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Inside this issue


OCTOBER 12, 2018 | VOL. 7 ISSUE 36


Mark Your Calendars

143 Artists

Tim Speaker

24 New Artists 1 Weekend mac About the Weekend full

89 Locations

Greenville Open Studios allows you to experience the life of local artists at work in their studios for one full weekend, November 10–11.

This free, self-guided tour is a unique experience to engage with our community’s incredible talent, learn about artistic processes, enhance or begin your art collection and become inspired. Visit our website to see work by all of the 143 participating artstis. @macARTScouncil #MACopenstudios

Dorothy Shain



VOLUME 7, ISSUE 36 Featured this issue: New chamber board chairman elected.......................................................................6 Greenville Tech’s new robots........................................................................................12 Fluor lands $14B contract............................................................................................ 24

Greenville-based Bonafide Kayaks currently offers two premium sit-on-top fishing kayaks, the SS127 and SS107. The company will launch its first sitinside kayak, the SI123, next year. Read more on Page 8. Photo by Will Crooks

WORTH REPEATING “I wouldn’t go swimming in my tuxedo or to a black-tie dinner in my swimsuit. Life is about variety. This is a variety of golf. Davis Sezna, owner, Crosswinds Golf Course | Page 18

“We hope to graduate students that are passionate and prepared for the requirements of the profession and have knowledge of environmental systems, design, farm construction, management, harvesting, and marketing of farm-to-table systems.” Jason Bagwell, chairman, horticulture department at Spartanburg Community College | Page 25

“Exposing students to different kinds of robots, making sure they’re state of the art, will allow them to understand the nuances of how these robots work and what it takes to work in an advanced manufacturing environment where you will be working in a much more collaborative setting where the robots are working next to you.” Anand Gramopadhye, dean, Clemson University’s College of Engineering, Computing and Applied Sciences | Page 27

10.12.2018 |





The Lockheed Martin/KAI T-50A is outfitted with an aerial refueling receptacle on its dorsal and a ground-based training system for pilots. Photo provided by Lockheed Martin.

Lockheed Martin loses bid for $9.2B contract to build trainer jets in Greenville ANDREW MOORE | STAFF


he U.S. Air Force’s next fleet of combat training aircraft won’t be produced in Greenville. Last week, the Air Force announced that it has awarded a $9.2 billion contract to Chicago-based aerospace company Boeing Co. to replace its aging fleet of T-38C Talons with up to 475 aircraft and 120 ground-based training simulators by 2034. The announcement marked a 4

UBJ | 10.12.2018

major upset for Maryland-based aerospace and defense company Lockheed Martin Corp., which had proposed to build the aircraft at its facility in Greenville. Officials say the multibillion-dollar project would have brought an estimated 200 to 250 direct jobs to the Upstate. "We were disappointed to learn that the U.S. Air Force did not select our offering," said Leslie Farmer, a spokeswoman for Lockheed. "We believe we presented a very strong solution and await the customer’s debrief to hear more

details regarding the decision." Lockheed was one of three companies vying to build the T-38C replacement. Instead of submitting a cleansheet design, the company partnered with Korean Aerospace Industries to develop a modified version of the T-50 Golden Eagle, a supersonic advanced trainer jet that was developed by the two companies in the 1990s. The upgraded aircraft design, known as the T-50A, featured an aerial refueling receptacle on its dorsal and a ground-based training system for pilots. It also featured a fifth-generation cockpit and open-system architecture, which allows for a faster integration of new sensors, weapons, and other capabilities, according to Lockheed officials.

DRS, the U.S. subsidiary of Italian aerospace firm Leonardo, submitted its T-100, a new version of a jet fighter trainer it already supplies for Italy, Israel, Poland, and Singapore. Boeing partnered with the Swedish aerospace firm Saab to develop a twin-seat, single-engine trainer jet that features a glass cockpit modeled to resemble that of the Lockheed F-35 Lightning II, and an open-system architecture that offers flexibility to evolve as technology, missions, and training needs change. The production capabilities include solutions for radar and sensors, signature management, training and simulation, and support services, as well as for high-resolution 3D mapping, air traffic management, and homeland security.


"Today’s announcement is the culmination of years of unwavering focus by the Boeing and Saab team,” said Leanne Caret, president and CEO of Boeing’s defense business. “It is a direct result of our joint investment in developing a system centered on the unique requirements of the U.S. Air Force. We expect T-X to be a franchise program for much of this century.” Richard Aboulafia, an analyst with Teal Group, an aerospace consultancy in Fairfax, Virginia, told Upstate Business Journal earlier this year that Lockheed had a 55 percent chance of winning the contract since the T-50A didn't involve a lot of upfront development costs that would add to the price. “This entire competition comes down to the costs,” he said. “Boeing has a good aircraft, but Lockheed has the upper hand because there’s less risk involved with their design. It’s been demonstrated.” During a phone interview on Monday, however, Aboulafia said he wasn't surprised by the Air Force's decision to select Boeing for the contract since the company's pricing was apparently "a lot more aggressive" than Lockheed's proposal. In a statement, the Air Force said the original cost estimate to replace its fleet of T-38C aircraft was $19.7 billion, meaning Boeing was somehow able to shave the projected acquisition cost of the combat trainer by more than half. “This new aircraft will provide the advanced training capabilities we need to increase the lethality and effectiveness of future Air Force pilots,” Air Force Secretary Heather Wilson said in the news release. “Through competition we will save at least $10 billion on the T-X program.” The Air Force will initially issue a contract for $813 million to Boeing. The company is expected to deliver five aircraft and seven simulators to Joint Base San Antonio-Randolph, Texas, by 2023. It will build the aircraft at its manufacturing plant in St. Louis, Missouri. Lockheed planned to produce four aircraft per month at its Greenville facility if awarded the Air Force

contract, according to Farmer. The 16-hangar facility, which is located at the S.C. Aviation and Technology Center in southern Greenville County, has  provided modification, maintenance, repair, and overhaul services for both military and civil aircraft since 1984. Lockheed spent three months retrofitting a 38,000-square-foot hangar for the production of the T-50A.  Employees would have come from Lockheed's current employee pool or the avia-

$1.12 billion contract from the U.S. government to produce 16 advanced F-16 Block 70 Fighting Falcons for the Royal Bahraini Air Force. Lockheed Martin plans to hire up to 200 people to support the contract. "The F-16 production line is a significant addition to our industry base, and Lockheed Martin will be in a good position to compete for future projects based on the renovations that have recently occurred on several build-


Aboulafia, however, said he doesn’t expect Greenville to produce many of the supersonic jets. “The F-16’s only real hope for a sustainable line is an India order, and that means building in India,” he told Upstate Business Journal last year. Nonetheless, Lockheed expects its F-16 production line to generate strong sales in the coming years. The company’s first-quarter sales in aeronautics jumped $278 million, or 7 percent, to $4.4

