up recycled tires, ground up soles of athletic shoes, silica sand and/or new thermoplastic rubber material. Once a costly feature used primarily in professional sports arenas, synthetic turf has found its way to the college and university market and even more recently to the public school playing field. Evergreen in So Many Ways Figures from the Synthetic Turf Council, a trade organization based in Atlanta, show that 10 years ago there were seven new-generation fields installed in the United States. Today there are 3,500. Many school districts choose synthetic turf because it is attractive, durable and requires little maintenance. Watering, mowing, fertilizing and reseeding are not necessary, and artificial turf is usable year-round regardless of the weather, without resting or regrowth periods between vigorous activities. For locations that are often in the media spotlight, such as professional sports fields, artificial turf is consistently attractive without dull areas or uneven coloration. While more expensive to install, artificial fields require much less personnel and equipment

for mowing and maintenance. It drains easily; there are never mud puddles. It provides a soft cushion so there are fewer safety hazards. “While in the past, artificial turf was too expensive and sometimes uncomfortable and unsafe to play on, today it is comfortable, affordable and a sensible option for growing athletic and recreational communities,” Broughton asserts. Medallion’s broad consumer base is indicative of the growing use of artificial turf for colleges and universities, public schools, and parks and recreation departments. Medallion has built eight fields for Charlotte Mecklenburg County Parks and Recreation; provided 450,000 square feet of turf for the University of North Carolina at Charlotte, and built a premier soccer and lacrosse field for High Point University. The company won the American Sports Builders Association Multi Use Facility of the Year award for its work at Mooresville High School in 2008 and the same association’s Distinguished Single Field Facility for its work on the Spartanburg High School artificial turf field the next year. Medallion also won glowing testimonies from the people with whom they worked on these projects. “We are very proud of our field,” says Barclay Marsh, speaking of the Mooresville High School project. “It exceeds our wildest dreams and it is a tremendous source of pride for our teams, our school and our community. I have to say that the people from Medallion were there for us. We received a great field in a time span I’m not sure anyone else could have done.” Myles Wilson, who was the athletic director at Spartanburg High School during the installation of the field, speaks of the benefits of a year-round playing field. “The facility has allowed Spartanburg to partner and collaborate with numerous off-campus groups in their pursuit of athletic undertakings,” Wilson commented. “Municipalities, colleges, AAU teams, club teams and the NC/SC Shrine Bowl are just a few groups that have visited our

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campus since the installation of the field.” As a regional contractor, Medallion prides itself on its ability to meet customer’s expectations for quality and service. Whether it’s a renovation of an existing gymnasium or new construction, Medallion provides an excellent product, precise construction and great service. Medallion of Quality “Our management of a project is comprehensive,” says Broughton. “Our hallmarks are quality craftsmanship and products, excellent cost-tovalue ratio, and taking the time to understand the expectations of our clients.” Medallion handles everything “in-house” and tries to make what can be a very complicated process as smooth as possible for the customer, from the initial contact through to sign-off when the project is completed to the client’s satisfaction. The goal is to build a loyal customer base. Medallion customers confirm the company’s ability to manage and complete their projects on time.

E SCAPE THE ORDINARY

AUDIT & ATTEST SERVICES ACCOUNTING SERVICES GOVERNMENTAL & A-133 AUDITS MERGER & ACQUISITION PLANNING

TAX COMPLIANCE & PLANNING REAL ESTATE CONSULTING SERVICES ESTATE & TRUST TAX PLANNING MULTI-STATE TAX PLANNING 10815 Sikes Place, Suite 100 Charlotte, NC 28277 704-841-9800 (fax) 704-841-9802 www.bbwpllc.com

Accountants First, Advisors Foremost !Eastern Carolina University

“While in the past, artificial turf was too expensive and sometimes uncomfortable and unsafe to play on, today it is comfortable, affordable and a sensible option for growing athletic and recreational communities.”

~Matt Broughton President

Evan Miller of Charlotte’s Sports Center, an 80,000-square-foot indoor sports and play facility on Harris Boulevard, says Medallion has done numerous jobs for the Sports Center over the years. “Every job they have done has been first class and their attention to detail is excellent,” says Miller. “It is without hesitation that I recommend Medallion Athletics as a trusted and reliable business partner.” When Broughton began Medallion in 1996, it was a one-man business. Broughton did everything: & he sold the product, bought the materials,

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704-540-2255

www.ballantynedentistry.com june 2011

installed the product and collected the money. He expanded the company by hiring friends for their work ethic and good character and brought in other individuals from the industry to meet specific skills needed, and today the company has grown into a unique organization. “We’re not your average construction company,” Broughton insists. “Building a brand, marketing it, selling it and installing it is unique. We manage a project from top to bottom, doing everything in-house.” Consequently Broughton’s own job has evolved into a managerial position where he is working constantly to make sure everyone in the business is focused on the same goal. “It’s like the children’s telephone game,” he laughs. “My job is to make sure the message is the same from start to finish. Communication is essential, and we hold regular team meetings to ensure that we are all on the same page. I value my ability to be in touch with all aspects of the company from the smallest clerical tasks to onsite construction details. Everything matters.” The evolution of Medallion from a supplier/ installer to a vertically integrated general contractor capable of performing turnkey operations in-house has enabled the company to keep costs low as well as serving its customers better. It has also helped the company survive the economic downturn.

!Ted Mackorell Soccer Complex

Real Growth “We’ve grown significantly during the past three years,” asserts Broughton, “We are currently putting infrastructure and policies in place that should help us continue to expand profitably in the future. We are ready to increase both sales and profits in tandem.” One way Broughton plans to grow is to expand the territory served by Medallion, moving south to Florida and southwest to Alabama. He expects Medallion to be the premier field contractor in the entire southeastern U.S. He also plans to expand by building more athletic track systems for recreational organizations. Additionally, Broughton plans to expand his three-year-old company, MAXLawn, which supplies and installs landscape turf products away from the athletic field market. MAXLawn provides turf for residential, commercial, playground, kennel and golf applications. “Putting synthetic turf into residential lawns is becoming a huge business on the West Coast,” says Broughton. “The idea of ‘waterless’ lawns is just beginning to catch on here.”

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Unified Communications !Business Telephone Systems !Structured Cabling Systems !Office & Warehouse Paging !Data Networking Build & Design !Telecom Management & Consulting !"#$%& '()*+,&-. %/ 0'+0, %/ &,/.0% / 1-,.2++0 3%'/%#"#!4 56$789"7$566%% : : : 7 + 0 .:- , 0 7 / 2 ;

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In fact, artificial turf is being adapted for many new commercial and home uses. Malls, hotels and similar indoor resort areas frequently use artificial turf for display grass in both permanent and temporary exhibits. Many retirement communities use extensive amounts of artificial turf for landscaping as it is handicap accessible: wheelchairs roll easily across the turf and canes or walkers do not sink into unseen holes. Artificial turf also has many uses for private homeowners. In areas with little rainfall, it is possible to have a natural looking green lawn using synthetic turf. It can also be used as a tread for decks, patios, stairs and children’s play areas. It is also serviceable as flooring in a doghouse or kennel, cushioning paws and providing a warmer surface than a standard concrete floor. Artificial turf also benefits the environment. It does not need to be fertilized or watered, thus fewer pesticides and harmful chemicals are not introduced to the ecosystem and thousands of gallons of water are conserved. Often manufactured from recycled products, artificial fields utilize thousands of old tires and other waste materials that would otherwise clog landfills. “While we are fielding more phone calls all the time from recreational organizations,” says Broughton, “I believe the commercial side of the business is also going to continue to grow. Business owners want their facilities to look good all the time. Artificial turf looks immaculate even in wintertime.” Broughton enjoys providing and impressing others with the fields of their dreams. For Broughton, one thing is clear: the grass on his side is always greener! biz Casey Jacobus is a Charlotte-based freelance writer.

