May 12, 2017 UBJ by Community Journals

MAY 12, 2017 | VOL. 6 ISSUE 19

ERWIN PENLAND TAKES ON A NEW HOME, NEW IDENTITY AS

EP+CO

PHOTO BY WILL CROOKS

ALSO A FIRST LOOK AT STONE PIN COMPANY & NOBLE DOG HOTEL

THE RUNDOWN |

TOP-OF-MIND AND IN THE MIX THIS WEEK

VOLUME 6, ISSUE 19 Featured this issue: Jason Tidmore takes the reins at DDP......................................................................6 James Fallows speaks the truth about Greenville...............................................10 Greenville DRB critiques Grand Bohemian.......................................................... 22

The long-awaited boutique bowling alley Stone Pin Company officially opens May 15 in Greenville. The interactive bowling system suspends the bowling pins by strings, rather than having them loose, requiring less time for reset. Photo by Will Crooks.

WORTH REPEATING “They understand that downtown is the stomach that feeds the rest of the body.” Page 6

“The ones who didn’t like it … said that it is really comfortable for you if you’re in a certain religious frame of mind and if you’re white, and it could be less comfortable otherwise.”

VERBATIM

On reading AHCA “Yes, I attempted to read the entire bill. … I read it as thoroughly as I could.”

Page 10

“I think the building can rise organically from the park and still feel like today’s architecture.” Page 22 2

UBJ | 5.12.2017

U.S. Rep. Mark Sanford (R-SC) on his research prior to voting in favor of the American Health Care Act, on CNN.

INFORMATION YOU WANT TO KNOW

| NEWS

INTERNATIONAL

ICAR looks to Israel as it plans mobility incubator RUDOLPH BELL | STAFF

rbell@communityjournals.com The International Center for Automotive Research — the Clemson University research park in Greenville — plans to launch a business incubator for “mobility” startups and is networking with Israeli firms as a first step. ICAR doesn’t yet have funding for the proposed incubator, according to Fred Cartwright, the research park’s executive director. But he said some companies and nonprofit organizations have shown interest in supporting the plan, and ICAR has already begun looking to Israel for potential tenants. Plans call for the incubator to be housed in an existing office building at ICAR at first and later move into a different building that would be constructed as part of an expansion of the research park, Cartwright said. He said he wasn’t at liberty to name the companies and nonprofit organizations interested in supporting the incubator plan. “We’ve got some potential founding partners of this that we’re talking to at the moment, companies and other organizations, so we know there’s interest,” Cartwright said. “I think we need some early successes, and we need to show the excitement that exists around this space right now and build upon that.” Interaction between ICAR and Israeli mobility startups began when Tal Cohen, an Israeli and former Georgia Tech faculty member and Atlanta entrepreneur, helped form an organization in Tel Aviv called Drive to support Israeli entrepreneurs focused on the emerging trends of shared mobility and self-driving vehicles. Drive is supported by Honda, Volvo, and Hertz, as well as two Israeli companies: car importer Mayer and telematics firm Ituran. Cohen said he asked ICAR to be one of the Drive “partners” and hopes the Greenville research park can be a

Fred Cartwright, executive director, CU-ICAR. Photo by Clemson University

“bridge” for the Israeli startups to enter the U.S. market. Cartwright said he attended the official opening of Drive in Tel Aviv in February and helped pick eight of the most promising startups associated with the organization for a networking tour of the United States. That tour began in Atlanta on April 23 and continued in Palo Alto, Calif., and Detroit before arriving in Greenville on May 3. In Greenville, the delegation ate dinner downtown at Nantucket Seafood Grill and four of the startups made presentations at ICAR the next day. One of the startups is applying radar technology to make cars safer, and another says its software makes GPS positioning more accurate. Another is focused on “deep learning” computer technology. Among those listening to the presentations were Greenville Mayor Knox White, Greenville City Councilman George Fletcher, Greenville Chamber President Carlos Phillips, and Catherine Hayes, executive director of the South Carolina Automotive Council, an arm of the S.C. Manufacturers Alliance that organizes an annual auto-industry conference in Greenville. One of the visiting entrepreneurs, Nuri Golan, co-founder of Exo Technologies, which offers software to improve GPS accuracy, said his firm has already picked the Silicon Valley city of Palo Alto for its U.S. office.

But Golan said he thinks collaborating with Clemson University’s automotive engineering department to validate his firm’s technology could be helpful. “I think that academic validation is a huge piece, especially for deep core

technology companies,” he said. “So for me that’s really one of the main things I’m looking to get out of this.” Cartwright said ICAR’s partnership with Drive is the first step in a new initiative called the Global Mobility Network in which the research park hopes to become a vehicle for connecting mobility innovations anywhere in the world with customers of mobility innovations anywhere in the world. “These ideas for the future of mobility are coming from everywhere in the world, and ICAR can be at the hub of that,” Cartwright said. Israel’s reputation as a center for technology innovation was reinforced in March, when Intel, the big U.S. computer chip maker, announced that it would pay $15.3 billion for Mobileye, an Israeli maker of cameras and sensors for computer-driven cars.

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ARTS

ArtsGrow SC launches to help artists become better business people artists or creative ventures will have access to a matched savings program, or Individual Development Accounts (IDA) For Artists, as well as microloans, business venture loans, grants, personalized coaching, and workshops. Joy Young, county coordinator for the commission, will direct the program. She said it is all about creating a one-stop destination for artists and arts-based ventures. “Artists are at the very heart of South Carolina’s creative economy, which generates $9.2 billion annually and supports 78,000 jobs,” said Ken May, executive director of the S.C. Arts Commission. “Contrary to the cliché of the starving artist, these are resourceful, highly motivated

TREVOR ANDERSON| STAFF

tanderson@communityjournals.com South Carolina’s economic growth is often attributed to business and industry. But a new program underway in Spartanburg County could highlight the creative inspiration fueling many of the state’s most profitable enterprises and provide new opportunities for artists and arts-based businesses. The S.C. Arts Commission, in partnership with the Greenville-based nonprofit CommunityWorks, launched the pilot program ArtsGrow SC during a ceremony Monday, May 1, at the West Main Artists Co-op in Spartanburg. Through ArtsGrow SC, qualifying

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UBJ | 5.12.2017

Left to right: Deborah McKetty, president and CEO of CommunityWorks; Ken May and Joy Young with the S.C. Arts Commission; and Jennifer Evins, president and CEO of the Chapman Cultural Center, introduce the ArtsGrow SC pilot on Monday, May 1, to artists at the West Main Artists Co-op in Spartanburg.

self-starters and risk-takers who, like many other entrepreneurs, pursue their dreams with persistence and discipline.” The S.C. Arts Commission is a state agency tasked with building a thriving arts ecosystem. CommunityWorks’ mission is to “build a brighter future for underserved families and communities through financial education, lending, and investing.” “A lot of us understand the quality of life the arts community contributes to all of our local economies, but looking at artists as businesspeople is not something I had really thought about,” said Deborah McKetty, president and CEO of CommunityWorks. “That was a lens I was unfamiliar with.” McKetty said the program has started with $1.5 million in resources available to local artists. May said four slots are available this year for the savings program. Four slots are also available for the grants. The IDAs will only be available to Spartanburg artists. Under the program, those who qualify will have to commit to saving an agreed-upon

amount of money for six months, and up to one year. The commission and CommunityWorks will match those savings at a three-to-one rate, meaning an artist who saves $1,000 is eligible to receive a match of up to $3,000. Funds can be used to launch a new arts-based business, alter or expand an existing business, or purchase long-term assets, such as equipment. IDA applicants have to meet certain requirements. Eligible applicants include professional-caliber artists, legal residents of the U.S. and Spartanburg County with a permanent residence in the state for at least one year prior to the application, non-full-time students, and qualified through an income and asset review process. Applicants will also have to commit to attending two professional development workshops in 2017 and 2018, and submitting quarterly progress reports to the commission during the program. “This sounds like a way to not only empower artists to be more successful but also to help alleviate some of the pressure on other arts organizations in the community that are

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| NEWS

“A lot of us understand the quality of life the arts community contributes to all of our local economies, but looking at artists as businesspeople is not something I had really thought about.” Deborah McKetty, president and CEO of CommunityWorks.

working to help develop artists,” said Eric Kocher, managing director at Hub Bub, an organization in Spartanburg that seeks to create community through the arts and ideas. “One of the things I consistently brag about is how this community treats its artists as professionals. Businesses certainly understand the importance of the arts. This is the exclamation point.” McKetty and May credited Jennifer Evins, president and CEO of Spartanburg’s Chapman Cultural Center, for helping to lead the community’s effort to bring the pilot to Spartanburg. “This is exciting for us,” McKetty said. “I remember three years ago — I have to credit Jennifer with opening my eyes to the work that artists are doing and arts-related businesses. … We decided maybe this is a type of business we should be looking at more seriously in terms of making loans and investments.” Evins said the motivation for the program began with the Chapman Cultural Center’s “Culture Counts” initiative in 2014 that identified a growing cluster of creative industries in Spartanburg County. Culture Counts focused on growing the economy, increasing tourism and hospitality revenues, and increasing vibrancy via creative industry and cultural and historical assets. The initiative led to downtown Spartanburg earning its status as a Cultural Arts District. “In Spartanburg, creative enterprises like Grace [Management Group], [The] Heirloom [Companies], Milliken & Co., Jane Pope Jewelry, and McMillan Pazdan Smith [Architecture] are really fueling the economic growth throughout our county,” Evins

said. “All of these companies employ artists and designers. … These companies started with an artist’s vision; with a creative concept by one single person or a couple of people… By mapping all of that we realized that we really do have a creative cluster in Spartanburg County and we want to continue to build on that.” Evins said she believes ArtsGrow SC will help jumpstart new ventures or allow existing ones to expand. She said creative industries and workers are important to “providing innovation, creativity, manufacturing, technology, and research.” “We also hope that this new path to economic prosperity for artists will attract creatives from other states to relocate in Spartanburg County and in South Carolina,” Evins said. Robin Carter and her husband, Brannon Carter, relocated to Spartanburg from Simpsonville in 2015 to grow their handcrafted, eco-friendly printing enterprise R&B Printery. The Carters are members of the West Main Artists Co-op, which is in an old church at 578 W. Main St. Robin Carter said being members of the co-op allowed the couple to grow their business and now they are looking forward to beginning the process of seeing if they quality for the IDA program. “Now we’re at the point where we’re ready,” Carter said. “I don’t think we could have afforded to do it without the co-op. There are so many expenses that you don’t think about, but that’s the value you get by being members [of the co-op]. … We’re super excited [about ArtsGrow SC]. This is perfect timing for us.”