Lockheed Martin’s proposal to build the T-50A as a replacement for the T-38C trainer was rejected by the Air Force. Photo provided tion-training program at Greenville Technical College. "While we are disappointed that the Lockheed Martin proposal was not selected, we are optimistic about Greenville's future in aviation," Mark Farris, president and CEO of Greenville Area Development Corp., wrote in an email to Upstate Business Journal.  Lockheed is currently modifying a 110,000-square-foot hangar in Greenville to house the production of the F-16 Viper, a fourth-generation, multirole fighter jet. As the Upstate Business Journal reported, Lockheed announced plans last year to relocate its F-16 production line from Fort Worth, Texas, to Greenville to accommodate the F-35, a fifth-generation fighter jet with stealth capabilities. The company has received a

ings at SCTAC," Farris wrote. Lockheed is also working to secure a contract with the Indian government that would reportedly involve the purchase of 200 F-16 fighter jets. The company's Greenville facility would assemble some of the initial aircraft if the deal happens, according to spokesperson John Losinger. The remaining work, however, would probably occur in India due to a partnership between Lockheed and Tata Group, India’s leading global enterprise. The contract would also allow India to export its F-16s, which means India could end up competing with Lockheed’s Greenville operations for any work to upgrade about 3,200 F-16s currently in use by various countries, according to Defense News.

billion in part because of higher volume on modernization activities for the F-16 program. Lockheed said the F-16 Block 70 aircraft is fitted with advanced avionics, a proven active electronically scanned array radar, advanced weapons, conformal fuel tanks, and an automatic ground collision avoidance system. It also features an upgraded cockpit and advanced engine, as well as an extended structural service life of 12,000 hours. To date, a total of 4,604 F-16 Fighting Falcon fighter jets have been purchased by 28 customers worldwide, according to Air Force Technology. About 3,000 of those aircraft are flying today. This is a developing story and is being updated as more information is made available. 10.12.2018 |





Richard Hagins elected board chairman of Greenville Chamber of Commerce “Purveyors of Classic American Style” 23 West North St. | Downtown Greenville 864.232.2761 |



UBJ | 10.12.2018

The Greenville Chamber of Commerce has elected S. Richard Hagins to serve as chairman of its board of directors for 2020. Hagins, who is the founder and CEO of Greenville-based company US&S Inc., will serve as chairman-elect throughout the next year and lead the board of advisers, a group of business and community leaders who meet quarterly to review the business community's progress and needs, and plan specific chamber initiatives, according to a news release. He currently serves on the chamber’s strategic cabinet as vice chairman of programs and events and leads the chamber’s facilities committee. “I have devoted over a decade to serving the chamber and the business community, particularly in areas such as creating opportunities for small businesses, supporting Minority Business Accelerator participants, and leading the efforts to ensure our future facilities embody the mission of the chamber,” Hagins said in the release. “As an entrepreneur, I have a tremendous respect for pro-business organizations that exist to drive economic success. The Greenville chamber is the largest organization with that mission, and I’m proud to lead its strategic efforts moving forward.” Hagins spent 23 years as a U.S. naval officer, retiring in 2000 with the rank of commander. He founded his company in 2003, growing from two unpaid employees to more than 250 employees today, thanks to large contracts with the federal government and contractors. US&S Inc. provides facility maintenance and support services, specializing in operations and maintenance, repairs, renovation,

Richard Hagins | Photo provided by the Greenville Chamber of Commerce janitorial, and grounds. Hagins has received numerous awards from the U.S. Small Business Administration South Carolina District Office, including National Minority Small Business Person of the Year in 2012 and S.C. Veteran Entrepreneur of the Year in 2014. US&S was also named the Greenville Chamber’s Minority Business of the Year in 2006 and Small Business of the Year in 2014, according to the release.  Additionally, Hagin has served as the programs committee chair of the Greenville Metro YMCA board, board chairman for The Blood Connection, and chairman of the Hillcrest Hospital advisory board. He has also served as a board member of the Mauldin and Simpsonville Area chambers, according to the release. Hagins received a bachelor's degree in electronic engineering technology at Savannah State College and master’s degree in management from Webster University. He also recently completed the Executive Education Program at both the Tuck School of Business at Dartmouth and the University of Washington. For more information, visit – staff reports


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Concierge Care: What is it? You’ve committed. You’re going to be proactive about your health. You’re determined to catch any issues before they become problems. You’re ready to deep-dive into your genetics to better understand your family history and potential future. You’re eager to learn more about nutrition and fitness, and start putting the same effort into aging well as you do your financial wellbeing. Your tax adviser knows you better than your doctor—and you’re determined to change that. So, you call your doctor’s office only to discover you’ll need to wait for an appointment. And wait. And wait. Sadly, this isn’t unusual. In fact, it’s become all too expected. And it’s not just hard on patients. Doctors suffer the effects of our nation’s clogged healthcare system as well, with many physicians feeling stressed, overworked and frustrated. They can’t deliver the level of care they would like, simply because there isn’t enough time—but concierge care is determined to change that. Concierge care is an innovative approach to primary care that turns the typical model on its head. For example, a primary care physician in a traditional practice might have a roster of 3,000+ patients and see 25-40 patients per day. Contrast that with a concierge doctor’s roster of 300-600 patients and far more manageable rate of 6-10 visits per day. Not only does this help eliminate wait times, it also means patients can see their doctor longer, spending more quality time with them. And doctors benefit by having the time they need to get to know patients better and truly address their specific needs. Is it affordable? If you’re thinking this sounds expensive, you may be pleasantly surprised. Since its introduction more than two decades ago, the cost of concierge care—also known as the “membership model”—has been reduced significantly, with most memberships ranging from just $125-$175 monthly. Is it right for you? As a founding leader in concierge care, PartnerMD’s members can answer ‘yes’ to all the points below. Can you say the same? • I can always see my doctor when I need to. • At appointments, I never wait more than five minutes to see my doctor.

Jack Durham, M.D., Family Medicine “My patients share their hopes and fears, and PartnerMD allows me the time I need with them to understand their situation and develop a personalized plan of preventative measures we need to take.”

• At my annual physical, my doctor and I have enough time to get a detailed picture of my health. • My doctor provides personalized fitness and nutrition resources to help me manage my lifestyle. • My doctor actively helps me identify health goals and ways to achieve them. • My doctor knows and treats me as a person, not just a list of symptoms. If you answered ‘no’ to any of these, maybe it’s time to consider PartnerMD as your primary care provider and experience the true, meaningful difference concierge medicine can make in your life. More than personal care, it’s care so personal, it’s like having a doctor in the family.

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Get Outside A Q&A with Luther Cifers, president and CEO of Bonafide Kayaks WORDS BY ANDREW MOORE Bonafide Kayaks | Photo by Will Crooks/Upstate Business Journal


self-described home-school dropout, Luther Cifers began his professional career with an entry-level job at a third-tier automotive parts supplier, quickly climbing the ranks of the company and acquiring skills in manufacturing, engineering, programming, and management. Several years later, after taking up the hobby of kayak fishing, Cifers, along with one of his friends, decided to launch YakAttack, a Virginia-based company that produces accessories for the paddlesports industry. The company, which the duo began in a garage with a few hundred dollars, has since expanded into a 6,000-square-foot plant and become one of the most popular brands in the kayak fishing market. In 2016, however, Cifers decided to design his own fishing kayaks and manufacture them under a new brand: Bonafide Kayaks. Bonafide unveiled its first model at the annual iCAST trade show in Orlando, Florida, last year and announced that it was investing nearly $2 million in a manufacturing facility 8

UBJ | 10.12.2018

at 10 Quest Lane in Greencreating some simple soluville. The operation is extions. Once it became clear pected to create 76 new jobs that there was potential for over the next three years. a real business, I went all in. The Upstate Business UBJ: What inspired you Journal recently caught up to design and manufacture with Cifers to discuss his love your own kayaks? of fishing, his experience as one LC: I made the decision to of the outdoor industry’s start a kayak company in leading entrepreneurs, and the mid-2016. A lot of customers growth of Bonafide Kayaks. had asked me to build a YaThe following transcript kAttack kayak, but I didn’t has been edited and conwant to lose the focus we densed for brevity and clarity. have at YakAttack of leading UBJ: How did you get the industry in accessories, started in the kayak fishing Luther Cifers, CEO/Bonafide Kayaks and I didn’t want to alienate scene — both personally our strong OEM [original and professionally? equipment manufacturer] LC: I’ve had a love for fishing since I was a partners, most of whom are kayak manufackid. Learning about kayak fishing enabled me turers. When market forces and circumstancto access water that was previously unavailable es aligned so that building a kayak made sense, to me, and in doing so, enabled me to take my I decided to start a new company, and keep the fishing to another level. The professional side two separated. YakAttack is in Central, Virwas simply identifying needs in the sport and ginia, and Bonafide is in Greenville.