Medallion Athletic Products, Inc. 150 River Park Road Mooresville, N.C. 28117 Phone: 704-660-3000 Principal: Matt Broughton, President Founded: 1996 Employees: 30 Representative Projects: Clemson University, Hendrick Motor Sports, High Point University, NC Central University, South Carolina State, Southern Methodist University, Spartanburg High School, UNC Charlotte, Winthrop University Business: Licensed athletic facility contractor specializing in artificial turf and track systems, athletic equipment, flooring, and protective netting. www.medallionathletics.com

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THE EMPLOYERS ASSOCIATION

The Employers Association

Trusted HR Advice, Tools & Training

[employersbiz]

Legislative and Regulatory Highlights for Area Employers

WAYS TO SPOT Workers’ Comp Fraud

Experience shows that when two or more of the following factors are present in a workers’ compensation claim, there is a chance the claim may be fraudulent. Remember though, that these are simply indicators. Many perfectly legitimate claims are filed on Mondays – and some accidents have no witnesses. What to watch for: 1. MONDAY MORNING: The alleged injury occurs first thing on Monday morning—or the injury occurs late on a Friday afternoon but is not reported until Monday. 2. EMPLOYMENT CHANGE: The reported accident occurs immediately before or after a strike, job termination, layoff, end of a big project, or at the conclusion of seasonal work. 3. SUSPICIOUS PROVIDERS: The employee’s medical providers and/or legal consultants have a past history of handling suspicious claims. 4. NO WITNESSES: The accident has no witnesses, and the employee’s own description does not logically support the cause of the injury. 5. CONFLICTING DESCRIPTION: The employee’s description of the accident conflicts with the medical history or first report of injury. 6. HISTORY OF CLAIMS: The claimant has a history of numerous, suspicious, or litigated claims. 7. TREATMENT IS REFUSED: The claimant refuses a diagnostic procedure to confirm the nature or extent of an injury. 8. USING THE SAME DOCTOR/LAWYER: Use of the same doctors and lawyers by groups of claimants. 9. LATE REPORTING: The employee delays reporting the claim without a reasonable explanation. 10. THEY’RE HARD TO REACH: You have difficulty contacting claimants at home when they are allegedly disabled. 11. CHANGES: The claimant has a history of frequently changing physicians, changing addresses, and numerous past employment changes.

As a result of demographic shifts and the rise of identity theft, the Social Security Administration (SSA) is abandoning its tidy Social Security number (SSN) assignment methodology, and will assign SSNs randomly, beginning in June 2011. Randomization will also allow the SSA to issue SSNs that begin with a 7 or an 8. Randomization, however, may also cause trouble for some payroll systems. Decoding SSNs. The familiar appearance of an SSN— 123-45-6789—has a method behind it. The first three digits are the area number, the middle two digits are the group number, and the last four digits are the serial number. Area numbers vary, depending on when SSNs were issued. Before 1972, they reflected the state where the application

#Workers’ Compensation Reform

t appears that workers’ compensation reform is the hot topic in the North Carolina General Assembly. It has been approximately 15 years since the Legislature made any major changes to the current system, but workers’ compensation has now been moved to the front burner. House Bill 709 was introduced on April 6th and has created a firestorm. There is a fair consensus within the business community that it is time for an overhaul. Critics contend that the current laws make it difficult to get injured employees back to work, especially in cases where they cannot return to their previous job, but there is “suitable work” available. Another source of contention is that injured workers can receive disability payments forever in North Carolina. Even though an injured employee would typically retire at age 65 or so, the current system allows disability payments to continue until death. Many people believe there should be cap on this. In our neighboring states, South Carolina and Virginia cap it at 500 weeks, and Tennessee and Georgia cap it at 400 weeks. Additionally, a report by the Workers’ Compensation Research Institute (WRCI) shows the average workers’ comp claim in North Carolina is $42,000, which is 44% above the median of the 16 states that were included in the study. Many employers claim the current system is not “business friendly.” As you can imagine, there are many supporters of the current system—primarily trial lawyers, injured workers, and the AFL-CIO. They claim the WRCI study is flawed, and they quote studies that show the average premium paid by North Carolina employers is only slightly higher than the national average. They say the current system has not stopped Site Selection magazine from ranking North Carolina as one of the top business climates in the nation. They say that if there is a cap on the number of weeks of disability, then a younger employee who gets injured will run out of benefits before he reaches retirement age. If the numbers are correct, it brings up an interesting question: How can the “premiums” and the “claims” data be so different? The truth of the matter is that we have a low frequency rate of accidents in North Carolina as compared to other states, but our cost per claim is very high as compared to other states. Something has to be done to reel in the costs per claim. Both sides make compelling arguments. To read more about proposed H.B. 709, see the Employers Coalition of NC website at www.ecnc.us. If you are a NC business owner or manager, you need to read the details and decide for yourself. You need to contact your state legislators to let them know how you feel about the current workers’ compensation system—and the proposed changes.

Think about it. Kenny L. Colbert, President

for the SSN was made; beginning in 1972, they reflected the ZIP code of the application’s mailing address. Randomization will remove the geographic significance of the area numbers. Small problem for now. The SSA’s change won’t affect current employees, since their SSNs were assigned under the current methodology. It will affect new citizens and resident aliens who apply for Social Security cards. Randomization can throw a monkey wrench into software programs that perform edits and checks of SSNs. This is especially true if programs reject SSNs that begin with a 7 or an 8, and programs that run edits and checks against the SSA’s high-group list, which will be frozen once randomization begins.

c o n s t r u c t i ve c a t a ly s t fo r c re a t i ve c o n s c i o u s n e s s

To do: Alert your IT department and third-party providers (e.g., outside 401(k) plan administrators) to the change. State tax and unemployment agencies run their own SSN checks. To avoid unwelcome scrutiny from them, register with the SSA to use its Social Security Number Verification Service (SSNVS) for each new hire. SSNVS provides realtime confirmation that an employee’s name and SSN match. (www.ssa.gov/employer/ssnv.htm for more information on SSNVS; Employers Association Forum) Content contributed by The Employers Association, providing comprehensive human resources and training services to a membership of over 860 companies in the greater Charlotte region. For more information, contact Laura Hampton at 704-522-8011 or visit www.employersassoc.com.

june 2011

!"#$%&

##Vogtle Electric Generating Plant in Waynesboro, Ga. Shaw is providing engineering, procurement and construction services for two AP1000 reactors designed by Westinghouse (owned by Toshiba) being constructed.

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Clarence L. Ray Jr. Chief Executive Officer The Shaw Group Inc. Power Group Headquarters

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Clarence L.. Ray Jr. Photo: Wayne Morris

PLAYER

by amanda pagliarini

[bizprofile]

he Shaw Group has been a growing force in the Charlotte business community since expanding its uptown operations in 2005. When Shaw’s Power Group named Charlotte as its new headquarters in 2007, it confirmed the Charlotte region’s transformation from longtime banking center to burgeoning hub for power generation, alternative energy and energy-related manufacturing companies. Charlotte has been very successful in attracting energy industry headquarters. Notable firms like Shaw, Siemens and Areva have either relocated their operations to Charlotte or greatly expanded them. Charlotte is the global headquarters for Duke Energy, which after its purchase of Progress Energy is, will be the largest utility company in the U.S. As a matter of fact, according to the Charlotte Regional Partnership, there are more than 240 energy companies with a presence in Charlotte employing over 27,000 people locally. Other industry leaders include Toshiba, Westinghouse, Babcock and Wilcox, and URS. As a consortium, they enjoy the synergistic gains of a larger talented work pool, the collaboration on ideas at a more industry-sophisticated level, and the symbiosis that comes with working in tandem on energy projects.