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C-SUITE |

WHAT YOU WANT TO KNOW ABOUT PEOPLE YOU NEED TO KNOW

One Visionary Jansen Tidmore will lead One Spartanburgâ&#x20AC;&#x2122;s new Downtown Development Partnership WORDS BY TREVOR ANDERSON | PHOTO BY WILL CROOKS

UBJ | 5.12.2017

WHAT YOU WANT TO KNOW ABOUT PEOPLE YOU NEED TO KNOW

| C-SUITE

Kind eyes and a warm smile beneath a thick but well-managed beard are the key features of the face that will lead efforts to improve downtown Spartanburg. The Spartanburg Area Chamber of Commerce announced Monday, May 1, the hiring of Jansen Kent Tidmore as executive vice president of the Downtown Development Partnership (DDP). DDP (not to be confused with pro wrestler Diamond Dallas Page) is the new downtown development-focused entity birthed from Spartanburg County’s five-year community and economic development strategy One Spartanburg. Tidmore, 32, originally of Dothan, Ala., previously served as executive director of his hometown’s Downtown Redevelopment Authority (DDRA) since 2011. “For me, it’s very exciting,” Tidmore said. “There are a lot of great assets here. … During the interview process, I met with leaders from each of the cross-sections of the community. I could tell that there was a lot of support behind this. That’s great because this is called a ‘partnership’ for a reason.” Tidmore said he plans to spend the next few weeks meeting people and touring some of the vacant buildings in downtown. He said he wants to get a firmer grasp on local history. For the time being, he is living at Drayton Mills Lofts. His wife, Laura, and their two daughters, Madison, 8, and Londyn, 4, will soon join him. The couple plans to settle in the Converse Heights area. “From sports to the arts and education, Spartanburg really hit all of the marks we were looking for,” Tidmore said. Tidmore said his office is in the Spartanburg Chamber’s headquarters building at 105 N. Pine St. He said his plan out of the gate is to focus on creating the DDP and establishing a governing board, bylaws, operational procedures, and all of the other elements that go with that task. Then, it will be up to him to help craft a larger vision for the organization and move that vision forward. Tidmore said he has already received a lot of feedback from local leaders and residents. One of the recurring observations they have made is a need for more jobs in downtown. In Dothan, he said he focused on building what he called a “quality of life economy,” which means creating a downtown that is attractive, vibrant, and enjoyed by people from all walks of life. Under Tidmore’s leadership, the DDRA acquired more than 100,000 square feet of property in downtown Dothan, developed more than 60,000 square feet, and increased the business count by nearly 40 percent. A few notable projects included a retail incubator and a technology industry accelerator. Tidmore said he hopes to bring some of those same “no-collar jobs,” or tech jobs, to Spartanburg. He said that could help the community’s efforts to attract and retain talent. “You can’t overemphasize what a tech economy can do here,” he said.

JANSEN TIDMORE

Executive Vice President, Downtown Development Partnership, Spartanburg AGE: 32 HOMETOWN: Dothan, Ala. EDUCATION: BA and Master’s, Auburn University EXPERIENCE: CFO, Dothan Steel Fabricators Executive Director, Downtown Dothan Redevelopment Authority (2011–2017) Owner, Steamboat Custom Homes (2013–2017) Agent, Register Realty Co. (2012–2017) General Manager, Eagle Eye Outfitters (2001–2009) FAMILY: Wife, Laura, and two daughters, Madison, 8, and Londyn, 4,

Tidmore said he’s not opposed to bringing regional or national chains to downtown Spartanburg. In contrast to Spartanburg, Tidmore said Dothan did not have investor support for downtown development. The city of Dothan initially funded the DDRA with $400,000. “We became the developers in downtown [Dothan],” he said. “We were willing to take one for the team. For example, we had one property owner who wanted $200,000 for a property that was worth $40,000. We paid the full price because we were the only ones who could do that. In the private sector, a commercial developer would not be able to justify that.” Tidmore said the DDP could potentially perform similar functions in downtown Spartanburg, but that remains to be seen, as there are several projects already in the works, including the $20 million AC Hotel, $29 million Montgomery Building redevelopment, and $10.5 million Aug. W. Smith Building renovation. “Our goal would never be to compete with the private sector, but to fill the gap or be the catalyst,” he said. “I don’t see that development capacity for us in downtown Spartanburg right now.” The young leader said the DDRA provided resources for minority- and women-owned businesses, such as microloans and mentoring. He said he hopes to provide opportunities for those businesses in downtown Spartanburg. Allen Smith, president and CEO of the Spartanburg Chamber, said Tidmore was chosen from a pool of 74 applicants. “We were very impressed with Jansen,” Smith said. “He hasn’t just been a lifelong public sector practitioner. He has also been very active in the private sector. He can empathize with a developer or business owner because he’s been on both sides

of that coin.” Smith said during the second phase of the sixphase research and strategic planning process for One Spartanburg, the Atlanta-based consulting firm Market Street conducted an online survey that was completed by 3,180 Spartanburg County residents — the third-highest return in the company’s history. One of the questions focused on what residents would most like to see improved. The responses were overwhelmingly “downtown,” he said. “They understand that downtown is the stomach that feeds the rest of the body,” Smith said. “It represents our county’s vitality.” Smith praised the city of Spartanburg’s efforts to spur development in downtown. He said the city was very involved in the interview process for the executive vice president of the Downtown Development Partnership because that organization will have to be in “lockstep” with the city. “We are very pleased to see the [Spartanburg] chamber’s Downtown Development Partnership moving forward,” said Chris Story, Spartanburg’s assistant city manager. “It’s a good time in downtown, but there’s certainly a lot more we can and should be doing to bring the word to Spartanburg and the right ingredients that make a thriving downtown. We look forward to working with Jansen. He’s got a great vision for Spartanburg.”

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275

NEW

NEXT: $42.5M in capital, 275 new jobs in 2016 NEXT, the Greenville Chamber’s organization for high-impact entrepreneurs, says the 180 area companies that it supports added 275 full-time jobs in 2016. Here are other highlights from the organization’s annual report for 2016.

MILLION

RAISED

180

DIVERSITY =

100

100k

ON MAIN

SQUARE FEET

AND/OR

MINORITY

Press Connections and NEXT Vehicles

LED VENTURES

FEATURED THROUGH

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Totaling Approx.

FEMALE

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1,245 VOLUNTEER HOURS

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57 EMPLOYED

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GENERATED ANOTHER

INDIRECT JOBS IN SERVICES CONSTRUCTION, RETAIL, ETC.

UBJ | 5.12.2017

Entrepreneur Spaces

COMPANIES

VENTURES

Average Wage of

$70,143

2016 ANNUAL REPORT

COMPANIES SUPPORTED

ATI N

902

$42.5

CAPITAL

NEW FULL TIME JOBS

INFOGRAPHIC

TOTAL FULL TIME EMPLOYEES Earning an

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NEWS |

L LI

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LED

GROUPS/TOURS

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THANK YOU TO

OUR Supporters

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You and your wife have written about Greenville with admiration. How did Greenville ﬁrst come to your attention?

QUESTION & ANSWER

Words with James Fallows The Atlantic correspondent has been studying Greenville — and likes what he’s learned RUDOLPH BELL | STAFF

rbell@communityjournals.com James Fallows, one of America’s best-known journalists, is national correspondent for The Atlantic, based in Washington, D.C. Raised in Redlands, Calif., and educated at Harvard and Oxford universities, the 67-year-old Fallows has written for The Atlantic since the 1970s.

He has also worked as a speechwriter for former President Jimmy Carter and as editor of U.S. News & World Report. Since 2013, Fallows and his wife, Deborah Fallows, have been traveling around the United States as part of the American Futures project, telling stories of how America is reinventing itself. They are scheduled to visit Greenville for the CEOs for Cities Spring Cluster Workshop, May 14–17.

This has been part of a project we’ve been doing for almost four years now at The Atlantic, starting in the summer of 2013. The project name for The Atlantic was called American Futures. And the idea of it was to go to — not small, but smaller — cities around the country. Not D.C., New York, San Francisco, L.A., but the next tier down in terms of prominence and size. And places that had some kind of either civic challenge, or civic success. … We had been in South Dakota and Michigan, Vermont, and Maine, so we were looking southward, and as we asked around, the story of the Upstate in general and Greenville in particular we started hearing about. So we thought, “Let’s check this out.” I think we made a total of three or four visits for a total of maybe two, two and a half weeks on the ground, trying to ask about the economic story, the educational story, the downtown story, and ways in which Greenville had repositioned itself.

And you wrote about your impressions? Yes, I had a story in The Atlantic maybe three years ago. … To me an interesting compare and contrast between Greenville and Burlington, Vt. … You would assume these places to be opposites. Burlington was politically very liberal, and the two political parties there are the Democrats and the socialists. And Greenville is part of a very conservative state. In the way that both of these cities had sort of remade themselves they actually were very similar. In the role of public/private partnerships, in the concentration on the downtown, and the ways of trying to use the universities as spurs for ongoing economic development, and having creative ways of dealing with public schools, and all that. So we were trying to use this as an illustration at a time of real divisiveness for national-level politics. It got down to the practicalities of how cities were growing or not. You saw a lot of similar themes all across the country.

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UBJ | 5.12.2017

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« What do you think Greenville is doing right, and where Greenville falls short?

The areas that touched us most in the successes for Greenville, obviously one of them is the downtown, which is studied by people from all around the world as a way in which you can revive the commercial and sort of the human fabric of the downtown area. … The way in which Greenville had … internationalized. The Upstate region of South Carolina you wouldn’t necessarily think off the top of your head as being a really international part of the United States if you hadn’t been there. We heard about the long-term history of the textile business bringing people from Europe and Asia there and how that had been part of bringing in all these international, big manufacturing companies and the huge impact that’s had in the region there. We thought the Whittenberg Elementary School for engineering was really interesting. … The tech startups there and the organization The Iron Yard [a Greenville-based coding school with branches around the country]. The Iron Yard, I think, is a leading illustration of something we’ve seen in many other places, too, of trying both to foster new tech businesses and, very crucially, training people for different kinds of jobs than they might otherwise be able to find. I don’t presume I know enough about Greenville’s long-term challenges to feel comfortable telling people there what they should be doing differently. I will say that we got a fair amount of mail after [the article was published] on The Atlantic site from people who both liked and didn’t like Greenville. And the ones who didn’t like it were ones who said that it is really comfortable for you if you’re in a certain religious frame of mind and if you’re white, and it could be less comfortable otherwise.