UBJ: How many kayak models does Bonafide currently offer? LC: In the 2018 season we offered two premium sit-on-top fishing kayaks, the SS127 (MSRP $1,599) and the SS107 (MSRP $1,299). They are similar but are 12 feet 7 inches and 10 feet 7 inches respectively. The SS127 is incredibly stable, has good paddling performance, and high weight capacity. The SS107 is MRE-portable, still very stable, and paddles better than any 10-foot kayak I’ve ever been in. Now we are launching our RS117, an 11-foot-7 kayak that retains premium status, but is priced more economically at $999. This coming February we will launch our first sit-inside kayak, the SI123. UBJ: According to the Outdoor Industry Association, South Carolina is home to a $16.3 billion outdoor recreation economy. Have you seen this statistic reflected in Bonafide’s growth? LC: Our market is nationwide, and as I write this I’m on a plane to the Paddle Expo show in Nuremberg, Germany, to begin to establish international distribution, so local markets don’t impact us very much. What it does do, however, is make it easy to hire outdoor enthu-

siasts as there are a lot of them around Greenville. As far as growth, we shipped our first kayaks January 2018 and are already serious players at the highest tier in premium paddle

Steven Place and Chuck Whitworth | Photo by Will Crooks/Upstate Business Journal fishing kayaks. The SS series is arguably the top premium paddle fishing kayak of 2018. We’re very proud of that and it has enabled us to exceed our sales numbers for 2018, and we expect to exceed our 2019 pre-launch business plan projections, as well. UBJ: What are some of the biggest challenges facing Bonafide right now? LC: As a small but rapidly growing business,


the biggest challenges are those associated with growth. Although growth is what every business wants, it strains your capacity, your systems, and your cash. We’re doing everything we can to adapt those things to manage these challenges, and I’d say we’re winning that battle. UBJ: Can you explain the company’s pricing and distribution strategy? LC: We are a premium brand, with a strict MAP [Minimum Advertised Price] policy. Our distribution is primarily through independent specialty retailers. Premium products like ours require expertise to sell, and we have an ISR network that is very enthusiastic about what we are doing and second to none in terms of expertise and serving the end-customer. UBJ: What does the future of Bonafide look like? LC: The future is bright. We have built a strong brand and a truly unique, standout product line. We will continue to develop new models and expand our operations, but the building we are in has ample room for growth. I’d expect it will handle us for at least the next five years or so. For more information, visit


For the complete Q&A with Luther Cifers, visit

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CU-ICAR students unveil Deep Orange 9 concept vehicle ANDREW MOORE | STAFF Students at the Clemson University International Center for Automotive Research (CU-ICAR) in Greenville unveiled their newest concept vehicle on Saturday, Oct. 6. The 600-horsepower rallycross car is the ninth concept vehicle developed as part of the Deep Orange program, according to a news release. The program provides select graduate automotive engineering students at CU-ICAR with an opportunity to design, build, and test a concept vehicle sponsored by industry partners. Deep Orange 9 was sponsored

Photos provided by CU-ICAR

by Honda R&D America, Inc. (HRA) and supported by Aisin Group, JTEKT Corp., BFGoodrich, Red Bull, and the Specialty Equipment Market Association. “Deep Orange 9 was a platform for Clemson’s students to develop

a concept vehicle that fuses Honda’s challenges to create a carbon-sustainable society while providing customers joy and freedom of mobility,” Duane Detwiler, director of HRA’s Strategic Research Operations division, said

in the release. “We also believe these students can make significant contributions as future HRA associates in helping Honda realize its long-term vision for mobility.” Honda challenged the 19student team at CU-ICAR to create a fuel-efficient vehicle capable of competing in rallycross, a global motorsport that involves sprint-style racing with large jumps, aggressive jockeying, and drifting. The students began working on the vehicle two years ago, engineering their concept around four primary goals: Improve fuel economy, reduce emissions, match current rallycross race performance, and minimize total vehicle

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testing a fully functional vehicle of this level gives our students the perspective, skills, and hands-on experience that allows them to seamlessly transition into the workforce.” Though they begin as production cars, rallycross vehicles are modified with internal combustion engines to meet the power and agility needs of the sport, according to the release. The Deep Orange 9 vehicle combines high-performance, ultra-tough racing features with a clean, fuel-efficient hybrid powertrain, advanced technical innovations, a lightweight/high-

operating costs. “Our program requires students to make highly technical decisions quickly, while also keeping the top-level project goals such as safety, performance, customer

usability, and compressed deadlines in mind,” said Robert Prucka, an associate professor in the department of automotive engineering at CU-ICAR, who led the project. “Designing, building, and

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strength steel structure, and highly dynamic handling and acceleration. Students will continue to refine and improve the vehicle as part of their curriculum, including work on control systems, powertrain, vehicle dynamics, and suspension, according to the release. Michigan-based automaker Ford Motor Co. has partnered with the CU-ICAR in Greenville to sponsor Deep Orange 10. Participating students will design and manufacture an autonomous electric vehicle. For more information, visit


BMW program introduces Upstate students to advanced manufacturing BMW Manufacturing Co. in Spartanburg County is launching a new program to introduce Upstate students to advanced manufacturing. The Driving STEM (an acronym for “science, technology, engineering, and mathematics”) program, which runs through October, provides middle and high school students with an inside look at how the German-based manufacturer builds vehicles using robotics and other advanced manufacturing techniques, according to a news release. “If we’re going to develop the future workforce, we need to expose young people to advanced manufacturing careers early,” said Ryan Childers, department manager for talent programs at BMW, in the release. “A program like Driving STEM will give them a glimpse of an exciting and hightech manufacturing career.” As part of the program, students will participate in a series of workshops inside the BMW Z entr um, the compa ny ’s 28,000-square-foot visitors center and museum, according to the

release. Activities will include virtual-reality sessions, circuit board-building exercises, and interactive lessons about the use of collaborative robots and automated guided vehicles. Students will also be able to observe how the production line operates at BMW when they tour the company’s X3/X4 assembly hall, which is currently being expanded to house production of the new X5 beginning in 2019, according to the release. “An experience like Driving STEM may provide motivation for students to consider a future career in a STEM-related field,” Childers said. “Advanced manufacturing jobs require more skills as technology changes, but this also means higher wages and a rewarding career.” While BMW’s Driving STEM workshops are filled for the fall semester, additional workshops may be offered in the spring semester of 2019, according to the company. For more information, visit – staff reports 10.12.2018 |