For Shaw, with transactions national and international in scope, locating its Power Group headquarters in Charlotte also made sense geographically. Historically, the power business in the U.S. has focused on the retrofitting of existing plants. The area most receptive to the power industry transition to nuclear and new nuclear has been the large area from the Midwest into the Southeast. “Charlotte is right in the middle. It was the geographic center for where the business would be,” says Clarence Ray, Chief Executive Officer of Shaw’s Power Group. Ray adds that Charlotte has a growing presence

of engineering talent and is a prime area for attracting talent. Shaw’s Power Group occupies several floors of the First Citizen’s Building on Tryon Street with roughly 1,150 employees. In December of last year the company announced plans to hire an additional 225 people; a plan that has since slowed down due to the nuclear issues in Japan following the earthquakes and tsunami. But Ray says that hiring will resume as anticipated as they continue to learn more about what happened in Japan and how to address it & moving forward.

c o n s t r u c t i ve c a t a ly s t fo r c re a t i ve c o n s c i o u s n e s s

SHAW’S POWER GROUP Engineers Energy Solutions

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!Vogtle Plant - Waynesboro, Ga.

!Top of the reactor vessel installed in the containment building

!Birds-eye view inside the reactor vessel during refueling

Tapping a Charlotte Resource When Shaw went looking for new leadership for its power segment, it didn’t have to travel very far to find Clarence Ray, who had started his long-standing career in power generation right here in the Queen City. According to Ray, 1970 was the only year Duke Power actively recruited at Old Dominion University. Some might say that this random occurrence was a fateful formula for both him and the industry he would come to serve. Out of it came a 40-year (and counting) career for Ray, and 40 years of immeasurable contribution for the energy sector. Over the next 37 years, Ray navigated through various reorganizations, regulations, consolidations, and mergers at Duke. In 1989, he was named vice president of engineering for Duke/Fluor Daniel; in 1992, senior vice president of projects; and in 1993, president and CEO. Then in 2001, Ray was appointed president and CEO of Duke Energy’s generation services. In 2003, he was named Duke Power’s senior vice president of fossil-hydro generation; in 2004, executive vice president of procurement, construction and environmental, health and safety; and finally, Duke Energy’s group vice president of construction and project management following the merger with Cinergy. In February of 2007, just weeks after retiring from Duke Energy, Shaw’s Power Group named Ray as executive vice president to oversee all business development initiatives and risk management programs. In 2010, Ray was appointed chief executive officer of Shaw’s Power Group. With increasing opportunities in nuclear construction, environmental retrofits and building natural gas plants, Ray’s change in title evidenced Shaw’s desire for stronger and clearer lines of authority in its fastest-growing division. Says Ray, “It was more than a change of title. We are changing some of the fundamentals of the organizational design. We’re blurring the line between our fossil organization, our nuclear organization and our plant services organization.” Shaw’s Power Group is the largest of Shaw’s core groups, accounting for close to one-half of the company’s total revenue. Delivering services to the fossil, nuclear, and renewable power industries, the company is able to achieve vertical integration through Shaw’s pipe, steel, and ductwork fabrication capabilities, creating a unique position in the power industry. The Power Business Shaw offers a premier portfolio of nuclear, fossil and renewable power expertise, delivering safe, efficient and clean energy solutions, both domestically and internationally. Together with Westinghouse, Shaw is providing engineering, procurement and construction services for the world’s first AP1000 nuclear power plants, including four units in China and six new nuclear units in the U.S. Westinghouse’s AP1000 is widely adopted and considered to be one of the safest and most economical nuclear technologies available in the worldwide commercial marketplace. AP1000 is the only Generation III+ reactor to receive Design Certification from the U.S. Nuclear Regulatory Commission (NRC). Additionally, Shaw recently expanded its global strategic partnership with Toshiba, signing a commercial relationship agreement to become the exclusive engineering, procurement and construction contractor for Toshiba’s Advanced Boiling Water Reactor (ABWR) nuclear power plants worldwide, excluding Japan and Vietnam. Shaw is also recognized in the power industry for improving the efficiency, capacity output and reliability of existing nuclear plants through uprate projects. Ray explains, “The process of increasing the

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“Whether state or federal, there is too much politics involved in something absolutely critical to our country—reliable, affordable electric power is essential not just to our economy, but for our security.” ~Clarence L. Ray Jr. Chief Executive Officer, Shaw’s Power Group

maximum power level at which a commercial nuclear power plant may operate is called a power uprate. These carbon-neutral uprate projects represent a competitive cost alternative to new plant construction and an important component in the expansion of domestic power generation.” From building new plants to retrofitting existing plants for modernization and clean-air objectives, Shaw delivers a broad array of services to the fossil power industry. Shaw is currently ramping up on gas projects with a focus on combined-cycle combustion turbines, advanced gas-turbine technology, and module construction and delivery. As a fullservice engineering, procurement and construction organization, Shaw also provides air quality control needs on new and existing units, enabling clean, efficient and economical electricity generation. Powerful Lessons of Japan The devastation at the Fukushima Daiichi nuclear power plant in Japan back in March has caused concern and demand for reevaluation of power plant safety worldwide. But both Ray and Jeffrey Merrifield, a senior vice president of Shaw’s Power Group, are convinced that it is precisely because of recent tragedies that we are better equipped to handle unanticipated challenges. As a result of 9/11, Hurricane Katrina, and the country’s overall proactive stance in minimizing opportunity for terrorist attacks, nuclear

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plants in the U.S. have undergone more maintenance and testing than in Japan. For instance, Ray points out that Japan did not look at the possibility of losing backup powerâ&#x20AC;&#x201D;a study that has been done here as a result of 9/11 reevaluations. Ray and Merrifield are clear that the Fukushima Daiichi plant was affected by the tsunami, not the earthquake. The design basis followed worldwide for nuclear plants can sustain the effects of an earthquake of that magnitude. Ray also asserts that the age of the Fukushima plant was not a factor in the incident. â&#x20AC;&#x153;Nuclear plants are some of the best maintained facilities in the world. A lot of capital is spent to keep them in top condition,â&#x20AC;? he says. With regard to backup power, Ray explains that most of our diesel tanks are underground, which ensures they are protected in a way that Japanâ&#x20AC;&#x2122;s were not.

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!Haiyang project site - China

!NV Energyâ&#x20AC;&#x2122;s Harry Allen - Nevada

Overall, the two men describe a global community and shared sense of responsibility felt by those working in the power business. Ray tags it â&#x20AC;&#x153;accountability,â&#x20AC;? felt not just by executives of energy companies, but by engineers who work in the industry. â&#x20AC;&#x153;As soon as we were allowed to,â&#x20AC;? says Ray, â&#x20AC;&#x153;we put engineers on a plane to Japan to go help. We had no contract or business thereâ&#x20AC;&#x201D;we just knew we had to go help.â&#x20AC;? Ray and Merrifield predict that over the next several months, the industry will continue to learn lessons from Japan and will adjust its policies and standards accordingly. Speaking again to the industryâ&#x20AC;&#x2122;s accountability, Ray bluntly notes, â&#x20AC;&#x153;When someone turns a valve wrong, the whole industry hears about it so we can learn from it.â&#x20AC;? Politics and Power Merrifield, who served two terms (1998 to 2007) as a Senate-confirmed commissioner of the NRC, points out electricityâ&#x20AC;&#x2122;s role in local develop& ment: â&#x20AC;&#x153;With accessible, affordable electricity

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came widespread air conditioning—a critical necessity that allowed Southern states to grow. Because of the electrical infrastructure created by Duke Power, the Charlotte region benefits from some of the lowest cost power in the country.” Both he and Ray feel government is holding back energy progress by making judgments instead of making policies. “Whether state or federal, there is too much politics involved in something absolutely critical to our country— reliable, affordable electric power is essential not just to our economy, but for our security,” says Ray. Ray believes we need to adopt energy policies that address generational and environmental mix. Rather than be encumbered by debates of individual projects, Ray believes government needs to set policies and regulations and then let the industry go to work. At a recent nuclear conference in Florida, Ray learned new information about China’s progress that he found alarming. During the conference, attendees were shown visuals of 10 sites where China is currently doing earthwork on new nuclear. Ray says that if people could see how far China is surpassing us when it comes to infrastructure, it would scare them. “It’s very scary to watch China invest in its infrastructure while we watch ours deteriorate.