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You mentioned the international element. Is there something important about having internationals in your community? Yes, I think it is one of the ingredients for long-term success, simply apart from the ways it makes towns more interesting. You have different kinds of restaurants, different kinds of stores, different kinds of schools. I think the evidence is overwhelming that it’s a source of long-term economic vitality for communities. I think that’s a real area of strength and success for Greenville. … We’ve now been to a couple dozen cities around the country and a common trait in the ones that feel confident, where the economy is growing and where new businesses are starting, is that they make some effort to make themselves open, having people from other countries and other parts of this country, and different backgrounds and different ethnicities, having them all feel as if there’s a place for them.

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You’re scheduled to be in Greenville in mid-May. What will you be doing here? It’s a conference by a group called CEOs for Cities. And I think that Greenville and Knox White, and also probably the mayor of Greer, Rick Danner, are the hosts of this. Six or seven months ago, Mayor White asked me if I’d be willing to come to talk about what we’ve seen around the country and how it related to the Greenville story and the ways in which things have developed in your part of the state and the country. Both my wife and I are going there for the conference.

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You’re going to speak when you come here. What will the topic be? I think I’m going to be the emcee for a couple of panels with mayors from other parts of the country and some of the industrial leaders there. … Then I’m going to give a talk, I think the title’s going to be “Eleven Secrets of Civic Success,” or something like that, about some of the conclusions that we’ve seen around the country, and they’re part of a book that my wife and I are writing right now that will come out next year.

5.12.2017

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MANUFACTURING

BMW’s US sales decreased 12.2 percent in April Sales of one BMW model produced in Spartanburg County — the X3 — increased in April, but the German automaker’s U.S. business declined 12.2 percent during the month. BMW of North America reported last week it sold 26,105 vehicles in April, compared with 29,747 during the same month of 2016. For the year, the company said its sales are down 2.8 percent to 108,038 vehicles, compared with 111,199 during the first four months of the previous year. “For BMW, tight supply of key models had a strong effect in April,” said Bernhard Kuhnt, president and CEO of BMW of North America, in a statement. “Our very popular new 5 Series is still ramping up production as the latest variants are making their way to our dealerships. Our Sports Activity Vehicles are still in high demand with the X1 and X3 turning in good results.” Meanwhile, the company reported its BMW brand sales fell 9.3 percent for the month and are down 1.3 percent for the year. —Trevor Anderson “Purveyors of Classic American Style” 23 West North St. Downtown Greenville 864.232.2761 rushwilson.com

BMW APRIL 2017 SALES Model

4/17

4/16

+/-

3,204

2,422

291

YTD 2017

YTD 2016

+/-

+32.3% 16,773

12,633

+32.8%

364

-20.1%

1,179

1,837

-35.8%

3,400

3,711

-9.8%

15,472

13,184

+12%

561

608

-7.7%

2,089

2,252

-7.2%

BMW light trucks

7,456

7,165

+30.8% 35,153

30,536

+16.3%

X models made in Spartanburg

KEMET announces completion of refinancing KEMET Corporation (NYSE:KEM), a leading global supplier of passive electronic components, announced that it has entered into a new $345 million term loan credit facility. The proceeds are being used, together with cash on hand, to fund the redemption of all of KEMET’s outstanding 10½ percent senior notes due 2018, which were also called for redemption. The new term loan credit facility provides KEMET with lower annual cash interest expenses, resulting in interest expense savings of approximately $13 million annually, and provides additional operational flexibility to support its long-term growth objectives. The term loans were sold at 97 (with an original issue discount of 300 bps) and will bear interest at KEMET’s option at the base rate + 500 bps or LIBO + 600 bps (with a 100 bps LIBO floor), and reflect a current corporate rating of B3/B. The term loans mature April 28, 2024. —Staff Report

TRANSPORTATION

Greenlink to test Proterra bus Greenlink, Greenville’s bus service, is planning to test a Proterra bus as part of an ongoing effort to include a battery-powered bus in its fleet. Greenlink plans to carry passengers in the Proterra bus on one of its routes on June 22 and 23, said Gary Shepard, director of the bus service. He said data gathered during the experiment would strengthen an application for federal funds that Greenlink intends to make by a June 26 deadline. The bus service will apply for some of up to $55 million that the Federal Transit UBJ | 5.12.2017

INFORMATION YOU WANT TO KNOW

| NEWS IN BRIEF

Take Time to Celebrate Photo by Will Crooks Administration is making available to help transit agencies deploy low-emission or no-emission vehicles. Greenlink already has $300,000 from the state Legislature to use as a local match for federal funds. Proterra is a California-based manufacturer of battery-powered buses whose main factory is located along Interstate 85 in Greenville. Company spokesman Steven Brewster said the test runs in Greenville will further prove Proterra’s technology and help it learn even more about customer needs. “We’re open to doing more in the future, given the success of this collaboration,” Brewster said. The Clemson area’s bus service, called CATbus, already operates six electric buses in Seneca that were made by Proterra in Greenville. In addition, CATbus recently secured nearly $4 million in federal funds to buy seven more electric buses. —Rudolph Bell

I am writing this article after our annual State of the Company celebration. We just spent the past few hours reviewing our accomplishments of the past year, presenting our goals, and celebrating our team. Truthfully, this event is usually planned in early March after all year end numbers are confirmed and the previous year has been reduced to statics. When March passed by this year, I figured we were all so busy that no one would mind if we don’t make the annual production. But guilt set in and after I spoke to some key advisors, I was determined to take the time to make this festivity happen. Now, I sit in the afterglow of a successful event and realize this is one tradition that I will not let pass again. This morning in a beautiful offsite venue, the Propel HR team relaxed, laughed, ate, and celebrated our victories. Each department reported to the company and everyone gained more respect for their co-workers’ hard work. We recognized employees for their tenure as well as their commitment to our core values. Everyone left proud and in high spirits. The benefits of celebrations go far beyond the enjoyment of the party. Here are a few of the gains from well executed celebrations: • Team Building

CUSTOMER SERVICE

• Breaking Down Silos between Departments

T&S Brass renovates customer contact center to improve service

• Rewarding Top Performers

T&S Brass, a leading manufacturer of innovative foodservice and commercial plumbing products, has completed an extensive renovation of its customer contact center to provide additional space for the growing department and improve service to customers. The renovation and expansion boosted the contact center’s capacity by 25 percent and provided updated facilities, including team seating organized into pods that encourage collaboration among team members. In addition, enhanced lighting, adjustable sit-and-stand desks, and sound-buffering tiles were added to improve the working environment for the team. —Staff Report

• Boosting Morale • Integrating New and Out of Town Employees • Sparking Innovation • Motivating Performance • Fostering a Positive Culture As an HR company, we understand the value that special events, as well as small celebrations, have on a company’s culture. Our HR team plans monthly themed celebrations with games, contests, and good food. We host family picnics, cookouts, and holiday parties. We gather together to recognize employee milestones such as birthdays, weddings, and new babies.

INVESTMENT

Yet, today felt different. Today, we celebrated each other.

Turner Padget launches Palmetto Propeller, invests $1M in SC businesses

Most days, tasks get in the way and as a society, we don’t slow down enough to acknowledge our accomplishments. We are so focused on the next task that we often don’t reflect on past performance. Today was a good reminder to make sure that our company gathers regularly to celebrate the good work we do and to lift each other up. I am already planning for next year!

Turner Padget Graham & Laney, P.A. is pleased to announce the Palmetto Propeller initiative designed to help South Carolina startups and small businesses achieve success by providing needed legal services at no cost. For nearly 90 years, Turner Padget has been serving small businesses in South Carolina and has been a small business itself. Interested businesses will fill out a brief information form on Palmetto Propeller’s website. All applicants will be vetted to ensure that their business venture is likely to find success and that business plans are in place. From there, Palmetto Propeller members will meet with a Turner Padget attorney to discuss their business needs and goals and the appropriate strategy to achieve success. —Staff Report

Lee Yarborough President

669 N. Academy St. Greenville, SC 29601 propelHR.com Info@propelHR.com 800–446–6567

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upstatebusinessjournal.com

FIRST LOOK |

A SNEAK PEEK AT NEW LOCATIONS IN THE UPSTATE

The interactive bowling system allows bowlers to personalize the scorekeeping with various backgrounds and themes and post the play-by-play on social media. Photo by Will Crooks

Let’s Get Ready to Rumble Boutique bowling alley Stone Pin Company set to open ARIEL TURNER | STAFF

aturner@communityjournals.com On May 15, the long-awaited boutique bowling alley Stone Pin Company officially opens under the event space Revel at 304 E. Stone Ave. in Greenville. The opening was delayed from its original May 1 date because of construction hang-ups, but the space is now ready to rumble, co-owner Howard Dozier says. Dozier also owns Revel, Pour Lounge, and Comedy Zone. Stone Pin has its own entrance on the ground level separate from Revel 14

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with parking available in the neighboring Canal Insurance lot. The space includes six lanes, three on each side with a full bar and lounge in the center. Bowlers can wait their turns while lounging on crescent-shaped faux-leather sectionals that are several notches above the usual hard plastic bowling chairs. The interactive bowling system allows bowlers to personalize the scorekeeping and post the play-by-play on Facebook for their friends to comment on. The system also suspends the bowling pins by strings, rather than having them loose, requiring less time for reset. After the second (or first

if you’re expert-level) frame, the pins are lifted back into place. “Our system resets in less than 10 seconds,” manager Andy Robinson says. The rustic industrial décor using reclaimed wood and various metals was designed and fabricated by TreeHugger Customs, which also transformed Revel’s interior. Dozier says he wanted both levels of the building to have similar aesthetics. Revel caterer Good Life Catering will provide the bowling-themed, trendy menu offerings, which will be prepared upstairs in the kitchen and then transferred via dumbwaiter to

the bowling alley below. The bar menu will also feature craft cocktails. For private parties, Dozier will rent out three lanes but leave the remaining three for regular business, which will operate on a first-come, first-served basis. Hours of operation are Monday– Wednesday 11 a.m.–midnight; Thursday–Friday 11 a.m.–2 a.m., Saturday 10 a.m.–2 a.m. and Sunday noon–midnight.