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UBJ | 10.12.2018

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KUKA Robotics partners with Greenville Tech ARIEL GILREATH | STAFF Greenville Technical College has four new, high-tech robots thanks to a collaboration with KUKA Robotics. KUKA’s industrial robots, which can be found in major manufacturing plants all over the world, are recognizable by their traditional bright-orange exteriors that range in size from slightly bigger than the size of an arm to large, car-wielding machines. Greenville Tech’s Center for Manufacturing Innovation already had some KUKA robots, but the partnership gives it four new, larger ones to keep during the duration of its partnership with KUKA. In return, KUKA now has a trainer based at the center to teach the company’s clients how to use the robots. Joseph Gemma, CEO of KUKA Robotics, told a crowd at Greenville Tech in September that the company continues to break its

own production record year after year — in 2016, KUKA produced 290,000 robots, which was then a record. Last year the company produced 387,000, Gemma said. The company doesn’t have an agreement with other colleges like the one it forged with Greenville Tech, and Gemma said they chose Greenville Tech because of its location. “This region is becoming a hub for manufacturing, and it is expected to continue to grow over the next decade and beyond,” Gemma said. Some of KUKA’s clients have large plants in the Greenville area, such as BMW, and the partnership will allow a KUKA employee to have a base in which to train clients with the robots. “Robotics training promises to take on greater importance than ever before. Manufacturers are looking to satisfy increased demand with a little help from robotics and automation technology,” Gemma told the crowd.

Meanwhile, Greenville Tech’s center received $700,000 worth of high-tech robots by relinquishing an office to KUKA’s trainer. David Clayton, director of CMI, said the college is looking at new ways of partnering with industries to create a model for manufacturing education. “Our students will have access to these machines, have access to the curriculum; our faculty will be trained to deliver this kind of curriculum here at Greenville Tech for our students,” Clayton said. Dan Donaldson, automotive plant support technician with KUKA, will work out of CMI to train not only BMW employees, but also their suppliers — such as Magna Drive Automotive and ZF Transmissions. “BMW just bought close to 3,000 of our robots, but all of their suppliers as well are using us,” Donaldson said. “We have a lot of customers in this area, so that’s why we wanted to do the partnership.”




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October Design Review Board Urban Panel

Nearly three hours in to the public hearing, a request for pizza and a martini came from two panelists on the city of Greenville Design Review Board Urban Panel. That’s what happens when a deceptively short agenda, which seemed to indicate a shorter meeting, is too good to be true. Two formal applications for review, along with three additional-informal presentations took about three hours on Oct. 4 to wade through, between lengthy presentations, public feedback in support and opposition, and thorough panel discussions. The result was two certificates of appropriateness and mixed feedback during the informal reviews.

FALLS WALK The 12-unit townhome development proposed for 102 Oneal St. received its certificate of appropriateness after an overwhelmingly positive informal review at the September public hearing. Prior to the DRB meeting, the applicant, Falls Walk LLC, which includes developers Terry Birch and Willz Tolbert, met with the residents of the neighboring development, the Brownstones on Rhett Street, and received extensive feedback that they incorporated into the design presented to the panel. The subdivision of the property will still need approval by the City of Greenville Planning Commission before moving forward, but

Falls Walk rendering provided by Johnston Design Group

there is no indication that won’t also receive approval. Scott Johnston of Johnston Design Group represented the applicant during the public hearing and presented product samples of the different materials

planned, including the brownrange tumbled-style brick and white terracotta tile. “It’s a good interpretation that is somewhat refreshing and new,” said panelist Robert Benedict. “I think it’s a good approach.”

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The proposed exterior renovations of 12 S. Main St. where River Street Sweets is supposed to open this fall have caused considerable concern and difficulty for the panelists since the design was proposed at the August DRB. That design was approved, but applicant Lisa Warriner returned this month with a new plan based on difficulties removing the stone facade of the former YAP restaurant. Planning staff recommended the proposed signage be made smaller, returning it to the previously approved size. Previously, the panel was sympathetic to Warriner’s desire to keep the renovations within her budget because she as tenant is undertaking the renovations rather than the landlord. The new design calls for retaining the stone and tinting it a darker color to blend in with the proposed paint color on the upper part of the building. Warriner said a new plan became necessary because her contractor is concerned that removing the stone could cause structural damage to the building that she would not be able to address because of financial limitations. The owner of the neighboring building at 14 S. Main St., Frank Whisnant, spoke in opposition to the new design, calling it “ridiculous” and saying the DRB panel has strayed from its purpose of evaluating appropriate designs on Main Street regardless of the financial constraints of the applicant. “If you can’t afford to do something appropriate on Main Street, Greenville, South Carolina, you should take your project elsewhere,” he said. Between rebuttals from both sides, panel chairwoman Carmella Cioffi issued a warning. “I would like to keep the insult throwing to a minimum,” she said. As in the August DRB meeting, panelist Benedict again brought up the previously approved design from November 2017 for the Ottaray Seafood & Raw Bar concept for the same space. The design then was believed to be historically accurate, removing the stone facade and replacing it with a wooden storefront. “I think we’ve gone astray now and this is just kind of a Band Aid approach,” he said, adding that economic hardship should not be under the DRB purview. He reaffirmed his approval of the Ottaray design and its returning the storefront to the original state and questioned how this new design falls within the downtown design guidelines. “Now we’re allowing [a design] that’s taking a couple steps backwards,” he said. Ultimately, the panel approved a certificate of appropriateness for the application as presented with a condition added by planning staff concerning the size of the proposed sign. Benedict was the one dissenting vote out of four.



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FRONT ROW: informal reviews PACE JEWELERS MIXED-USE Frank O’Brien of O’Brien Commercial Real Estate presented a plan for a mixed-use development at the corner of Pendleton, Irvine, and Branwood streets in the Village of West Greenville. A parking lot and the current Pace Jewelers location sit on the property owned by Steve Pace. The plans call for razing the store and building a less-than 40-foot-tall development that would include a new 1,800- to 2,000-square-foot Pace Jewelers location, a space for an additional retail tenant, and 14 apartments above. Two of those units will be two bedrooms while the remainder will be studio lofts. The required parking for the development will be an angled lot between the new development and the former We Took to the Woods candle shop. O’Brien said it’s Pace’s goal to invest in the community that has supported his business for 60 years and provide housing in the Village at a price point that “should be palatable for the target market.” The DRB panel urged O’Brien to communicate to the architect the need to look at the playfulness of the exterior paint colors used in the Village and use that as inspiration for the design. The basic rendering presented to the panel was not detailed enough to make many judgments, they said, but they liked the idea of the development on the corner of the area’s main retail corridor.

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FRONT ROW: informal reviews AC HOTEL

821 S. MAIN ST.

The AC Hotel in the Camperdown development at 305 S. Main St. has gone through numerous revisions, and yet another one was presented for informal discussion. This time, the operator, Auro Hotels, is looking to add more rooms at the south elevation, pushing the wall out approximately 12 feet. The proposal was met with sharp opposition from both panelist Danielle Fontaine and Cioffi because of the narrowing effect it would have on the entrance to the public plaza. “It makes the stairway to the plaza less appealing,” Fontaine said. “I don’t really like it.” The applicant has the choice to continue with the previously approved design or go back to the drawing board and attempt another addition for the panel’s review.