!Allen Steam Station - Gaston County, NC

“It’s very scary to watch China invest in its infrastructure while we watch ours deteriorate. People don’t appreciate the connectivity of that infrastructure and the economy.” ~Clarence L. Ray Jr. Chief Executive Officer, Shaw’s Power Group

People don’t appreciate the connectivity of that infrastructure and the economy,” he warns. Powerful Energy Hub To Ray, the Charlotte region becoming a new hub for the energy industry “is a reality that began long ago.” He says, “Now it’s being encouraged and acknowledged.” Ray does point out one disconnect in the region’s push to become an energy center: North

5, 1.6+, 7(/8+9, 7:01, ;.<:+*=, >.0*:??, @, A(BC.<D, 4:<3+, 01+:/, :<3+C0:(<, :<, #EE$F, G1+D, 1.6+, H++<, :<0+)/.*,:<,01+,)/(701,.<9,4I33+44,(?,(I/,HI4:<+44= .<9,1.6+,H++<,7:01,I4,+6+/D,40+C,(?,01+,7.DJ ~Craig Cass, Vice President Cassco, Inc. of North Carolina & Subsidiary

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Carolina is one of the only southern states that doesn’t support construction work in progress (CWIP). CWIP is an accounting system which makes it more economical for utilities to build new projects. “There’s a contradiction in bringing nuclear jobs to this area when the state does not support construction work in progress which would increase the demand for jobs.” Shaw’s Power Group is very active with local universities, enforcing the need for civil and mechanical engineers—for those who are able to build systems. Surprisingly, Ray says his greatest work force concern is in the lack of craft and construction-based workers. “We’re trying to educate people that construction is a good paying job with lots of opportunities for promotion.” Ray says. When it comes to Charlotte’s position, Ray says that the progression to becoming an energy capital was an organic one. “But now there is more planning and resources to support that growth.” Echoing Ray, Merrifield says, “This is now an area where you can do energy deals. In the last several years, energy companies have realized, ‘If we want to be part of the action, we need to have a presence in Charlotte.’” biz Amanda Pagliarini is a Charlotte-based freelance writer.

The Shaw Group Inc. Power Group Headquarters 128 South Tryon Street Charlotte, N.C. 28202 Phone: 704-343-7500 Group Principals: Clarence L. Ray Jr., Chief Executive Officer; Eli Smith, President and Chief Operating Officer Established: Founded as a pipe fabrication shop in 1986 Headquarters: Corporate in Baton Rouge, La.; Shaw’s Power Group in Charlotte, N.C. Employees: 27,000 worldwide; 1,150 local Annual Revenues: $7 billion (2010); ranked 336 on Fortune 500 list Business: The Shaw Group Inc. (NYSE: SHAW) is a global provider of engineering, construction, technology, fabrication, remediation and support services for clients in the energy, chemicals, environmental, infrastructure and emergency response industries, and is a power sector industry leader according to Engineering News-Record’s list of Top 500 Design Firms. Shaw’s Power Group is the largest of the company’s core groups, accounting for close to one-half of the company’s total revenue. www.shawgrp.com

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by heather head

)**+"&,#&' PEOPLE !"#

F OR T HE D ARTON G ROUP , F INANCE IS A LL A BOUT K NOWING THE R IGHT P EOPLE

onsidering that their company exists to serve corporate finance and accounting departments, Rochelle Rivas and Mark Weber talk surprisingly little about money or numbers. Nor do they wear three-piece suits every day, or spend all their time wooing the banks and the Big Four. For Rivas and Weber, founders of The Darton Group, business centers on people. Connections, networking, referrals. Facebook, LinkedIn, blogging, coaching, counseling, lunch meetings. Where another company might start with a resume, these two start with a conversation. Radical at the time they began in 2008, this approach allows the pair to quickly and effectively insert themselves into the Charlotte business space as a top connector of highly experienced finance, accounting and project management professionals with companies who need them. But for Rivas and Weber, getting to know people is more than a strategy: It’s a way of life.

A Balance of Powers In 2006, Rivas and Weber were executives at the same company, traveling out of different cities (Rivas from Chicago, Weber from Charlotte) every week. Though their relationship started years earlier when Rivas was a customer of Weber’s company (says Weber with a grin: “Honestly, I found her tough the first time I met her”), the two quickly realized they were ideal business partners. “She had a different drive than the people I’d been working with,” remembers Weber. “And ultimately that drive is what made the program so successful. There’s a yin and yang thing with us.” But more importantly, Rivas points out, they shared some core values. “Ethics, integrity, honesty, hard work, family: The things that are important to us at the core are the same.” And perhaps chief among those is the respect they share for the people in their lives, including those they work with. Weber first started noticing this similarity when he would visit Rochelle’s Chicago office. “The senior management we worked with didn’t treat the support staff with a lot of respect,” he recalls. “Rochelle was one of the few people I would see & who was on friendly terms with everybody.”

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Rochelle Rivas Managing Partner and CFO Mark Weber Managing Partner and CEO The Darton Group, LLC

AC C E S S + M ATC H + C R E AT E + B E N E F I TS c o n s t r u c t i ve c a t a ly s t fo r c re a t i ve c o n s c i o u s n e s s

june 2011

So they began discussing business ideas and quickly realized the finance and accounting market was ripe for a new type of people-oriented consulting option. Over the next two years, they gradually drew up a business plan and in 2008, they turned their backs on the corporate world and planted themselves full-time in Charlotte. Shortly after Rivas and Weber left their high-powered, secure corporate positions to found the new venture, the economy suddenly imploded around them. Even with their eyes on people rather than numbers, they couldn’t ignore one glaring fact: The numbers were bad. Says Rivas: “We were watching our competitors, potential clients, all these firms close. People getting laid off, things were just falling apart.” Says Weber: “We were surrounded by constant negatives. The odds were already stacked against us as a new business, but then you layer on top of that all the bad news…” “The first year we should have failed,” agrees Rivas. Weber says the only way they survived was by maintaining a positive attitude despite the odds. Rivas adds, “and networking our behinds off.” While others were retreating, battening down hatches, and laying off, Rivas and Weber were inserting themselves into the marketplace, laughing a lot, talking to everyone, and giving a lot. “I think people were waiting for us to go completely mad,” laughs Rivas. “Things were falling apart around us, and we were just doing our thing: Calling people on the phone, inserting ourselves into the community with a great attitude.” Weber adds, “There were times on a Friday night we would just be in the office at night watching YouTube and laughing, just to keep it real.” “You know, when you have nothing to lose, it’s all an upside,” smiles Rivas. Amassing Goodwill Rivas and Weber had nothing to lose, but that doesn’t mean they had nothing to give. In fact, giving has been a part of their

june 2011

The Darton Equation News + Views for Senior-Level Finance, Accounting + Project Management Professionals DARTON GROUP launched their blog, The DARTON EQUATION, shortly after launching the company in mid-2008.