Stone Pin Company 304 East Stone Avenue 864-603-1584

A SNEAK PEEK AT NEW LOCATIONS IN THE UPSTATE

| FIRST LOOK

Stone Pin owner Howard Dozier wanted the upstairs and downstairs designs to be cohesive, so he hired TreeHugger Customs, who transformed the upstairs former Handlebar into the current Revel event space, to design the steampunk, rustic industrial bowling alley using reclaimed materials. Photos by Will Crooks

The bowling pins are attached to strings, which allows for quicker reset. Photos by Will Crooks

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upstatebusinessjournal.com

PHOTOGRAPHY BY CHELSEY ASHFORD PHOTOGRAPHY

FOSTER VICTOR WEALTH ADVISORS

Essentially, our main goal is to be the quarterback of our clients’ financial team.

Rob Victor, a principal at Foster Victor Wealth Advisors, majored in accounting at Furman but didn’t want to go the public accountant route. An internship in wealth management set him on a new course, and when Paul Foster took Victor under his wing, something clicked. “Through that mentoring relationship came a partnership, and the idea to build a team of professionals committed to concierge quality services,” said Kylie Felker, chief operating officer. Foster Victor Wealth Advisors specializes in comprehensive financial planning that aligns clients’

future goals with their current financial situation, Victor said. “The first step in our process is to put together a true written financial plan that takes everything into account, looks at all of the moving parts, and develops a road map. Then we identify planning gaps and strategies to help clients achieve their goals by making small tweaks while time is on their side.” The expertise and services are designed to be delivered to the client as conveniently as possible. “Essentially, our main goal is to be the quarterback of our clients’ financial team. We do this by bringing trusted specialists together

AS SEEN IN BEHIND THE COUNTER 2017

to meet specific needs as well as help with a long-term strategy,” said Rand Baughman, chief investment officer. Since launching the company in May 2016, the team has experienced the fulfillment that comes from bringing a positive financial impact to families. “In today’s world, with the debt crisis, people need to be educated about planning, savings, and budgeting,” Victor said. “People don’t like talking about money, but generally if they make a few changes, they can accomplish great things.” And because the team is relatively young, they are excited to maintain client relationships throughout different life

phases. “We can be the financial planning team that navigates now, retirement and generational wealth transfer,” said Felker. The Foster Victor team loves giving back to the Upstate community and prides itself on encouraging employees to be involved. From the GHS MedEx Academy to the Forum Board at St. Francis and local non-profits like the Humane Society and Emrys, you can always find team members out and about in Greenville. “Our goal is to make a lasting impact by providing a great place to work, helping families meet their financial goals, and continuing to invest in a thriving Greenville,” said Paul Foster.

10 South Academy St., Ste 250 Greenville fostervictorwa.com

FIRST LOOK |

A SNEAK PEEK AT NEW LOCATIONS IN THE UPSTATE

1. The Noble Dog Hotel’s boarding area has 56 suites availabile in three room sizes. 2. The Noble Dog Hotel is located at Hampton Station behind Birds Fly South Ale Project. 3. The “fitness center” is open to both hotel guests and doggie day care clients. Photos by Will Crooks

Five Paw Treatment The Noble Dog Hotel is ready to pamper your pup EMILY PIETRAS | ASSOCIATE EDITOR

epietras@communityjournals.com

Nearly a year after plans were first announced, the Noble Dog Hotel, a luxury boarding, day care, and grooming service located at Hampton Station, opened May 9 and is scheduled for its grand opening celebration on May 20. The concept is a joint venture between owner Jen Hanna, general manager Mike O’Connell, and investors Bo Stegall and Graham and Lynda Kimak. And the moment that dog owners step into the Noble Dog Hotel lobby, there will be little doubt that their four-legged friend is in for some five-star treatment. The design reflects an urban industrial aesthetic, with high ceilings, exposed brick, and reclaimed wood featured throughout the spacious 10,000-square-foot facility. The lobby’s centerpiece is a reception desk made of wood from a Clemson-area home built in the 1800s. On the wall behind the desk hangs a large panel sourced from the same material. It is 18

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now emblazoned with the business’ logo — a dog wearing glasses and a bowtie — courtesy of local artist Tausha Wallace of Southern Bliss Designs. Adjacent to the lobby is the hotel’s retail area, which will carry dog collars, leashes, food, and toys from local companies. The space’s shelving is built with original wood from a torn-down Hampton Station property. Other adornments include aged bourbon barrels from Hickory, N.C., and a commissioned painting by Athens, Ga.-based artist Heidi Hensley. Through a window, visitors have a full view of the hotel’s indoor, climate-controlled “fitness center.” The fitness center is an open area that features movable fencing to separate dogs by age, size, and activity level as needed. Rubber flooring adds comfort to dogs’ joints and feet and, as a bonus, provides some noise control. The fitness area is open to both hotel guests and doggie day care clients. Day care hours will be 7 a.m.

to 7 p.m., Monday through Wednesday; 7 a.m. to 10 p.m., Thursday through Saturday; and 9 a.m. to 9 p.m., Sunday. In addition to monthly and yearly membership plans, the Noble Dog will also offer hourly, half-day, evening, and single-day passes for the fitness center. Behind the lobby is the boarding area, which includes 56 suites available in three room sizes: the 24- and 36-square-foot Swamp Rabbit Suite (nightly rate of $50 for one dog) and the 60-square-foot Hamptons Penthouse Suite (nightly rate of $69 for one dog). Dogs from the same family can stay together in a suite at a discounted rate. Each suite includes bedding from Snoozer Pet Products and a webcam for owners to check on their dog via computer or mobile app. Dogs are monitored 24/7 by an on-site staff member and all of the facility’s webcams connect to a single computer. The suites, which are constructed from metal, glass, and hardie board,

were custom made by Leesburg, Ohio-based Mason Company, which specializes in the design and manufacturing of kennels and enclosures. Hanna says the design was intended to resemble an “urban loft,” and the boarding area’s exposed brick walls and high ceilings complement that vision. And although this is a hotel for dogs, room service is still an option. A private chef will prepare special meals — including turkey burgers, poached eggs, mini pancakes, and various treats — in an on-site kitchen. “All ingredients used are human-grade. We could eat it too,” Hanna notes. The Noble Dog’s “spa,” or grooming area, features two grooming stations, three large tubs, and five separate gated areas where dogs are held. Hanna says the metal tubs look “different from a typical grooming tub” to align with the facility’s overall “industrial look.” The spa will be available to hotel guests and also for

A SNEAK PEEK AT NEW LOCATIONS IN THE UPSTATE

| FIRST LOOK

4. The lobby’s front desk and wall signage are made of wood originally from a Clemson-area home built in the 1800s. 5. A private chef will prepare special “room service” meals in an on-site kitchen. 6. The Noble Dog’s “spa” features two grooming stations, three large tubs, and five separate gated areas where dogs are held. 7. All dog bedding is from Piedmont-based Snoozer Pet Products. Photos by Will Crooks

regular grooming appointments. Special grooming services include a “pawdicure,” teeth cleaning, blueberry facial, and warm towel facial treatment. Even with all the current amenities and offerings, Hanna and her team already have additional plans for the Noble Dog in mind. They hope to construct an outdoor fitness center, along with a bar that will serve beer, wine, and small bites. The area for

the proposed bar features a window in view of the fitness center and a roll-up garage door that opens up to a terrace, which faces an under-construction portion of the Greenville Health System Swamp Rabbit Trail.

The Noble Dog Hotel 1320 Hampton Ave., Suite 8 864-412-5222

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FIRST LOOK |

A SNEAK PEEK AT NEW LOCATIONS IN THE UPSTATE

Erwin Penland’s Change of Scenery ARIEL TURNER | STAFF

aturner@communityjournals.com A truly homegrown Greenville business simultaneously got new, hightech digs and announced a name change the first week of May. Legally still Erwin Penland, the 31-year-old advertising and marketing firm changed its public name to EP+Co. the same week it moved from 125 E. Broad St. to 39,000 square feet of office space across three floors at 110 E. Court St. The building currently also houses Cherry Bekaert, Parker Poe, Hughes Commercial, and the rooftop event venue Avenue. Hughes Agency plans to move in this summer. “We’ve updated our brand identity, which includes a new logo, colors, and font, but most importantly an acknowledgment of the entire organization,” said Con Williamson, EP+Co. co-president and chief creative officer. “We are still the same great EP, but now we are EP+Co. EP+Co. is symbolic of the combined efforts of the entire agency 20

UBJ | 5.12.2017

— not just one person. Ever forward.” EP+Co. has office space on the garden level, half of the third floor, and the entire fourth floor. The firm’s New York office also just moved from Third Avenue to a location in Bryant Park, which is being renovated to match the style of the Greenville space. “This space is meant to feel loft-like, but there’s a throwback to that textile feel that Greenville’s known for,” said Jeff Hoffman, SVP, director of marketing and business development. The design of the space is intended to foster creativity, with the majority of the areas offering flexible usage, or free address. Most employees, unless they use large computer monitors, do not have permanent workstations. All other employees are allowed to work wherever they choose in the space, be it at a desk or in a lounge on a black leather sofa. “As our agency’s kind of evolved and changed over the past 31 years, we’ve also recognized that people travel a lot more,” Hoffman said. “We have a lot

of folks who are gone a lot so you don’t need as much permanent space to be anchored down.” A bank of lockers runs along a half wall bordering an open area with rows of desks, and employees can use those to store personal belongings if they choose to. Tools to enhance creative usage include multiple TVs with Solstice by Mersive integrative technology installed by Fusion Commercial AV that allow unlimited users to connect to a single screen simultaneously. Many of the glass walls are one-third white board to allow for instant brainstorming and documentation. Magnetic walls are installed throughout.

Additional features include: • 20 conference rooms and collaboration spaces. • Two editing suites/Black Box content studio that total 5,000 square feet. • Multiple social media listening

Motorized shades can take The Atrium from great views of the city to near-blackout in a few seconds. Photo by Will Crooks

and data analytics rooms. • Full-service kitchen and break area with two Yee-Haw brews on tap and a popcorn machine. • Large oblong community table and square picnic table built by employees Karl Dunn and Seth Hunt from 200-year-old reclaimed wood (some of the nails were melted down from computers from the old EP building). • The red metal staircase that runs between floors three and four (a nod to the former location’s red spiral staircase). • Designated lactation room for mothers. • The Retreat, a no-call, no-talking space. Hoffman said, “You gotta know where you came from to know where you’re going, and a lot of these pieces elicit that feel of that textile heritage.”