A new mixed-use project proposed for the property across from Bex Cafe and Juice Bar will maximize the use of a narrow tract of land if it moves forward. The Charlotte, North Carolina-based Durban Group is proposing a multistory, non-traditional hotel with rooftop pool and event space and two street-level restaurants with built-in parking. The design, presented by Matt Mitchell of Wakefield Beasley & Associates, blends traditional mill architecture with modern elements for a design that fits with the other nearby developments. The design calls for multiple murals, one of which will cover the entire back side of the building which sits on the property line. The restaurants, which will feature an extensive outdoor patio area, will be operated by one owner whose identity was not disclosed.

Details that were discussed in the public session were that one concept will be geared towards breakfast and the other will have a pizza oven. Ted Barnes, development partner with Durban Group, declined to discuss details on the project until more plans are finalized in the next 30 days. The panel was generally positive about the design, and suggested a few changes including smaller-scale arched openings on the ground floor and possibly enclosing some of the exterior dining patio areas to allow for year-round usage.

Durban Group from Charlotte, N.C., is proposing a multilevel hotel and restaurant development on the halfacre property near Fluor Field that is currently listed for $2.2 million.

A dynamic, mixed-use structure financed in 2017.

We mix it up. Meet the bank behind the Keith at Verdae.


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821 S. Main St.

Rendering provided by Wakefield Beasley & Associates

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Taking a mulligan Crosswinds Golf Course gets a new owner and a major do-over WORDS BY LAURA HAIGHT | PHOTO BY WILL CROOKS


UBJ | 10.12.2018


sn’t it beautiful?” Davis Sezna is standing on a small elevation overlooking the carefully manicured swales and swells of the Crosswinds Golf Course. He points to a distant spot: “See those railroad ties? What does that say to you?” he asks, waiting patiently for the answer. “Pete Dye,” he prompts. “That’s his signature.” Dye, Hall of Fame golf course architect of some of the bestknown and most-challenging courses in the world (TPC Sawgrass, Harbour Town, and Blackwolf Run, to name a few), designed the ninth hole at this unassuming par-3 course, tucked away at 611 Villa Road, behind the Greenville Downtown Airport. And that’s not the only surprise about Crosswinds, nor is it the only surprise in store for Greenville if Sezna, golf-hospitality impresario and the course’s new owner, executes his vision. Crosswinds is one of a kind among U.S. courses, according to Golf Digest. Each hole was designed by a different architect, many among the most renowned in the world, including Tom Fazio, Rees Jones, Robert Cupp, and Jay Haas. The elevations are also surprising: A distinct improvement over the usual flat and — yes — boring layouts most golfers expect from par-3 courses. But Sezna, who has designed by his count “more than 50 concepts” in his career, sees so much more. He’s working with Greenville architects DP3 to turn the concept to a reality. When the club opens in spring 2019, the most obvious change will be the clubhouse. The old whiteand-green clapboard building is set to be demolished (pending permitting approval), and replaced with a new stone-and-glass 4,500-square-foot facility that will include a 100-seat restaurant and bar, a 450-square-foot open patio, and a rooftop bar and seating area (observation deck), with a small hitting area where happy hour guests can vie for a closest-to-the-pin challenge for $5


for two attempts. Where the current clubhouse has two vending machines, the new restaurant aspires to be “as good as anything in Greenville.” Sezna describes the concept as “sophisticated” and “comfortable favorites.” He is keeping the name of the chef for this new endeavor under wraps, but promises he’s “one of the top five in the South.” The restaurant, with a variety of seating areas inside and out, is intended to be a destination in its own right — not just an after-round grab-and-go. Three stone fireplaces will, he promises, create a welcoming setting all year round.

A scratch golfer, who picked up his first club at age 3 and went on to play college golf at Georgia and win state amateurs in Delaware, Sezna wants the experience to be, above all, fun. And what’s more fun than winning money? Sezna is setting up cameras on each tee and green. Not so the bar patrons can make fun of you, but so every hole-in-one can be documented. Every tee-shot, he explains, is insured. Make an ace on the shortest hole, you’ll win $1,000; on the longest, $5,000. The entire course will be Wi-Fi connected so your music can follow you throughout the round.

A new stone-and-glass 4,500-square-foot clubhouse facility is planned to be constructed by spring 2019. Rendering by DP3 Architects



Crosswinds will have activities appealing to families, kids, couples, seniors, good golfers, and duffers. Sezna hopes to turn the full-spectrum golf experience into a template transportable to other cities. Forget the traditional pro shop. You’ll check in at the bar where an assistant pro will get you started or get you breakfast. A putting course will be built as an homage to The Himalayas, the family-friendly feature of Scotland’s revered St. Andrews, the birthplace of golf. “It’s the most entertaining course,” he says. “It’s moguls, humps, and bumps. And it’s so much fun. Kids and families, couples, students, all come out and play on it. It is less intimidating and people just love being a part of it.” Don’t worry, purists, there will still be a traditional — but smaller — putting green. Sezna is reaching out to the original hole architects, asking if they want to be part of the course update by making some design tweaks to their holes.

Sezna appears to be riding the wave of a new trend in golf, one that throws out old paradigms, stretches rules and norms, and embraces a more-relaxed experience. Faster, less stodgy, less intimidating and more fun. It’s the same trend that has made Topgolf one of the premier golf-entertainment facilities in the country. Greenville golfers are currently awaiting the opening of the local Topgolf facility, which is under construction at the intersection of Interstate 85 and Pelham Road. Embracing trends that fly in the face of a sport so steeped in ancient traditions may seem a contradiction. Sezna, after all, is a member of a dozen of the most prestigious golf clubs in the country as well as the Royal and Ancient, Europe’s equivalent to the USGA. But he sees a relaxation of those traditions as critical to the growth — maybe even the survival — of the game. “Wherever we go, I love those environments but I'm also in the hospitality business,” Sezna


explains. “The first thing you learn is, you have to take the intimidation aspect out of things. Valet parking is intimidating. Wine lists are intimidating, and taking a friend out to play golf is intimidating.” Taking the intimidation out of golf is critical to growing the game. Sezna calls Topgolf “one of the best things that has happened to us in the game. It’s attracting nongolfers to have a good time. It’s totally good for the game.” Crosswinds is “a transitional amenity”; the next step for those who found they had a blast at Topgolf and “are curious to take it to the next level.” “This,” says Sezna, expansively opening his arms, “is the obvious level before you go to a conventional golf course.” One trend dividing more-traditional golfers is players loudly broadcasting their own tunes from their carts on the course. Sezna is incorporating the music trend fully into his golf experience. “I like it in this environment,” he says. “I wouldn’t go swimming in my tuxedo or to a black tie dinner in my swimsuit. Life is about variety. This is a variety of golf.” Eventually, he hopes, Crosswinds players will find themselves ready for more-serious golf. But until you get there, he asks, “why not have a little fun?”