From day one, to everyone who comes in their doors, they offer the same advice and training they follow in their business: Focus on people. Make calls, meet people, attend social events, do lunch, build your network, spread the word.

use LinkedIn or even that it existed.” But with the economy falling apart and senior finance and accounting positions becoming difficult to find as the unemployed pool grew and the job pool shrunk, many people were ready to stretch themselves and explore new options. “I think we had an easier time getting people to hear us because of that,” says Rivas. The Darton Group’s intense networking efforts began to pay off in December 2008 when they signed their first customer, Hickory Springs Manufacturing. Thanks to their coaching and counseling activities, they had contact with hundreds of potential job seekers, and knew exactly who was right for the job before they had even left the Hickory Springs parking lot. “We thought we’d hit the jackpot,” remembers Rivas. “It was a very exciting day.” Shortly after that, the company signed TIAA-CREF, and soon their client roster started to look like the “Who’s Who in Charlotte”: Duke Energy, Carlisle Companies, National Gypsum, Ally Financial. From the beginning, the group had focused on a diverse client and employee base. Because of Charlotte’s banking legacy, it could be tempting for a finance and accounting organization to

60 +1

company ethic from the very first day. During that economically rough first year, they opened their doors to anyone who had been laid off, providing free coaching and counseling, an endeavor that provided no revenue but continued to build their social network. From day one, to everyone who comes in their doors, they offer the same advice and training they follow in their business: Focus on people. Make calls, meet people, attend social events, do lunch, build your network, spread the word. Before Facebook and LinkedIn had become household terms, the two had added social media to their arsenal and begun coaching others in best practices. It might have been a tough sell in a sector that is not perceived as “naturally inclined to go out and network,” says Weber. And indeed, “probably 60 percent of the people we talked to had no idea how to

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focus most of its energies on one or two large bank clients. But Rivas and Weber deliberately chose to seek a diverse client base, a strategy that has worked well for them.

CANON BUSINESS SOLUTIONS TERECK Inc.

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“There’s a yin and yang thing with us.”

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~Mark Weber Managing Partner and CEO

Adjusted Expectations Although the business is thriving now, Rivas and Weber recall vividly that first year’s difficulties, and how hard they worked to stay positive in spite of the bad economic news and the severe decrease in their family incomes. “You become far closer with your family,” laughs Rivas, “when you have to find free things to do together because there’s no money to go out on a Friday night.” But despite the hardship, they both believe that starting the business during difficult economic times was good for the company. The dozens of people they assisted have become, in some cases, a pool of staff to draw on as needed. Others have become clients as they’ve moved into new positions and once again become responsible for projects. In addition, Weber says the financial climate forced The Darton Group to run lean right from the start. In easier times, a company can easily overspend thanks to the ready availability of credit and clients. Because The Darton Group started with nothing during tough economic times, they had to learn to make every dollar stretch, and that has continued to serve them well. “When you have money you spend money,” says Rivas. “The way we did it, everything had to be very disciplined, and we still are today. I wouldn’t change that.” But the two point to another trend that is serving their industry well, even as it’s changing the face of employment in our country. As companies are forced to become leaner, many have restructured how they hire, moving away & from traditional permanent employment to

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june 2011

a contract-based model, hiring exactly the talent they need when they need it and for the finite length of a specific project. At the same time, perceptions are changing as highly talented individuals begin to view contract work as a valid career option. Rivas talks about a shift especially in the financial services industry: “Before the economic crisis, a lot of people had identities that were aligned with the banks, and when this shift occurred, many of them truly lost who they were.” But now, she says, people are learning to pick up and re-invent themselves. Many appreciate the intellectual challenge, flexibility, and satisfaction of contract work, combined with the soft benefits, competitive hourly wage, and team atmosphere provided by an organization like The Darton Group. Rivas says the shift is so profound that several of The Darton Group’s employees left full-time, seniorlevel management roles at major corporations to join the firm’s consulting team. Return on Investment The Darton Group’s intense focus on people attracts high-quality clients and employees alike on a referral-only basis. “Good people know good people,” explains Rivas. “We know when someone in our network refers somebody, it’s

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“I’m on the phone and meeting with our employees regularly. I want to know when the project will be done, and how it is progressing.” ~Rochelle Rivas Managing Partner and CFO

going to be an ‘A-level’ talent. We want only the best-in-class talent for our clients.” But ‘A-level’ talent is not the only thing that sets the company apart.

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June 28 | Techno-transactions offer new ways to bring buyers and sellers together; from QR codes to mobile phone apps, the way you connect is changing drastically! August 23 | Joining forces; leverage is critical in this fast-changing world—partner for greater success and explore strategic partnership ideas!

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Unlike much of their competition, The Darton Group acts as a consultant for their clients, conferring with them on goals and objectives. Rather than trying to fill a seat at a company, they help the client discover the best strategy for reaching their goals, and then help them find the resources to implement that strategy. Furthermore, once an employee is in place, The Darton Group never just places them and waits for them to bill hours. “I’m on the phone and meeting with our employees regularly,” says Rivas. “I want to know when the project will be done, and how it is progressing.” Rivas and Weber have high hopes for their company and for the economy, and those hopes are based in no small part on the community they’ve chosen as their base and home. When they were planning The Darton Group, they could have chosen any city to be their home, but there was never any question: They knew it would be Charlotte. “Charlotte is a very robust, generous city to entrepreneurs,” says Rivas. “Plus the industry here was primed for growth. And it’s got energy, it’s got health care, it’s got manufacturing, it’s got everything you could possibly want in a city.” Along the way, the two were astonished at how helpful Charlotte people were, even to newcomers like them. “All along the way we’ve asked for help and people have given it us, and that is what makes Charlotte a very special city. We are so profoundly grateful for the way that people have opened their doors to us. It’s a very welcoming city.” Weber and Rivas say it’s a city they expect to see rise out of the economic slump better than ever before. “You gotta believe you can re-invent yourself. Charlotte will let you do that.” biz Heather Head is a Charlotte-based freelance writer.

The Darton Group, LLC 600 Lexington Avenue, Ste. 200A Charlotte, N.C. 28213 Phone: 704-525-9378 Principals: Mark Weber, Managing Partner and CEO; Rochelle Rivas, Managing Partner and CFO Established: 2008 Business: Boutique consulting firm matching highly-skilled accounting, finance and project management professionals with quality companies needing senior-level talent for just-in-time projects. www.dartonequation.com www.dartongroup.com

For times, locations and membership information visit www.business-success-institute.com or call Denise Altman at 704-315-9090

june 2011

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june 2011

(l to r) Paul Barnhill, Sheri Powell, Chad Cuttino, Bob Henricks Henricks Corporate Training and Development, Inc.

june 2011

hen does a salesperson become a good friend and a trusted confidante? Here’s a clue: when the person leading the change is committed and willing to change their behavior and communication skills. It’s when Bob Henricks is the sales executive who models and leads the David Sandler training that turns sales and executive teams in Charlotte and other regional and international locations into topproducing leaders. In more traditional customer-salesperson relationships, the salesperson often pays for meals, extends offers to entertainment or sporting events, and sometimes gives gifts. Usually, it’s a one-way street; the salesperson extends the

courtesy to his client. It’s considered the cost of doing business. But Henricks is on the receiving end. He’s not a client and may not even be involved in a formal business relationship with the other person. Friendship and respect fuel the courtesies extended to him. “See that mat?” says Henricks, founder and president of Henricks Corporate Training & Development, Inc., pointing to a huge Ohio State University wall covering. “It came from a person who interviewed with me. It wasn’t a good fit for our company, but when this person started working at another place that made floor mats, he sent this along to me, saying he knew I would appreciate it.”