A SNEAK PEEK AT NEW LOCATIONS IN THE UPSTATE

| FIRST LOOK

1 3 1. EP+Co. has taken over two and a half ﬂoors of the Hughes Commercial building at 110 E. Court St. 2. The space was designed as free address with few permanent work stations. 3. Say hello to the entryway on the fourth ﬂoor. 4. Karl Dunn and Seth Hunt built this picnic table from 200-year-old reclaimed wood. 5. Aluminum I-beam benches are a nod to Greenville’s textile mill heritage. Photos by Will Crooks

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SQUARE FEET |

REAL ESTATE DEALS AND DEVELOPMENTS ACROSS THE REGION

ARIEL TURNER | STAFF

FRONT ROW

aturner@communityjournals.com |

@arielhturner

Greenville DRB Urban Panel May public hearing

DRB denies Diner 24 sign, says Grand Bohemian must modernize park lodge look 110 N. Markey Street. Rendering provided by Johnston Design Group

An application by Kessler Enterprise Inc. for a certificate of appropriateness for the building design of the Grand Bohemian Hotel located at 44 Camperdown Way was approved with conditions. 22

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Unleashed Dog Bar planned near Laurens and Woodruff roads Greenville is getting its first official dog bar. KPE & SGE LLC has purchased 69 Rocky Slope Road with plans to open Unleashed Dog Bar before football season. Joe Teague of Joyner Commercial represented the buyer. The building is a 1,000-sqaure-foot brick duplex with an attached 1,000-square-foot warehouse. An additional 3,000–4,000 square feet of property will be used as an outdoor, fenced area where dogs will be allowed to go off leash. The front brick building will be used for an office and dog bathing area, and the warehouse will house the bar, where craft and domestic beer and wine will be served.

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The owners are modeling Unleashed Dog Bar after Lucky Dog Bark and Brew in Charlotte, N.C., where dogs run free in a safe environment while their owners can enjoy 20 brews on tap. —Ariel Turner

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Many local breweries, bars, and restaurant patios are dog-friendly, but dogs must remain on their leashes. This will be the first bar in the Greenville area specifically designed so dogs don’t have to be restrained, as long as all parties follow the rules of conduct.

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GRAND BOHEMIAN HOTEL

RELEASE THE HOUNDS

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A project approved two years ago by the DRB but not yet begun was reintroduced with changes. An application by Johnston Design Group for a certificate of appropriateness for demolition of an existing building and construction of a five-story residential condo at 110 N. Markley St. was tabled until the June session. The project changes include an increase from four to five stories, expanded sublevel parking, and elimination of the previously approved rooftop terrace. The addition of the fifth story is to include various rent levels, with a goal of offering more affordable rental options. The building’s façade will include reclaimed brick. Recommendations were made by the panel to augment the roofline from a straight line to one with multiple levels to provide more visual variation.

The

110 N. MARKLEY ST.

Suggestions were made that more work be done to maintain the park experience for pedestrians, maintain what was termed the “green shield” of trees

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Urban Panel reviewed during its May meeting applications for certificates of appropriateness for Diner 24’s exterior signage, the Grand Bohemian Hotel, and Markley Place condominium development.

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The City of Greenville Design Review Board

and bushes at the end of the Camperdown side of the Liberty Bridge between Falls Park on the hotel site, and address the corner of the east gateway with a wider sidewalk and more open archway to give a more obvious entranceway into the park. Additionally, the panel recommended more thought be given to more modern-looking materials, particularly the roofing, which will be visible far above the tree line and other nearby buildings. The Grand Bohemian’s architect, Christian Sottile of Sottile & Sottile Architects, presented an elaborate three-dimensional, handcrafted wooden model along with multiple material examples for the panel to view. The hotel design is reminiscent of a rustic lodge. Sottile said he views the location of the hotel as a transition from the city into the park, and based the design on the wooded, lush greenery. Panel members asked Sottile and his team to consider modernizing the exterior to appear more in line with surrounding building designs. DRB member Carmella M. Cioffi said the overall design needs to be more urban, presenting more of a clean contemporary line while likely being able to use the same materials in the plan. She cited the

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REAL ESTATE DEALS AND DEVELOPMENTS ACROSS THE REGION

modern lines of the Liberty Bridge that would be in stark contrast to the current design of the hotel. She further recommended moving away from the idea of a park-based architectural design. “I think the building can rise organically from the park and still feel like today’s architecture,” she said. The Kessler Group, along with Sottile & Sottile, will make the recommended adjustments and present them to two members of the DRB for approval.

| SQUARE FEET

Rendering by LMN/LS3P

DINER 24

NEW HOME FOR CLEMSON BUSINESS SCHOOL CLEARS FINAL HURDLE An $87 million facility is one step closer to being added to Clemson’s campus — and College of Business students are a little closer to moving into a new home. Final approval has been given by the State Fiscal Accountability Authority for construction of a new home for Clemson University’s College of Business. Following the approval last Tuesday, work on one of the biggest academic building projects in school history is expected to begin this fall and be ready for occupancy in early 2020, said the school. The building across from Bowman Field will nearly double the space for business education at Clemson, the school said. Construction will be funded through state appropriations, private gifts, and institutional bonds. The building, which will create what college leaders call a “flexible think tank,” will have 160,000 square feet of space to accommodate growth, according to preliminary plans. The building, which is twice the size of Sirrine Hall, the business school’s current home, would foster partnership between academics and industry and provide opportunities for cutting-edge and applied research. “This new home for our outstanding College of Business is a key component of the university’s ongoing efforts to provide the type of academic facilities necessary to keep Clemson among the very best public universities in the country,” said Clemson President James P. Clements. “We very much appreciate the support from our leaders in state government for this extremely important project and look forward to breaking ground on what will become one of the finest business education facilities in the country.” —Staff Report

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has begun construction on a new 18,000-square-foot, two-story facility at 703 Verdae Blvd. near Embassy Suites by Hilton. The Verdae building will replace the Children’s Medical Center’s current location at 131 Commonwealth Drive. The pediatric group also has locations in Simpsonville, Greer, and Powdersville. “They’ve outgrown that Greenville location,” says Larry Webb, principal

The Children’s Medical Center

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with KDS Commercial Properties, which represents the property owner and investor group Center Point MOB Partnership. The pediatric group’s new building will have five physicians and 20 exam rooms. It’s scheduled to open in mid-December, Webb says. “The Children’s Medical Center will be on 7.35 acres in Point Central, and it is a medical professional development with three building sites,” Webb says. “This will be the first site we’re constructing a building on.” The building will be a combination of stone and brick exterior, and its

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Children’s Medical Center to open new building on Verdae Boulevard

The application for Diner 24’s sign, which has been visible in the front of the restaurant at 18 E. Coffee St. and on social media for several weeks, was denied with recommendations that the sign be redesigned w i t h o u t exposed lights and in a style closer to the original, thinner width and verticality rather than the current curved “Route 66” style. Exposed bulbs are a style the DRB allows in the West End, such as the Warehouse Theatre marquee that was installed in the fall, but not downtown. Neon lights were recommended in this case.

maps4news.com/©HERE

construction cost is not being disclosed. “We have discussions underway for tenants for future buildings,” Webb says. “These buildings could be up to 80,000 square feet.”

PROJECT PARTNERS Builder – Caldwell Constructors Lender – South State Bank Developer - Webb Development LLC Contractor – Caldwell Constructors Architect – Dwayne Wood & Associates

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upstatebusinessjournal.com

THE TAKEAWAY |

NOTES FROM THE BEST TALKS YOU MISSED

Breaking the Mold How revitalizing a brand saved the family-owned Lowes Foods By AMANDA LONG senior account director, Hughes Agency

WHAT: Endeavor’s Collaborators & Cocktails professional development monthly series WHERE: Endeavor, a co-working

community for creatives in downtown Greenville’s One Building WHO WAS THERE: 80+ creative, advertising, and marketing professionals and entrepreneurs FEATURE PRESENTATION: Lowes Foods’

Heather George

Endeavor, a co-working space for Greenville’s creative community, hosted Heather George, senior vice president of brand strategy for Lowes Foods, at its April Collaborators & Cocktails professional development series event. Based in Winston-Salem, N.C., Lowes Foods has been expanding into the Upstate, with plans to open its third Greenville-area location on Pelham Road in spring 2018. George shared the strategies the family-owned grocery store chain implemented to transform the Lowes brand, all while not losing focus on its mission to connect local farmers with the community.

The Big Disconnect The combination of being a family-owned business where survival rates decrease with each generation, and the fact that retail grocery businesses operate on razor-thin margins, left Lowes not standing for anything. They were not connecting with their customers and needed to improve the in-store experience. “You can’t just follow the model of ‘stock the shelves and wait for something to happen,’” said George. They dug into big data to understand buying 24

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Lowes Foods’ senior vice president of brand strategy Heather George speaking at Endeavor. Photo provided patterns. When prices were lowered, profits were less, and contrary to popular belief, did not drive more traffic into the store. “Most [shopping] decisions are not rational at all, especially when it comes to the food people eat,” said George. “It is really hard for a data-driven, efficiency-minded business to admit this.”

What Do You Stand For? Lowes Foods realized it was in trouble and had to revamp everything. After poring over research and brainstorming new ideas, Lowes Foods brand values were born: • Local: This family-owned business had a strong history of supporting local farmers, while they felt their competitors were anything but supportive. • Inspiration: They supply ideas to bring joy back into cooking meals. • Passionate: They are passionate about food, where it is from, who made it, and the stories around it. • Wit: Their culture should promote the ability to laugh at themselves and with their customers. • Provocative: Their out-of-home billboard campaigns, with headlines like “Grocery finally grows a pear,” drew praise and criticism, about which George remarks, “Be willing to be who you are and know that you can’t be all things to all people.”

brand owner, putting Starbucks in the store was not a part of my plan. So, we came up with our own concept.” They started to hear feedback that families were shopping together, that shopping at Lowes had become an experience. “We began to think of our stores as a village — and each one was unique,” said George.

Bringing the Community Back to the Table Lowes also began to focus on “bringing community back to the table,” educating customers about topics such as local sourcing and feeding the hungry. What had always been important to the family and employees now spread out to include customers, farmers, and the community.