THE START OF SOMETHING BIG Sezna’s vision doesn’t come cheap. He’s anticipating investing more than $2 million in the renovation. He won’t say how it’s funded except that there are private partners involved. The project will have an economic impact on the area as Sezna plans to hire 65 new employees in both the golf and hospitality areas. He expects to have 25,000 rounds played in the first year — a number he considers “under projecting.” And he plans to work with both the Boys & Girls Clubs and The First Tee Upstate. What he is really excited about is being part of “one of the most dynamic and progressive cities in the country.” Others, he notes, are also interested in developing a similar concept in other cities. Not as a franchise, he says, but “more of a privately owned partnership group.” Although it’s a gorgeous day, there’s just one player on the course. Playing alone, he pushes his golf cart across the green right in front of us. A big no-no. But a nonplussed Sezna says: “I am sort of charmed by that.” He turns and calls out to the player: “Nice shot!” And it is, indeed, beautiful. 10.12.2018 |




Creator of enjoyment LAURA HAIGHT | CONTRIBUTER

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Davis Sezna is a contradiction. He’s a man who values joy, fun, and good times above all else, who has been deeply scarred by haunting loss. He is a member of the inner circle of the rarified worlds of professional golf, national politics, and entertainment, yet the project he is really excited about is a little-known par-3 course in Greenville. He has designed the concepts for high-end restaurants across the country, but agonizes over finding the right roll for a cheesesteak cook-off with friends. Sezna grew up, a child of privilege, in a suburb of Wilmington, Delaware. His dad, Wally, was a successful commercial developer and scratch golfer. He put a club in Davis’s hands when he was 3. And, 62 years and two back surgeries later, he hasn’t put it down yet. He graduated in 1975 from the University of Georgia, where he played varsity golf. His college golf experience and state amateur titles opened the mahogany doors of golf’s inner sanctums to him. They have never closed. Although he loved the game, he was around PGA tour players “enough to recognize that I wasn’t going to be one of them.” Yet, he knew he wanted to be in the hospitality business and opened his first restaurant (Klondike Kate’s in Newark, Delaware) in 1980. “Despite all my mistakes,” he recalls, “it survived. It is still the place.” Talking to Sezna is a blizzard of backroom stories and memories of some of the biggest names in golf and politics — from Joe Biden to Greg Norman, Bill Clinton to George Thorogood. In the late ’90s, business was good. Sezna founded the 1492 Hospitality Group in 1990, and built his first golf course — Hartefeld National in Avondale, Pennsylvania, in 1995. Everything was working out. Sezna and his first wife Gail had three sons: Davis Jr. (Deeg), Teddy and Will. Within two years, his two

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youngest sons would both be taken by tragedy: Teddy, 15, in a boating accident in 2000; and Deeg, on his sixth day at Sandler O'Neill & Partners located on the 104th floor of the South Tower of the World Trade Center on Sept. 11, 2001. Sezna defines his personal and business history this way: “Before 9/11 and after 9/11.” In 2004, he sold 1492, which was servicing more than 100 golf clubs, and Hartefeld. In 2009, he became president of the La Quinta Resorts. He and Gail divorced, he remarried. He and his second wife, Barb, share two passions: golf and cooking. “Give me golf and cooking and I’m a happy man,” he says. The couple split their time between Palm Springs, Florida, and their home in Travelers Rest. He first laid eyes on Greenville — a much different Greenville — in 1972 when he played in the Furman Invitational. He recalls the city as reminiscent of “American Graffiti.” He and Barb returned in 2012 when he joined The Cliffs Communities as president and CEO. Two years later, he left to become managing partner of The Heritage Golf Group, a golf course-management company. Today, he and his son Will are business partners in GTE Partners, a turf equipment company based near Tampa, Florida, and the largest independent seller and exporter of pre-owned golf course equipment internationally. He is a member at some of the most-prestigious and exclusive golf clubs in the country, yet he describes himself as “humble and curious.” “I have no interest in being right,” Sezna says, “I’d rather be educated.” On the other hand, he says “conceptualizing” is his “super power.” “I can come up with 10 concepts in a hour,” he boasts, allowing that they might not all be “right.” Asked how he would describe himself, Sezna remains a contradiction: designer or builder, creator or operator, idea generator or team builder? In the end, he chooses “creator of enjoyment.”

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Hughes Development vice president receives commercial real estate award Jayne McCall, vice president of Hughes Development Corp., was recently honored for her 36-year career in commercial real estate. Named to Real Estate Forum’s 2018 Women of Influence list, McCall leads a division in Greenville that manages more than 230,000 square feet of medical office space in nine buildings, and more than 1.9 million square feet of office and retail space. “I have had the good fortune of being mentored by the best, to work on projects from dirt to building occupancy, and make a contribution to [Hughes’] decades of success,” McCall said. “I am grateful and honored to have been

selected for this award, and with humbleness, I will continue to support others in pursuit of their careers.” McCall said one of her proudest career moments was the completion of the 80,000-square-foot Veterans Administration Outpatient Clinic in Greenville. “My military family was just one reason I have such a sense of pride in this first-class development to honor veterans’ service and sacrifice,” McCall said. “It is a facility to support them with a quality environment to meet their medical needs.” For 25 years, the Women of Influence list has featured women in the commercial real estate in-

dustry who work hard in their careers, impact their commu n it ie s , a nd mentor upcoming women leaders in the industry. “A Rudyard Kipling quote is important to me: ‘If you can fill the unforgiving minute/ With sixty seconds' worth of distance Jayne McCall run/ Yours is the Earth and everything that's in it,’” McCall said. “One’s career will pass like an unforgiving minute; the challenge is to run it in full,”

she added. McCall was also recently recognized with the Commercial Real Estate Women's Upstate Career Advancement for Women award. Outside of succeeding in the commercial real estate world, she also serves her community as a board member of the Judson Community YMCA and as a Meals on Wheels delivery volunteer, and she was selected for Class 41 of Leadership Greenville.

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UBJ | 10.12.2018

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SHLTR ARCHITECTS Tara Hile and Chesley White have worked at large architectural firms, and while they had great experiences there, they both knew they wanted to create something different. At a fateful lunch just a couple of years ago, they discovered that they both had an interest in not just architecture, but also real estate development and entrepreneurship. “That’s when we said, ‘Why don’t we just join forces?’” said White. In short order, SHLTR architects was born, opening its doors in October of 2016. The staff includes Hile and White, who are principal architects, along with project manager Maite RayRivera. The small staff is part of what sets this company apart. “We’re very approachable, and we have a strong, client-centered idea about our firm,” said Hile. “Our design process is very collaborative, which in turn helps our clients realize their project goals effectively.” “The relaxed atmosphere here helps us connect with our clients more authentically. There are no rules, we just want to do good work,” White said.

Hile graduated from UNC Charlotte in 2002 and has been passionate about architecture ever since, working with developer/architect David Furman in Charlotte for seven years before moving to Greenville and working with McMillan Pazdan Smith for five years. White graduated from Georgia Tech, where she started out in engineering, but had so much fun on a design assignment for an airline company that she switched majors to architecture. Her analytical and business mindset meshes perfectly with Hile’s more artistic and design focus. Another aspect that sets SHLTR apart is that it is woman-owned. Only a handful of firms statewide are woman-owned, but Hile and White say that won’t be true for long. “Times are changing, and in schools it’s now about 50-50,” Hile said. “We want to show other women that it’s possible to do what you love and have that work-life balance.” For White, that means spending time with her husband, Stephen, who is also in construction, and investing in real estate on the side. When time allows, she loves to travel. Hile and husband Scott, an entrepreneur, are busy spending time with their new 7-month-old son Jackson. She’s member of the Urban Land Institute and is an avid traveler as well, often visiting Canada, where she was born, as well as far-flung locations like Japan, Australia and Germany.