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by carol gifford

STEPPING OUTSIDE

[bizprofile]

SALES

BOUNDARIES Sandler Training is built on the concept of incremental growth and change over time—supported by repetition, reinforcement, coaching and accountability to achieve lasting behavioral change and master new skills.

Unconventional Conventions Henricks’ personal approach has reaped success for his sales training business. In the height of the recession, Henricks saw a 17 percent jump in his business, partly from his international work. He works with about 125 clients, ranging from Fortune 500 companies to small business owners, and those who have international divisions are increasingly using him for training in offices overseas. And his personal relationships with his clients are rewarding in more ways than just profits. In a large, three-piece bookshelf filled with Buckeye memorabilia, another item stands out.

FOR HENRICKS: “no guts, no growth” “That football is from the 2003 Ohio State national championship,” says Henricks, with pride. “It’s embossed as a game football, one of only a few from that great night.” The football, another gift, came from a client who trained with Henricks. He had an account with Wilson Sporting Goods Co. and came across the footballs, waiting to be embossed, at a manufacturing facility. Immediately thinking of number one fan Henricks, the manager convinced the company rep to give him a ball to give to Henricks. “It’s pretty cool,” adds Henricks, who also sports an OSU football helmet. One time during a training session he made a bet with a client

c o n s t r u c t i ve c a t a ly s t fo r c re a t i ve c o n s c i o u s n e s s

in training. Henricks, of course, bet that OSU would win, while his client bet on Penn State’s Nittany Lions. The bet was whoever won the wager would have to wear the hat of the winning team during the next class. OSU was victorious, and the company CEO spent the next day wearing the Buckeye helmet. “I told him he didn’t have to do it,” says Henricks, “but he said he wanted to show he was true to his word. That CEO of an international company wore that helmet all day in front of his employees.” Stepping outside the boundaries is what defines Henricks and his approach to business. &

june 2011

A Henricks’ company employee reached out to James Risko, president of TLV Corporation, and was able to reach him even though he says his calls are heavily screened and other subordinates handle almost all cold calls. “One of Bob’s trainees got through ethically and professionally,” says Risko. “It was very intriguing. We’ve been working with Bob ever since for almost four years.

“Once you understand the real reasons behind people’s buying decisions, then you can work with a motivated individual, and address their real concerns. Hence, we offer a ‘truth serum,’ but don’t push products or services.” ~Bob Henricks President

“Our entire organization has learned how to better understand customers; and how to be more effective and efficient in our collaboration with them.” Sandler Training Principles His training, says Henricks, teaches how people connect to both products and people selling them and their psychological triggers. It’s the why behind the what problems, and the how of the problems they face, he explains. “Once you understand the real reasons behind people’s buying decisions, then you can work with a motivated individual, and address their real concerns,” says Henricks.

june 2011

“Hence, we offer a ‘truth serum,’ but don’t push products or services.” It is part of the Sandler Training, a sales and sales-management training methodology started by David Sandler about 40 years ago. It is the now the largest sales training company in the world, explains Henricks, with more than 240 offices. Rather than quick-fix motivational methods, Henricks says Sandler training is teaching that basic life skills can apply to strengthening relationships with customers through continued support and follow-up sessions. “The process works,” says Advantaclean Systems Inc. President Jeff Dudan. “It teaches you to be in control of the sales process. You have to go through 20 to 30 contacts to get one good customer and you learn how to flush out the ‘suspects’ and concentrate on the prospects,” says Dudan, who enrolls all his franchisees in Sandler training in their local areas. Headquartered in Statesville, Advantaclean

has 70 franchise offices in 20 states along with a direct business company to provide services to large contractors such as the government or military. It offers services such as air duct cleaning, mold remediation and emergency water removal and drying. “At the end of the day, if the person is not willing or able to buy, you can disengage from them, move on and spend your time more productively on others,” says Dudan. “It’s okay for your prospect to say no.” Most sales, says Dudan, will come from repeat business and referrals. Another Sandler dictum is to engage in the 70-30 rule: let your customer do 70 percent of the talking, while you take the 30 percent end. “If you go to visit a customer at home and he says he wants to have his ducts cleaned, you listen more and ask some questions. Why is he doing it now versus five or 10 years ago?” says Dudan. “When you hear that the customer’s mother is moving in and she has respiratory problems, then you understand his problem and can work on solving it.” International Training Risko says his entire global organization has been standardized using the Sandler training to better understand customers. TLV is a manufacturer of high performance steam valves to industrial customers, such as refineries, power and chemical plants. He says the company’s top internal managers from Japan, Singapore, Germany, Argentina and Mexico have attended Sandler training at the Henricks’ office in Charlotte. Henricks has four people who work for him and some contract trainers. “We also send consulting and application &

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engineers, accounting supervisors, and inside sales supervisory personnel to Sandler training,” adds Risko, who has sent 24 domestic and 16 "international employees to the training. “It helps their effectiveness and personal development.” “The Sandler system can be used by anyone to improve understanding of the other party involved in any transaction,” says Risko. “The approach focuses on learning what projects the customers need to improve, and looking to see if there is a good possibility of mutual benefit. A professional approach shortens the time for both parties—even when there’s no deal, it’s best for both to get on with daily business as quickly as possible.” Henricks’ recent entrance into international markets is paying dividends. “2010 was our best year ever,” says Henricks. “We didn’t anticipate that because training is often viewed as discretionary money.” In 2010, Henricks says his annual revenues increased 17 percent over the prior year, 2009. That year, another tough year for business, was the company’s best year to that point. “I think companies were recognizing that you’ve got to step it up in a recession. If you’re concentrating on shortcomings, it makes sense for companies to invest on improving sales.” As regional business continues to expand to foreign markets, Henricks’ skills are proving valuable at shaping connections with international divisions and new clients. Henricks has spent time in Mexico, England, Spain, and Germany in the past two years and expects to continue developing his European training. “Once you become international, there’s something about it that attracts more business,” he says. “People find out you’ve done classes in other countries and your referral base just keeps on growing.” The training process is the same in the U.S. or outside, says Henricks, but there are adjustments to different cultures. “I love learning about new cultures and applying my own personal skill set to new situations,” he says. “It’s great to go out to dinner and learn about different foods and customs. I’ve had some spectacular food in Mexico and Spain. I’m not so fond of the food in England; they need to learn to invest in spice racks.” Countries like Mexico and European nations have a distinct appreciation for his training, says Henricks, and while they may initially challenge him, they are just “so thankful to be able to receive the training and evolve, get better and be at the top of their game.”

june 2011

“At the end of the day, if the person is not willing or able to buy, you can disengage from them, move on and spend your time more productively on others. It’s okay for your prospect to say no.” ~Jeff Dudan President, Advantaclean Systems Inc.