Spreading the Word When opening in a new neighborhood, Lowes puts a lot of energy into word-of-mouth marketing. They hand-deliver 1,000 boxes to neighbors around the store and hold local vendor fairs to help local producers whose products they carry become more efficient in their operations to help them grow. The success Lowes Foods has seen since their transformation demonstrates how connecting to the heart of your consumer can deepen brand loyalty and sustainability.

Shopping Should be a Sensory Experience Lowes Foods developed concept areas to create a sensory experience, like Pick and Prep, where produce chefs engage with customers on the floor; the Beer Den, where in the Simpsonville store, there is an onsite brewery; and the Cakery, where you can sample freshly made icing and make the candles atop the store-within-a-store light up. They also developed their own in-store coffee experience, Boxcar Coffee and Chocolate. George said, “As a

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Collaborators & Cocktails Presentation by GVL Today

5–7:15 p.m. Members: free Pre-registered guests: $25 Email Endeavor@EndeavorGreenville.com for info.

MOVERS, SHAKERS, AND DISRUP TORS SHAPING OUR FUTURE

| INNOVATE

The Value of Iteration By BRENT WARWICK CEO, ipsoCreative

One of the most significant contributions of technology’s influence on business culture is the concept of iteration. If you aren’t familiar with the term, it’s defined as “the repetition of a process or utterance; repetition of a mathematical or computational procedure applied to the result of a previous application, typically as a means of obtaining successively closer approximations to the solution of a problem.” Historically, if you can use such a word in reference to technology, iteration has been part of programming and software development vernacular. Since the early days of computing, the interface of hardware and software has always been complex. Too complex, in fact, to allow for fully formed, comprehensive solutions to make it to market with traditional approaches to product development. The moment that software caught up with hardware capabilities, hardware development would make another leap and software would then have to adapt. The pace was (and continues to be) so quick and the variables so vast, that no person (or team of people) could wrap their arms around all of it. The concept of iteration in development wasn’t a lofty theory that was deemed to be worthwhile and then followed. It was born out of necessity in a rapidly developing new frontier. Iteration was a response to on the ground realities in tech circles, and it’s still the modus operandi today. But it’s no longer limited to those tech circles. Benefiting Greenville Free Medical Clinic Its counterintuitive value increasingly influences industries, markets, and disciplines outside of tech. The concept is a simple one and it makes sense when you think about it.

A common-sense approach to a complex world Admittedly, there are some oversimplifications here for the sake of brevity. In the last century, an ever-increasing population, the ballooning scale of business, the rapid pace of change, the sophistication of technological advancements, and the vastness of available information has combined to form a complex world. It’s a world that has made it difficult, if not impossible, to develop anything that can comprehensively navigate these factors and go to market in a fully realized state. That’s part of why we experience so many business failures, obsolete solutions, product recalls, and marketing/PR missteps. If, once upon a time, a solution (or product) was conceptualized and developed in a vacuum devoid

of user-input, it would probably still survive. Even if wasn’t ideal, that wouldn’t necessarily cause its demise, because it was the only game in town. For the most part, that’s no longer true. The “luxury” of isolation, of markets cornered by geography, of less competition (because there were fewer people) is gone. That means, for instance, that if you are going to develop a new product or even a new business altogether, you run a great risk if you use the majority of your resources getting ready to go to market. People may not want what you are offering or they may already have something that is similar enough that they don’t feel the need to replace what they have. There are so many choices and alternatives. Those who practice iteration often use the term “minimum viable product,” aka “MVP,” to describe something that is meant to satisfy a need in the market with the intention of constantly improving based on user feedback. This allows you to conserve some of your resources for the future iterations, and it provides you with vital user and consumer input that will help you proactively address the reasons why some people are not opting for what you are offering.

possible. Once it went to print, that was it. You had to wait for the next cycle. Print is an especially perfectionistic mode of communication, one that doesn’t allow for the type of iteration we are talking about (which is partly why traditional media outlets have had such a challenging time adapting to the world of digital). But it’s not just those in print media who struggle with this. Product developers, marketing managers, operation managers, and even aspiring entrepreneurs are all tempted by the desire to get it 100 percent right before allowing something to go to market or even be seen by their potential target audience. This is ultimately to the detriment of what they are trying to achieve. It’s not that things should be rushed or performed with a lack of expertise or excellence. But those things, if not kept in their proper place, will prevent a product or solution from reaching its potential. The process of iteration allows for unknowns to be discovered, for potentially critical flaws to be addressed, and for real-life usefulness to be created and sustained.

The enemy of iteration is perfectionism The most significant reason why the practice of iteration is not adopted is perfectionism, the creeping doubt that something is not perfect or close enough to perfection. While the opposite of this, carelessness, can be just as Going For The Green Charity Golf Tournament detrimental, it’s more Benefiting The Greenville Free Medical Clinic often the case that the desire for something to Celebrating 30 Years Of Serving Our Community be just right causes Co-Hosted by delays and utilizes addiPiedmont Association of Health Underwriters tional resources all while potentially being off the Thursday, May 25, 2017 mark altogether. 11:00am Check-in / 12:00pm Shotgun Start This makes sense, Location: Preserve at Verdae in Greenville, South Carolina really. Not so long ago, Contact for any questions: when print and unidiJay Holloway rectional outlets such as Email: Jay.holloway@bluechoicesc.com radio and TV dominated, Cell: 803-361-6387 communication was largely limited by cycles. Tournament Sponsor Levels Quick changes and quick adaptations weren’t $3000 Gold Sponsor includes: $2000 Silver Sponsor includes: •

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YOUR MONEY |

NEWS AND TIPS FOR YOUR PERSONAL BOT TOM LINE

5 Financial Planning Mistakes to Avoid By DON S. CLARDY Financial Advisor, Northwestern Mutual

We all have goals and dreams for the future. Whether you want to buy your first home, or are planning to open your own business, money is probably one of your primary considerations. This is just one reason why you need to create and maintain a strong, yet flexible, financial plan. Your plan is a tool that helps you get from where you are now to where you want to be in the future. Plan to confidently achieve your goals by avoiding these five financial mistakes.

NOT BUDGETING

DELAYING SAVING FOR RETIREMENT

Thinking that you have “enough,” or knowing you don’t, isn’t reason for not maintaining a budget. There are many online tools that make knowing what’s coming in and what’s going out easy and efficient. After budgeting for a few months, you may be surprised to learn how much you spend on your cable bill, lattes, and eating out. By maintaining a budget and making necessary changes, you may be able to sock away more for your financial goals. If that’s not reason enough, job layoffs or other sudden expenses can happen when you least expect it. Maintaining and reviewing your budget can help ensure you set aside extra cash in the event of such financial strain. The rule of thumb is to have three to six months of living expenses saved.

Patience is not a virtue when it comes to starting your retirement savings. As quickly as you’re eligible, be sure to take advantage of any retirement plan offered by your employer — contributing at least enough to earn the maximum match (if one is 26

UBJ | 5.12.2017

Unfortunately no matter how careful you are with your finances, job layoffs, hospital visits, and home repairs can happen when you least expect them. For those true emergencies it’s important to build a financial safety net with an emergency fund.

offered). The younger you are when you start, the more time your money will have to multiply. If you’re self-employed or your company doesn’t offer a 401(k), make sure you’re still saving for retirement by setting up an IRA (individual retirement account). You won’t receive a matching contribution, but you’ll still enjoy tax benefits and possibly greater flexibility than the 401(k).

TAPPING YOUR RETIREMENT SAVINGS FOR NON-EMERGENCY NEEDS

Taking money from your retirement account is like borrowing from your future needs to pay for your present wants. Before the age of 59 ½, withdrawals from these accounts often have stiff penalties and tax costs. It’s best to avoid using these funds. Unfortunately no matter how careful you are with your finances, job layoffs, hospital visits, and home repairs can happen when you least expect them. For those true emergencies it’s important to build a financial safety net with an emergency fund. The general rule of thumb is to keep three to six months of living expenses in an emergency account to avoid tapping into your retirement savings.

NOT BEING PROPERLY INSURED

What would happen to your income, assets, and loved ones in the event of disability or death? To protect yourself and your loved ones, it’s essential to make sure you’re insured against possible financial losses. Although you may not think you need insurance when you’re young and single, at

this time your age and likely good health may make it the best time to buy. If your debt is under control, and your emergency fund is established, consider purchasing disability, life, and long-term care insurance. Speak with a financial professional to help fill your coverage gaps and make sure you review your coverage regularly.

“SETTING AND FORGETTING” INVESTMENTS

It’s important to take time to periodically review your investments for a few reasons. One, your risk tolerance for investments changes over your lifetime, usually being greater when you’re younger and smaller when you’re older. Two, as you advance in life, your goals and investments will need to be updated to reflect changes such as raises, new jobs, moves, and new family members. To make sure you’re maximizing your earning potential and that your investments are accurately reflecting your goals and risk tolerance, plan to meet with a trusted financial representative before one of these milestones or at least annually. Financial planning can seem complex, but with help from the right team, including a trusted financial professional, you can welcome the future with confidence.

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ON THE MOVE |

PLAY-BY-PLAY OF UPSTATE CAREERS

HIRED

PROMOTED

PAUL SEWELL

AMY SHIPMAN

BLAIR HUNNICUTT

Hired as the director of marketing at The Hiring Group. Sewell is responsible for developing and executing marketing programs that directly support the company’s key growth initiatives. Sewell recently relocated to the Upstate from Atlanta, where he spent more than 16 years in marketing communications for technology and B2B companies.

Hired as a technical recruiter for The Hiring Group. Shipman is responsible for identifying and attracting top engineering and technology talent for The Hiring Group clients. Prior to joining The Hiring Group, Shipman was a business account manager with Verizon and has more than 15 years of experience in B2B sales and customer experience.

Joined The Hiring Group as an account manager. With more than 11 years of experience in B2B enterprise sales, Hunnicutt is responsible for business development within key accounts within the U.S. Blair has recently moved back to the Upstate after living in Virginia.

LILLIA MILFORD HOLMES

TAYLOR PERRY

Promoted to chief operations ofﬁcer (COO) at KIYATEC Inc. A Greenville native and USC Upstate graduate, Holmes joined KIYATEC in October 2014 with previous experience including director of cellular therapy at The Blood Connection.

Joined FUEL as a front-end developer. Perry will be responsible for web development and programming, as well as integrating various software and CRM solutions for clients. Prior to joining FUEL, Perry worked with numerous B2C and B2B businesses to implement and oversee the web development process from start to ﬁnish.