ENERGY Retention Strategies The unemployment rate in South Carolina is currently 3.4% and unemployment rates across the South average 3.9%. With unemployment numbers this low, businesses are not only concerned about hiring the right talent, they are also focused on retaining the workers they currently employ. According to the Bureau of Labor Statistics, approximately three million employees across the U.S. leave their jobs voluntarily each month. High turnover can be detrimental to businesses. Turnover slows down production due to the increased time spent on recruitment and training new hires. It can also hurt customer relations, dampen employee morale, and affect the bottom line. Research suggests it costs businesses approximately 20% of an employee’s annual salary to replace that worker. Once you have invested time and money to hire the right team, how can your company retain the talent. A Glassdoor survey finds that 45% of employees leave jobs because of salary, followed by career advancement opportunities, benefits, and location. Let’s focus on these 4 areas to improve employee retention: SALARY - Amazon has announced plans to raise the company’s minimum wage to $15 per hour effective November 1st. This is almost double the current minimum wage. This may sound high to many small businesses but raising salaries may be an investment in your workforce. To help you make these decisions, you can use an HR provider to perform a comprehensive industry salary analysis. This will provide you with the data to make decisions on wages, as well as the tools to make the changes. CAREER ADVANCEMENT OPPORTUNITIES – There is nothing worse than a dead-end job. Employees will be more engaged if they feel that the job can provide them a future. Offer valuable learning opportunities to your staff, make advancement possible, and establish regular feedback sessions with your employees. The feedback sessions can focus on employee performance metrics as well as ways that the company can improve to provide a better work environment. The employee/employer relationship is crucial to the success of the business and like all relationships, both sides must communicate needs and be willing to listen. BENEFITS – Salary is important but according to Metlife’s 2018 Benefits Trends Study, the right benefit offerings are key to retention. 62% of employees state that benefits are an important reason why they work for their company. Valuable benefit offerings include major medical, dental, vision, supplemental programs such as accident and disability, as well as retirement benefits and paid time off. Small businesses that use a PEO can provide employees top notch benefit plans that many companies can’t access on their own. LOCATION – Although job location may be a reason that employees leave, it is the one area that businesses can’t control as much. However, top employers listen to their employees and work to provide solutions that are a win-win for everyone. If a job can be performed remotely and a valuable employee has no choice to leave due to location, then a remote option may be much wiser than replacing the employee. Consider different work arrangements as necessary to ensure that you can retain talented and engage employees. Employee turnover is costly and hurts the bottom line. In today’s world with low unemployment, businesses are wise to focus on retention strategies. One strategy is to work with a Certified PEO to help with all your HR needs. According to McBassi & Company, companies that use a PEO grow 7 -9% faster, have 10 -14% lower employee turnover, and are 50% less likely to go out of business. That sounds like a winning strategy all around!

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UBJ | 10.12.2018

Fluor Corp. and JGC Corp. will design and build a new processing plant on the coast of Kitimat, British Columbia. The facility will liquify natural gas for overseas export. Photo provided by Fluor Corp.

Fluor joint venture secures $14B contract to build LNG Canada facility ANDREW MOORE | STAFF A joint venture between Texasbased engineering and construction firm Fluor Corp., which has offices in Greenville, and JGC Corp., a global engineering firm based in Japan, has been awarded a $14 billion contract from LNG Canada to design and build its liquefied natural gas export facility in British Columbia. LNG Canada is a joint venture by Shell, Petronas, PetroChina, Mitsubishi, and KOGAS. The companies plan to construct a pipeline that will carry natural gas from northeastern British Columbia to a new processing plant on the coast of Kitimat, where the gas will be liquified for overseas export. “Fluor remains focused on delivering capital efficiency for our clients and we are excited that our joint venture team’s innovative solutions have helped to enable LNG Canada to achieve final investment decision,” said David Seaton, Fluor’s chairman and chief executive officer, in a statement. “We are committed to closely collaborating with LNG Canada and the local community to deliver this project safely and sustainably and to meet client needs.”

The $40 billion project will initially consist of two liquefaction units that will produce an estimated 14 million tons of liquified natural gas per year, according to a news release. LNG Canada has the option to expand to four units in the future. Fluor and JGC will begin site activities this year, with the first delivery of LNG expected around the middle of the next decade, according to the release. More than 4,500 workers will be employed at the peak of construction. The companies  will focus on hiring locally and then throughout British Columbia and Canada. Fluor will book its $8.4 billion share of the contract in the fourth quarter of 2018.  “Fluor delivered its first project in Canada in the 1940s, which was a refinery in British Columbia,” said Jim Brittain, group president of Fluor’s Energy & Chemicals business, in a statement. “Since then, Fluor has been a part of some of Canada’s most-significant capital projects. We look forward to building LNG Canada’s facility and bringing lasting economic benefits to the local community and British Columbia.” For more information, visit




Spartanburg Community College opens Center for Sustainable Agriculture ANDREW MOORE | STAFF Spartanburg Community College has launched a new program to train the next generation of agribusiness entrepreneurs. With support from the Mary Black Foundation and the Dominion Foundation, the Center for Sustainable Agriculture will serve as the centerpiece of a new certificate program focused on sustainable agriculture, agribusiness, and food systems, according to a news release. It was unveiled earlier this month with a celebration and ribbon-cutting event. According to the release, the program is designed for individuals already employed or interested in the production of agronomic crops in a sustainable environment, preparing them for jobs in the agribusiness and food-systems industry. The program, however, has also garnered the interest of students wanting to learn more about urban farming and community food systems, the release said. The first three classes were held this summer. “This is intensive agriculture in a small-scale footprint. Students learn the ecological, biological, environmental, and economic impact of growing food such as fruits and vegetables sustainably,” said Jason Bagwell, chairman of the horticulture department at Spartanburg Community College,

Located off Fairforest Road, the Center for Sustainable Agriculture features about a dozen gardening beds, a decorative silo, a “barn” that has a large open area for events, indoor lectures, and project workshops, as well as a kitchen area for cleaning and sorting produce that’s delivered to community partners like Hub City Farmers’ Market. Photo provided in the release. “The program is designed to strengthen our local environment, food system, and economy by providing educated and skilled employees. It's a great way for someone to jump into this profession or learn more to complement previous education or skills they may have already acquired. And, it's a flexible opportunity since students can begin any term and credits transfer into our horticulture associate degree as well.” Located off Fairforest Road, the Center for Sustainable Agriculture features about a dozen gardening beds, a decorative silo, and a “barn” that has a large open area for events, indoor lectures, and project workshops, as well as a kitchen area for cleaning and sorting produce that’s delivered to community partners like Hub City Farmers’ Market. Students participating in the program are producing about 1.5 acres of organically raised, seasonally grown fruits and vegetables, according to the release. To date, about 900 people have been served through the Spartanburg Urban Mission and its Northside and Cleveland Heights interns and neighbors.  Bagwell said plans for the center include the addition of fruit and nut trees as well as bees, chickens, and goats.

“We hope to graduate students that are passionate and prepared for the requirements of the profession and have knowledge of environmental systems, design, farm construction, management, harvesting, and marketing of farm-to-table systems,” he said.

The Center for Sustainable Agriculture is available for guest tours and school visits. To schedule a visit, contact Jay Moore, horticulture instructor, at For more information, visit


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Greenville Tech Foundation honors local industries at Workforce Development Salute ARIEL GILREATH | STAFF

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Three companies were honored this year at Greenville Tech Foundation’s annual Workforce Development Salute for their support of Greenville Technical College. The honorees — Bosch Rexroth, Greenville Health System, and Michelin North America — have given more than $2.9 million in combined gifts to the college over the years. The foundation has had a signature annual fundraising event for the past 14 years, and for the past three years, it has been called the Workforce Development Salute. The event is the foundation’s largest fundraiser, and proceeds go to the Greenville Tech Foundation’s unrestricted funds portion of its budget. The mission of the foundation is to support Greenville Technical College. Last year, the Workforce Development Salute honored three individuals for their support of the college. This year, it honored these three businesses.