His German clients are stubborn, disciplined and focused. “They make you prove what you put on the table,” says Henricks. “But when you show the theory and why it works, they are okay with that. Evidence defeats disbelief.” The same dictum applies to training with U.S. clients. “We found the Sandler approach matched our consultative sales style, but more importantly is that Bob offers a reinforcement and ‘stay with it’ approach to the program that will insure success,” says John Weber, president of Software Toolbox, a software company based in Matthews that works with companies in more than 100 countries and in several different industries. Weber, a 23-year sales veteran, has “been through about every type of sales training around,” and found that the information he remembered most was from a yearlong sales training program of a Fortune 500 company. “We do a lot of work with over the phone or via e-mail, and we needed to apply the training differently,” says Weber. “We don’t do a lot of face-to-face meetings. We know we’re dealing with a smaller portion of the deck and we need

to focus on our tone in our e-mails and how we communicate on the phone.” He says Henricks addressed the style of his business. “They’re very consultative,” says Weber. “They help us discover our own needs and we address them during our two-year program. It’s been very validating to learn about why things we’ve done in the past have worked— and how we might better change some of our interactions.” Companies stand by Bob Henricks, his Sandler training method, and the quality of the training he provides. “I have the best job on the planet,” said Henricks. “I get to change people’s lives.” biz Carol Gifford is a Charlotte-based freelance writer.

Henricks Corporate Training & Development, Inc. 6701 Carmel Rd., Ste. 208 Charlotte, N.C. 28226 Phone: 704-544-7383 Principal: Paul Barnhill, CEO; Robert C. (“Bob”) Henricks, Founder and President Established: 1998 Business: Authorized Sandler Training center. Provides training for: sales and sales management, management and leadership for business owners and senior executives, negotiations, customer service, inside sales and support, and coaching and mentoring. Specialized tools and services include hiring and personality assessments, Sandler Online curriculum management system, and Sandler CRM products. www.henrickscorp.sandler.com/ www.nogutsnogrowth.com

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Instant Marketing with QR Codes

QR Codes (Quick Response Codes, QRCs) are a relatively new, 2-dimensional form of barcodes. Already very popular in Europe and Japan, businesses and consumers throughout the U.S. are discovering hundreds of exciting uses for this flexible, convenient (and free) information connection. How QR Codes Work… QR Codes can be displayed almost anywhere. They can be found on printed literature, business cards, highway billboards, product packaging, advertising banners and more. They can be inserted into digital signage and even screen printed onto apparel. QR Codes include embedded text information, web page links and simple programming commands that directly connect customers to timely information about you, your business, and your products or services. Using a mobile “smart phone,” equipped with a built-in camera, customers simply snap a digital photo of the code symbol. Then a free, downloadable QRC “reader” interprets the code and initiates one or more actions, such as accessing a Web page or online map using the phone’s Web browser, displaying onscreen text information, opening an e-mail delivery (mailto) form, sending a (SMS) text message, dialing a phone call or other actions. What QR Codes Can Do for Your Business… QR Codes can be your on-demand sales and customer service representatives. Display text messages, exchange vCard information, initiate a phone call, link to prerecorded audio or video, collect customer “loyalty points,” facilitate online purchases like e-tickets, and easily perform other customer interactions. You can specify a limited date range to convey your content or provide ongoing access to your information. And, each customer connection can be tracked by your organization. Further, you can update and personalize information provided at the point of the exchange. Messages can be updated manually or programmed to change automatically based on the time of day, day of week, weather conditions, etc. Many QRC readers can utilize the mobile phone’s built-in GPS locator and customize information based on the customer’s current proximity. Content can be changed by the business any time to take advantage of current weather or business conditions.

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june 2011

ORGANIC Charlotte’s Organic Plant Health, Inc. is a Natural

“I call it the ‘Makeover Crisis of the American Landscape.’ Overuse of synthetic fertilizers and irrigation systems can make a landscape look green and beautiful for a brief period of time, but it’s all eye candy. It’s steroidal growth on an IV drip of irrigation.” ~Billy Styles President, Co-founder and CEO

june 2011

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by carol gifford

[bizprofile]

ake a look at our urban landscape,” says Billy Styles. “It may look green and beautiful, but step in and look a little closer. Tree tops are dying. Trunks are discolored with mold or scale infestations. Foliar growth is stunted or non-existent. You can see the decline—and it’s all around us. “I call it the ‘Makeover Crisis of the American Landscape.’ Overuse of synthetic fertilizers and irrigation systems can make a landscape look green and beautiful for a brief period of time, but it’s all eye candy. It’s steroidal growth on an IV drip of irrigation. “That doesn’t occur in nature. Sure, plants die in the forest, of course they do, but on their natural life cycles—not six months after planting. Grass and plants grow without constant watering or applications of the latest gardening products. Grass is not always perfect. “Too much watering and a dependence on chemicals have changed the soil composition in urban areas, making it tougher to grow and sustain a green environment. People’s expectations about what they need to do to nurture growth feeds into the problem. “Water and fertilizer is not a cure-all or do-all. When you cook, there are several ingredients in a recipe. Water and soil are just some components of a healthy landscape.” Styles continues, “The forest floor has every component necessary to sustain plant life—a constant supply of diverse organic matter decaying at the soil surface feeding the different beneficial microbes, bacteria and fungi that work together to generate natural fertility for the plants growing in a natural setting. This diversity is the real key to sustainability. “Our urban soils don’t have any of this. All of the beneficial components are scraped away when homes and office buildings are built, leaving behind compacted soil that cannot support healthy growth. We need to physically put those diverse components back into the soil if we want to achieve any measure of sustainability.” Organic Roots With his ever-present wide-brimmed hat, work shirt, khakis and boots, Styles—soft-spoken and unassuming—is passionate about his life’s mission. He talks about soil and the growing environment with an ease and expertise that has catapulted him to television and radio shows across the country and earned him the respect of horticulturists at colleges and universities. “The American landscape is in severe decline,” he says. “We plant the wrong plant in the wrong place. We dig a hole, amend the soil, plop a tree in it, and just expect it to grow. Why do we do that? It’s ridiculous. The hole in our front yard has nothing in common with the soil in a natural setting. “This brings me to native planting,” says Styles. “Just because a tree grows well in the forests of North Carolina, doesn’t mean it will grow well in your backyard. There are many factors that affect healthy plant growth: sun, shade, moisture, planting depth, air flow around the plant, proximity to other plants that may be more disease prone. Styles’ knowledge about soil and plant health, comes from his background. He is a fifth generation farmer who grew up on a dairy farm in Burnsville, N.C. When he was a teen, his family relocated to the Charlotte area and managed a 1500-acre farm in Denver, where they had cattle, hogs and chicken, and grew a variety of crops. After decades in America’s backyard, Styles is now a Certified Master Gardener, Certified Clean Stream Administrator, Certified Turf Grass Professional, and a Certified Professional Applicator, among others. His farming and landscape experience was his entry into organic plant management. Styles couldn’t find suitable products to aid plant growth and soil management in a manner consistent with nature, so he & created his own.

june 2011

Organic Plant Health, the Matthews-based company formed by Styles and partner Alan Talbert in 2006, offers an exclusive line of organic-based and natural plant care products for homeowners, landscapers, and other greens industry professionals. The product line was developed to promote healthy soil structure and to provide natural fertility as part of a “green” growing environment. A Natural “I’ve never met anyone like Billy,” says Sonny Helms, a Cabarrus County farmer, and owner of Coddle Creek Vineyard. “He’s got a world of knowledge and good, down-to-earth common sense. “He’s the real thing, he’s genuine,” says Helms. “I’m thankful I got to know him. I first started using his products about four years ago and now I use them religiously. “It’s made a world of difference in the quality of our products and the taste.” Helms’ garden and farm, part of a state stewardship program, is all organic. His oneacre garden produces hundreds of pounds of vegetables each year. “I got Billy to help me figure out where to plant the grapes. It’s important to choose the right pitch of land and grade of slope to successfully establish the vines,” says Helms, who plans to sell wine from Coddle Creek Vineyard when his Concord and Black Noble grapes reach maturity in about two more years. “This was my great-grandfather’s farm and it’s located on the Coddle Creek Reservoir,” he says. “It’s another reason why I’m using organics—to be sure there’s no fertilizer run-off of chemicals like nitrogen.” “I got into landscaping to help people learn,” says Styles. “I want to help people understand the nuts and bolts of landscaping and gardening so they can enjoy the same results that I have.” “Styles is to growing as Bob Vila is to home repairs”, says Talbert, Styles’ partner of eight years and co-founder, vice president and COO of the company. Vila, the well-known host of This Old House, an iconic TV home improvement show, later became the spokesperson and recognized expert for home improvement and repair projects. Talbert, a former marketing company owner of 17 years in Charlotte, says he was struck by Billy’s passion, knowledge and charisma when the two met in 2003. Talbert’s company had been retained to help Styles’ new company with marketing efforts. “I knew immediately that Billy could have influence on the national stage regarding green issues, and now it’s beginning to happen. It’s an exciting time,” says Talbert. For over two years Styles has been the

june 2011

(l to r) William “Billy” Styles President, Co-founder and CEO Alan Talbert Co-founder and COO Organic Plant Health, Inc.