VIP

VIP JEFFERSON L. HARRALSON

TED HENDRY

United Community Banks Inc. (NASDAQ: UCBI) (“United”) recently announced the appointment of Jefferson L. Harralson as executive vice president and chief financial officer of both the parent company and its banking subsidiary, United Community Bank. Harralson joins United from Keefe, Bruyette and Woods (“KBW”), where he was a managing director. He joined KBW as vice president in 2002, and was charged with rebuilding the firm’s Southeastern Bank Research effort after the events of September 11, 2001. He has led KBW’s small and midsized bank research team and most recently was associate director of research for the entire firm. Harralson has spent his career focused on the banking industry, particularly small and midsized banks.

Ted Hendry, president of United Way of Greenville County, will retire in December after nearly 40 years of local, state, and national United Way service. Over his career, United Ways he has served have collectively raised more than $300 million, $250 million of which was raised here in Greenville County. Under his leadership, United Way of Greenville County’s annual campaign has grown from $11 million to more than $16.5 million, and its endowment, The Poinsett Society, has grown from $5 million to more than $23 million. “Under Ted’s leadership, United Way of Greenville County has been transformed into one of the highest performing United Ways in the country,” said 2017 board chair Michael Cinquemani. “Our community will forever be grateful for Ted’s contribution to our future.”

INSURANCE James Brown was named the 2016 South Central Agency’s Investment Annuity Production Leader at New York Life’s executive council level. Members of the executive council are among the top 5 percent of New York Life’s elite sales force of licensed agents. Brown received this award because he had the highest amount of commission for New York Life’s annuity investment products sold during the period July 1, 2015 to June 30, 2016.

NONPROFIT Tom and Brenda Boone received the 2017 Meyer Award for their commitment to the Meyer Center for Special Children. They have been engaged with the organization for more than a decade and receive this special honor after donating significant funding to add an additional classroom. Thanks to their generosity, 10 28

HIRED

UBJ | 5.12.2017

more children will receive the education and life-changing therapies they need to reach their maximum potential. GE recently honored Dave Hargett for his multiyear partnership with them. Dr. Hargett is senior consultant and president of Hargett Resources Inc. With over 30 years of experience, he services industrial, municipal, nonprofit, and private clients in the areas of land and water resources management, environmental assessment, waste management, site development, brownfields assessment, and environmental management issues. “Dave and the Lake Conestee Nature Park team have been a great partner to GE for years,” said Kevin Crawford, power customer relationship manager at GE Global Operations. “Dave’s positive attitude is contagious and his work ethic and commitment to the community are unbelievable. He is an inspiration to me personally and to the entire GE Volunteer team.”

PLAY-BY-PLAY OF UPSTATE CAREERS

TECHNOLOGY EDTS, a regional technology consulting firm that specializes in providing managed IT services, network security, and advanced infrastructure solutions to organizations across the Southeast, has added professionals Daniel Gillam, Paul Murphy, and Josh Williams, while promoting Hina Mahmood on its growing team.

CONSULTING Seth Colton was recently selected by the American Association of Political Consultants for the 2017 class of 40 under 40. Colton is the senior vice president of The Lukens Company (TLC), a full-service Republican marketing agency and consultancy. Under his leadership, TLC raised over $135 million for candidates and organizations during the 2016 cycle and executed multichannel voter contact programs that resulted in dozens of victories across the country. His clients have included Ted Cruz for president, Senate Majority Leader Mitch McConnell, Carly Fiorina, Susan B. Anthony List, Republican National Convention, National Republican Congressional Committee, and over 100 candidates for Congress, governor, and state legislature.

FOOD SERVICES Thomas Creek Grill was one of 15 finalists nominated by Airport Revenue News (ARN) and voted on by readers of USA Today in the category of Best Airport Bar/ Restaurant Wait Staff. Thomas Creek Grill was voted into the top 10, snagging the No. 7 spot, and is in the company of other great bars and restaurants found at much larger airports like Hartsfield-Jackson Atlanta International (ATL) and Pittsburgh International (PIT).

TRANSPORTATION VisitGreenvilleSC (VGSC) recently awarded the 2017 Tommy Wyche Vision Award to Greenville-Spartanburg International Airport (GSP). The Tommy Wyche Vision Award honors individuals and organizations that have given a lifetime of service to elevate Greenville as an extraordinary, inspiring, and welcoming destination. Presenting the award on behalf of the board of directors of VisitGreenvilleSC was Larry Bell, chairman of VisitGreenvilleSC and general manager of the Hyatt Regency, as well as Catherine Stoddard, VGSC incoming chair and senior manager of Dixon Hughes Goodman. On hand to accept the award, which has only been given once before, was Minor Shaw, chair of the GSP Airport Commission, and Dave Edwards, GSP Airport District president/CEO.

CONSTRUCTION O’Neal Inc., a Greenville-based integrated design and construction firm, has hired Lori Wray as a project controller, George Koutroulias as a helpdesk technician, and Carolyn Lloyd as a document controls clerk. Wray has more than 10 years of project controls experience, having previously worked for Sugarcreek Construction, Duke Energy, and Andritz Hydro. Koutroulias has more than 10 years of information technology experience, having previously worked for The Gordian Group, AT&T, and Synnex Corporation. Lloyd has more than 25 years of document controls experience, having previously worked for Woodgroup Engineering, Jacobs, and Flour.

EDUCATION Several Bob Jones University graduating seniors were recently hired by local businesses. David Schaedel, pursuing a Bachelor of Arts degree in communication, was hired as a digital marketer at 3Fold Creative. Alexandria Marie Hill, pursuing a Bachelor of Science degree in communication disorders, was hired as a speech-language pathology assistant at Access Therapy. Kassidy Nordeen, pursuing a Bachelor of Science degree in business administration, was hired as an executive assistant at White Bear Consulting. Daniel Sprankle, pursuing a Bachelor of Science degree in business administration, was hired as an inside sales associate at UPS. Kathryn Ownbey, pursuing a Bachelor of Science degree in business administration, was hired at TD Bank. Esperanza Gomez, pursuing a Bachelor of Science degree in nursing, was hired as an acute inpatient nurse at Greenville Health System. Paul Fleury, pursuing a Bachelor of Science degree in business administration, was hired as an auto damage adjuster at GEICO Insurance in Greenville.

| ON THE MOVE

HOSPITALITY Aloft Greenville Downtown has been honored by Marriott with the Opening Hotel of the Year Award for their successful opening in January 2016. The award took into account team engagement during the opening, training completion, and success in sales, revenue, and operations. Led by Greenville native and general manager Jonathan Brashier and developed and managed by McKibbon Hospitality, the hotel features 144 spacious, loft-like rooms; leading-edge technology; and a lively, social atmosphere. Notable features include Aloft’s W XYZ bar and live music series; an outdoor level with a pool, cabana rooms, fire pit, and dog walk; and a unique collection of local artwork displayed throughout the hotel.

MARKETING Infinity Marketing welcomes digital creative designer Austin Witthuhn, social media coordinator Blake Morris, and copy assistant Joshua Tankersley to its team. Witthuhn, a graduate of North Carolina School of Filmmaking and founder of Raven Media, has directed and edited commercial video for marketing campaigns and strategies. He most recently worked as a videographer for Flow Automotive in Winston-Salem, N.C. Morris holds a degree in marketing from North Greenville University and most recently managed social media and communications, including copywriting and event facilitation, for Sunrift Adventures in Travelers Rest. Tankersley, an experienced copywriter and editor, will provide writing support for a variety of clients. Tankersley has been a writer and editor for Enveritas Group as well as an author of children’s and young adult books.

CONTRIBUTE: New hires, promotions, & award winners may be featured in On the Move. Send information and photos to onthemove@upstatebusinessjournal.com.

INNOVATIVE LEADERSHIP SERIES Presented by Clemson MBA and Spiro Institue

George Wofford

VP Core R&D Sealed Air

when:

Friday May 19, 2017 12:00pm - 1:30pm

where:

5 th floor

1 N. Main St.

FREE and open to the public. Space is limited! Register Here: innovativeleadershipmay2017.eventbrite.com

Sponsorship generously 5.12.2017 | upstatebusinessjournal.com provided by:

#TRENDING |

INFORMATION YOU WANT TO KNOW

THE WATERCOOLER Social Chatter RE: SOUTH STATE BANK CUTS DEAL TO ABSORB PARK STERLING BANK “Two members are about to be one member.”

Home Builders Association of Greenville

RE: SPARTANBURG COUPLE LAUNCHES MENTAL HEALTH TECHNOLOGY COMPANY “More great press about Sharpen Minds working with Upstate Warrior Solution. Thanks, Upstate Business Journal!”

Bryan Sullivan “Improving access to care and increasing viable resources for our warriors. #sharpen #uws #ptsd #veterans”

Upstate Warrior Solution

“So very happy to see the launch of Sharpen. Good things do happen to good people! Feeling proud.”

Jennifer Sutton

RE: WHY YOUR SEWER BILL IS PROBABLY GOING TO GO UP “Water is often a forgotten infrastructure and with the growth of the City it’s not surprising. My question would be what mitigation and emergency plans are being developed for when the system fails.”

Mitch Kev Hill

“The new theatre will enable the S.C. Children’s Theatre to expand the number of children and families it serves through theatre, outreach, and education.”

Pete Murray “This new project will have a profound impact on arts education and on children and families throughout the Upstate. Proud to be involved in this effort!”

Derek Lewis “Oh wow… this is epic!”

Sherry Campbell

RE: SOUTH CAROLINA CHILDREN’S THEATRE UNVEILS PLANS FOR ITS MUCH-ANTICIPATED HOME “I’m excited for SCCT!”

Meredith Thomas “Great news!”

Jamie Horowitz

TOP 5:

MAY 5, 2017

E 18 | VOL. 6 ISSU

DIGITAL FLIPBOOK ARCHIVE

The layout of print meets the convenience of the Web. Flip through the digital editions of any of our print issues, and see them all in one place. upstatebusinessjournal.com/past-issues

1. South State Bank cuts deal to absorb Park Sterling Bank

2. Foods company building bakery in southern Greenville County

rs 4 Yea ers 7 Partns 21 Kid

Stripe

3. Greenville becomes nerve center for growing United Community Bank

4. New home for Clemson Business School clears final hurdle

Michael Bailey, Jeremy bie Andrews, the top: e from inson, Robdon Andrews. Clockwis n, Aaron Rob es, Bran /Taylors Mill Robinso olds worth Reev eal, Ken to by Alex Reyn Pho Jason O’N

ALSO INS

W BEER IS NO BREWING LY BUSINESS THE FAMI THE NE XT

BIG TECH

BOOM • RIC

HA RD KR AU

MA N OF SE, CH AIR

THE PA DD

LEBOA RD

1 BILLION • SC’S $2

IDE

BUSINESS

GET THE INBOX CONNECT We’re great at networking.