#Before

resident Organic Gardener on the PBS television series For Your Home, which airs nationwide in 90 million homes. It’s available in the Charlotte area on WTVI-TV. For Your Home is the second most watched home show on cable television, trailing only Martha Stewart. Add to that his radio show Backyard Styles, which airs locally Saturdays at 8am on NewsTalk 1110, WBT-AM, and Styles is becoming the go-to organic expert for landscape care and improving sustainability in all growing environments. “Billy Styles is a very colorful character,” says Mark Smith, owner of Flatwoods Organics, an organic turf care company based in Locust that uses Organic Plant Health products. “I left the corporate world to start my own business and Billy bent over backwards to help me with my education and understanding the benefits of the using more natural products.” Organic Growth Styles and Talbert opened their business in 2007 after months of people asking where they could purchase the products Styles advocated using

#After

“The American landscape is in severe decline. We plant the wrong plant in the wrong place. We dig a hole, amend the soil, plop a tree in it, and just expect it to grow. Why do we do that? It’s ridiculous. The hole in our front yard has nothing in common with the soil in a natural setting.” ~Billy Styles President, Co-founder and CEO in the landscape. At that time, organic-based fertilizers and soil conditioners were nonexistent in the retail market. “Billy had contacts he had developed over the years so we identified key suppliers for raw materials,” says Talbert. “We bought what we needed and then opened the retail store in Matthews.”

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“It was a hectic time,” says Styles. “We were blending one of our products in a concrete mixer. It sounds kind of silly, but it actually did a great job. We sold the product as fast as we could bag it. As the company grew, we added two more cement mixers to keep up with demand. Now we have a 92- foot-long, automated custom blending machine with an eight-hopper conveyor system, and an on-deck computer that holds 99 custom formulas.”

“I knew immediately that Billy could have influence on the national stage regarding green issues, and now it’s beginning to happen. It’s an exciting time.” ~Alan Talbert Vice President, Co-founder and COO

Organic Health Products offers 23 different products and a variety of different protocols to address specific landscape or garden concerns. To make it simple for customers, they have developed easy-to-use annual programs that tell people what products to apply when in order to improve the overall health of their landscapes: cool season grasses (Tall Fescue), warm season grasses, (Bermuda, Zoysia, Centipede and others), as well as for ornamental trees and shrubs. The business has been successful in spite of numerous obstacles over the past few years, such as droughts, the gasoline crisis, extreme cold winters and hot summers, and the worst & recession in two generations. Styles explains,

c o n s t r u c t i ve c a t a ly s t fo r c re a t i ve c o n s c i o u s n e s s

june 2011

“We’re still feeling the effects of the recession, but we’re more efficient than ever because of it and hopeful that our continued efforts will pay dividends down the road.” They have recently completed the E-commerce store on the website and are now ready to continue to grow the business. Talbert says that over the next 24 months, they plan to expand throughout the Southeast, gradually moving into 16 major markets. To finance this expansion, they have decided to take the company public in the hopes of providing much easier access to working capital, given the economic climate.

“He’s the real thing, he’s genuine. I’m thankful I got to know him. I first started using his products about four years ago and now I use them religiously. It’s made a world of difference in the quality of our products and the taste.” ~Sonny Helms Cabarrus County Farmer

Organic Plant Health is currently traded on the Over-The-Counter market (OTC) under the symbol OPHI. Talbert says they are working with a securities attorney to file a registration statement with the Securities and Exchange Commission, but are still searching for the right equity firm. “We’ve met with two New York firms and have a couple of others scheduled, but we’d love to work with a firm that has ties to the Carolinas,” says Talbert. Organic Sense “Water is one of our last natural resources. Its use should be regulated more than it is,” says Styles. “The last time I checked, there were 44 ‘water wars’ going on in the country, all the while

june 2011

we are using seven billion gallons each day through irrigation systems—and half of that is evaporating!” “Choosing to use organicbased products reduces the need for watering by 75 percent or more over time,” says Styles. We have to focus on saving water and bringing the diversity back to the urban soils if we want to achieve ongoing plant health and save the landscapes of America.” Robert Reavis, owner of Green View Lawn and Landscape, decided to do his own comparison of products. “When Billy said he was coming out with a line of organics I thought I’d give it a try and run side-by-side comparisons on some of my properties with OPH products and some with the traditional synthetic programs,” says Reavis. “The difference is like night and day. “That was four years ago. Since then, I have switched to Organic Plant Health for soil fertility on all 52 of my properties.” As their tagline says, “Organic Plant Health is Changing the Way America Grows,” says Styles. “We have to. We are headed down a path of decline the likes of which we’ve never seen. And we’re using water like there’s an endless supply. Folks, there isn’t! It’s time to make some changes in how we do things and our company is going to be a resource to help you along the way.” biz Carol Gifford is a Charlotte-based freelance writer.

Organic Plant Health, Inc. 626 W. Charles Street Matthews, N.C .28105 Organic Plant Health™ Phone: 704-841-1000 Principals: Billy Styles, President, CEO and Co-founder; Alan Talbert,Vice President, COO and Co-founder Employees: 12 Established: 2007 Distribution: To more than 24 locations throughout the Carolinas, including select ACE Hardware Stores, independent garden centers and nurseries Business: Produces and distributes an exclusive line of organic-based and natural fertilizers and soil conditioners for Do-itYourself homeowners, landscapers, and greens industry professionals; product line designed to improve soil structure and support healthy soil and plants in all growing environments. www.organicplanthealth.com

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SEPT

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The Hood Hargett Breakfast Club

is a ‘category exclusive’ business development organization that develops and hosts some 36 events throughout the year for its members and guests. The goal of these events: to provide success-minded business owners with first-class venues to entertain clients and prospects.

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Accepting New Members

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“Prime-time is the best word that describes Hood Hargett Breakfast Club. It’s a networking and business development group that puts you at the right place, at the right time, every time. Run by quality leadership, the members of the group are all top quality people and businesses.” ~Daryl Larner, Larner’s Office Furniture Outlet

“The Hood Hargett Breakfast Club is the premier business development group in Charlotte. They helped me launch my business when I came to Charlotte and continue to help me grow it through access to and relationships with top Charlotte business leaders.” ~ Lou Amico, L.A. Management Company, LLC

“Hood Hargett Breakfast Club has been instrumental in developing new business relationships and strengthening existing ones. It is respected among business leaders and serves as a valuable resource for philanthropic initiatives throughout the community.” ~ Gary LaBrosse, LaBrosse/Byerley Group, Merrill Lynch

Call For More Information Call Jenn Snyder at 704-602-9529 • jenn@hoodhargett.com !www.hoodhargettbreakfastclub.com

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