5. 13 Stripes Brewery opens in Taylors Mill on May 13

*The top 5 stories from the past week ranked by shareability score

UBJ | 5.12.2017

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EVENTS YOU SHOULD HAVE ON YOUR CALENDAR

DATE

EVENT INFO

WHERE DO I GO?

HOW DO I GO?

SCORE Comprehensive Small-Business Startup Workshop

Greenville County Library, Hughes Branch 25 Heritage Green Place 9:30 a.m.–4 p.m.

Cost: $69 (includes materials and lunch); $25 for each additional guest from the same company For more info: bit.ly/2pLuTdy

5/17

Sales Roundtable: Speed Networking

United Community Bank 306 E. North St. 11:30 a.m.–1 p.m.

Cost: Free For more info: bit.ly/2qTgnAp, tjames@greenvillechamber.org, 864-239-3728

Friday

Innovative Leadership Series: George Wofford of Sealed Air

Clemson MBA at Greenville ONE 1 N. Main St., 5th ﬂoor noon–1:30 p.m.

Cost: Free For more info: bit.ly/2pMHEah

Pulse Leadership Luncheon

Hilton Greenville 45 W. Orchard Park Drive 11:30 a.m.–1 p.m.

Cost: Free for members, $25 for nonmembers For more info: bit.ly/2qiBzDy, eaustin@greenvillechamber.org, 864-239-3730

Saturday PRESIDENT/CEO

Mark B. Johnston mjohnston@communityjournals.com

| PLANNER

5/13

UBJ PUBLISHER

Ryan L. Johnston rjohnston@communityjournals.com

EDITOR

Chris Haire chaire@communityjournals.com

MANAGING EDITOR

Wednesday

Jerry Salley jsalley@communityjournals.com

DIGITAL OPERATIONS MANAGER Tori Lant tlant@communityjournals.com

ASSOCIATE EDITOR

Emily Pietras epietras@communityjournals.com

STAFF WRITERS

5/19

Trevor Anderson, Rudolph Bell, Cindy Landrum, Andrew Moore, Ariel Turner

CONTRIBUTING WRITER

Sherry Jackson, Melinda Young

MARKETING & ADVERTISING VICE PRESIDENT OF SALES David Rich drich@communityjournals.com

Wednesday

5/24

SALES REPRESENTATIVES

Nicole Greer, Donna Johnston, Annie Langston, Lindsay Oehmen, Rosie Peck, Caroline Spivey, Emily Yepes

ART & PRODUCTION VISUAL DIRECTOR Will Crooks

LAYOUT

Bo Leslie | Tammy Smith

OPERATIONS

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IN THIS WEEK’S ISSUE OF UBJ? WANT A COPY FOR YOUR LOBBY?

MAY 26 THE INTERNATIONAL ISSUE Upstate, meet the world. World, meet the Upstate.

1988 1989 1990 1991 1992 1993 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011

UBJ milestone

jackson Marketing Group’s 25 Years

Kristy Adair | Michael Allen

CLIENT SERVICES

Anita Harley | Jane Rogers

Chairman larry Jackson, Jackson marketing Group. Photos by Greg Beckner / Staff

Jackson Marketing Group celebrates 25 years By sherry Jackson | staff | sjackson@communityjournals.com

STORY IDEAS:

ideas@upstatebusinessjournal.com

EVENTS:

JUNE 16 THE LEGAL ISSUE Critical information from local experts.

events@upstatebusinessjournal.com

NEW HIRES, PROMOTIONS, AND AWARDS:

onthemove@upstatebusinessjournal.com UBJ welcomes expert commentary from business leaders on timely news topics related to their specialties. Guest columns run 700-800 words. Contact managing editor Jerry Salley at jsalley@communityjournals. com to submit an article for consideration. Circulation Audit by

Jackson graduated from Bob Jones University with a degree in video and film production and started his 41-year career in the communications industry with the U.S. Army’s Public Information Office. He served during

Vietnam, where he said he was “luckily” stationed in the middle of Texas at Fort Hood. He left the service and went to work in public affairs and motorsports at Ford Motor Company in Detroit. After a stint at Bell and Howell, where he was responsible for managing Ford’s dealer marketing and training, the entrepreneurial bug hit and he co-founded Jackson-Dawson Marketing Communications, a company specializing in dealer training and product launches for the auto industry in 1980. In 1987, Jackson wanted to move back south and thought Greenville would be a good fit. An avid pilot, he

learned of an opportunity to purchase Cornerstone Aviation, a fixed base operation (FBO) that served as a service station for the Greenville Downtown Airport, providing fuel, maintenance and storage. In fact, when he started the Greenville office of what is now Jackson Marketing Group (JMG) in 1988, the offices were housed on the second floor in an airport hangar. “Clients would get distracted by the airplanes in the hangars and we’d have to corral them to get back upstairs to the meeting,” Jackson said. Jackson sold the FBO in 1993, but says it was a great way to get to know Greenville’s fathers and leaders

2003 motorsports Division acquires an additional 26,000 sq. ft. of warehouse space

1998 1998 Jackson Dawson moves to task industrial Court

with a majority of them utilizing the general aviation airport as a “corporate gateway to the city.” In 1997, Jackson and his son, Darrell, launched Jackson Motorsports Group. The new division was designed to sell race tires and go to racetracks to sell and mount the tires. Darrell Jackson now serves as president of the motorsports group and Larry Jackson has two other children and a son-in-law who work there. Jackson said all his children started at the bottom and “earned their way up.” Jackson kept the Jackson-Dawson branches in Detroit and others in Los Angeles and New York until he sold his portion of that partnership in 2009 as part of his estate planning. The company now operates a small office in Charlotte, but its main headquarters are in Greenville in a large office space off Woodruff Road, complete with a vision gallery that displays local artwork and an auditorium Jackson makes available for non-profit use. The Motorsports Group is housed in an additional 26,000 square feet building just down the street, and the agency is currently looking for another 20,000 square feet. Jackson said JMG has expanded into other verticals such as financial, healthcare, manufacturing and pro-bono work, but still has a strong focus on the auto industry and transportation. It’s

also one of the few marketing companies in South Carolina to handle all aspects of a project in-house, with four suites handling video production, copywriting, media and research and web design. Clients include heavyweights such as BMW, Bob Jones University, the Peace Center, Michelin and Sage Automotive. Recent projects have included an interactive mobile application for Milliken’s arboretum and 600-acre Spartanburg campus and a marketing campaign for the 2013 Big League World Series. “In my opinion, our greatest single achievement is the longevity of our client relationships,” said Darrell Jackson. “Our first client from back in 1988 is still a client today. I can count on one hand the number of clients who have gone elsewhere in the past decade.” Larry Jackson says his Christian faith and belief in service to others, coupled with business values rooted in solving clients’ problems, have kept

2009 Jackson Dawson changes name to Jackson marketing Group when larry sells his partnership in Detroit and lA 2003

2009-2012 Jackson marketing Group named a top BtoB agency by BtoB magazine 4 years running

him going and growing his business over the years. He is passionate about giving back and outreach to non-prof non-profits. The company was recently awarded the Community Foundation Spirit Award. The company reaffirmed its commitment to serving the community last week by celebrating its 25th anniversary with a birthday party and a 25-hour Serve-A-Thon partnership with Hands on Greenville and Habitat for Humanity. JMG’s 103 full-time employees worked in shifts around the clock on October 22 and 23 to help construct a house for a deserving family. As Jackson inches towards retirement, he says he hasn’t quite figured out his succession plan yet, but sees the companies staying under the same umbrella. He wants to continue to strategically grow the business. “From the beginning, my father has taught me that this business is all about our people – both our clients and our associates,” said his son, Darrell. “We have created a focus and a culture that strives to solve problems, serve people and grow careers.” Darrell Jackson said he wants to “continue helping lead a culture where we solve, serve and grow. If we are successful, we will continue to grow towards our ultimate goal of becoming the leading integrated marketing communications brand in the Southeast.”

2011 Jackson marketing Group/Jackson motorsports Group employee base reaches 100 people

2008 2012 Jackson marketing Group recognized by Community Foundation with Creative spirit Award

pro-bono/non-proFit / Clients lients American Red Cross of Western Carolinas Metropolitan Arts Council Artisphere Big League World Series The Wilds Advance SC South Carolina Charities, Inc. Aloft Hidden Treasure Christian School

CoMMUnitY nit inVolVeMent nitY in olV inV olVe VeMent & boarD positions lArry JACkson (ChAirmAn): Bob Jones University Board chairman, The Wilds Christian Camp and Conference Center board member, Gospel Fellowship Association board member, Past Greenville Area Development Corporation board member, Past Chamber of Commerce Headquarters Recruiting Committee member, Past Greenville Tech Foundation board member David Jones (Vice President Client services, Chief marketing officer): Hands on Greenville board chairman mike Zeller (Vice President, Brand marketing): Artisphere Board,

Metropolitan Arts Council Board, American Red Cross Board, Greenville Tech Foundation Board, South Carolina Chamber Board

eric Jackson (Jackson motorsports Group sales specialist): Salvation Army Boys & Girls Club Advisory Board

November 1, 2013 Upstate bUsiness joUrnal 21

20 Upstate bUsiness joUrnal November 1, 2013

AS SEEN IN

NOVEMBER 1, 2013

Order a reprint today, PDFs available for $25. For more information, contact Anita Harley 864.679.1205 or aharley@communityjournals.com

Kristi Fortner

HOW TO CONTRIBUTE

Solve. Serve. Grow. Those three words summarize Jackson Marketing Group’s guiding principles, and according to owner Larry Jackson, form the motivation that has kept the firm thriving for the past 25 years.

JUNE 2 THE BUSINESS OF FOOD Good eats mean good profits.

EXECUTIVE ASSISTANT

1997 Jackson Dawson launches motorsports Division 1993

1990 Jackson Dawson

acquires therapon marketing Group and moves to Piedmont office Center on Villa.

Holly Hardin

ADVERTISING DESIGN

UBJ milestone

1988 Jackson Dawson opens in Greenville at Downtown Airport

1988

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