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UBJ | 10.12.2018

Bosch Rexroth, a Germany-based engineering firm that produces hydraulics and machine technology, has supported the foundation and college since 1998 with more than $625,000 in gifts. The gifts include equipment for the college’s hydraulics training labs, scholarships, and equipment for the Center for Manufacturing Innovation. The foundation said Mike McCormick, vice president of Bosch Rexroth,

was also instrumental in the development of the Center for Manufacturing Innovation.

Greenville Health System, which will soon go by its new name, Prisma, has partnered with the college and foundation for several decades, donating more than $1.27 million to scholarships, lab equipment, and more. Brenda Thames, executive vice president and provost of the GHS Health Sciences Center, is a member of the foundation board of directors. GHS employees also serve on some of the college’s advisory committees to help develop curriculum. Students in Greenville Tech’s health sciences programs regularly intern at GHS and work at clinical sites as part of the health system’s partnership with the college.

Michelin North America Inc. started partnering with the college more than 30 years ago and has donated nearly $1 million to the foundation. Michelin’s Scholars Program allows students to receive on-the-job training while attending the college at no cost. Leadership at Michelin also provided guidance on the development of the college’s Center for Manufacturing Innovation. The college said Michelin has employed hundreds of Greenville Tech’s manufacturing graduates and has strengthened the Upstate’s workforce development.




Clemson receives $1.8M grant for robotics virtual reality curriculum ARIEL GILREATH | STAFF A team at Clemson University will receive $1.8 million over the next three years to develop virtual reality-based curriculum for robotics courses. Clemson is one of three agencies in the country to receive the grant from the Department of Defense’s Manufacturing Engineering Education Program, an initiative to support manufacturing and industry-related training in higher education institutions and other agencies. Currently, the university has virtual reality curriculum — or modules — for advanced manufacturing, but not robotics. The manufacturing modules simulate factories for students to walk through on their computers, similar to a video game. From there, students can learn to identify safety violations in a factory from a classroom setting. The team at Clemson is creating a new curriculum, called TIME for Robotics, where students can use virtual reality to build and take apart robots. Anand Gramopadhye, dean of the College of Engineering, Computing and Applied Sciences, is heading up the project and said the curriculum will be developed for three different tracks — associate level students, baccalaureate students, and graduate students. Gramopadhye said the program will allow students to study the different nuances of robots as well as the hazards before they step foot in a factory. “Exposing students to different kinds of robots, making sure they’re state of the art, will allow them to understand the nuances of how these robots work and what

it takes to work in an advanced manufacturing environment where you will be working in a much more Anand collaborative Gramopadhye setting where the robots are working next to y o u ,” Gramopadhye said. Rebecca Hartley, director of operations at Rebecca Hartley the Clemson Un i v e r s i t y Center for Workforce Development, said the curriculum can be accessed on any operating system. “Our virtual reality is primarily keyboard based, but you can use the immersive headgear,” Hartley said. The curriculum won’t replace lab trips, she said, but it will better prepare students to handle the equipment. “The virtual reality will help introduce them to certain pieces of equipment or certain processes before they actually have to do that in the lab,” Hartley said. The team hopes to roll out the modules as early as next year, and it wouldn’t necessarily be limited to Clemson students. “It will be developed with the Clemson influence and piloted with our partners first, but it’s certainly something that we can disseminate to other institutions, and particularly other partners that are using robotics,” Hartley said. The hope is to use the curricu-

Clemson University already has virtual reality curriculum for advanced manufacturing. Now, the school will have it for robotics. Photo provided by Clemson University. lum to attract more students to advanced manufacturing at all three levels — associate, baccalaureate, and graduate.

“They’re all going to be able to learn a skill that will then translate into a sustainable career,” Hartley said.

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Green Cloud expands headquarters with $7.8M investment ANDREW MOORE | STAFF

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UBJ | 10.12.2018

Green Cloud Technologies, one of the nation’s fastest-growing providers of hosted solutions and services, has relocated its headquarters from the Next Innovation Center to Haywood Ridge Office Park at 520 Airport Road in Greenville. The company’s $7.8 million investment is expected to create about 50 new jobs over the next five years, according to the state Department of Commerce. “Many across the state of South Carolina are dedicated to supporting an entrepreneurial business environment and training a highly skilled workforce, so companies like Green Cloud can compete against any global tech company,” said Keith Coker, Green Cloud co-founder and CEO, in a news release. “Our new, modern office will accommodate our projected growth and build on our culture of innovation, teamwork, and collaboration, so we can continue to deliver sophisticated, cloud-based technology solutions to our customers.” Founded in 2011, Green Cloud was established with a business

model focused on building partner networks and providing customers with world-class servers, as well as backup and recovery solutions, according to the release. Green Cloud’s expansive suite of Cisco-powered, cloud-based products, services, and support is scalable to applications of any size, from small and medium-sized businesses to enterprise-class organizations. The Coordinating Council for Economic Development approved job development credits for the project. “We are proud of the growth of Green Cloud Technologies in Greenville, and we are confident in their continued success in providing vital services in a growing area of innovation,” Greenville County Council Chairman Butch Kirven said in a statement. “Green Cloud Technologies’ decision to grow its team and headquarters in Greenville County acknowledges our highly skilled workforce, our technology-driven business ecosystem, and our appreciation for business enterprises in Greenville County.” For more information, visit – staff reports



Cybersecurity: Why aren’t we getting any better at it? By LAURA HAIGHT president,

Here we go again. It’s October and that means it is National Cybersecurity Month. National Cybersecurity Month educates individuals and businesses on the threats and risks of hacking, cracking, and computer-based fraud like phishing and whaling, and provides actionable steps users and businesses can take to protect themselves and their clients. For the fourth year, my company — Portfolio — is proud to be a champion in this endeavor.


According to a Chief Security Officer magazine review of industry experts: The cost of cybercrime damage is expected to hit $6 trillion globally by 2021. That’s up from $3.5 trillion in 2015. Ransomware, which we hardly even knew about in 2015, is projected to hit $11.5 billion in 2019. In 2019, one business will be hit by ransomware every 14 seconds. Verizon’s annual Global Data Breach report has been produced for 11 years. The 2018 report, based on 2017 data, paints an increasingly depressing picture. Here are the report’s findings, based on a review of 53,308 incidents: Seventeen percent of breaches happen because of an error — unpatched systems, unprotected confidential data, misconfigured web servers. Four percent of all employees will click on a phishing email every time. Among private sectors, health care is the biggest target and growing. In public sectors, public infrastructure is the most-frequent target. In 2017, 60 percent of all attacks were perpetrated on small busi-

nesses. Your small business is a primary target now because you most likely have few cybersecurity protections.


I think there are three reasons. We put too much faith in others to protect us — security within the apps we use, safety of the services we connect to (like Facebook?). We feel helpless when we see huge companies like Equifax, Sony, and Facebook get hacked. What can we do that these behemoths cannot? We don’t hear about this all around us. Greenville is not so special that the same metrics would not apply. I think the picture might be different if more businesses came forward and admitted they’d been hacked.


While these steps will not guarantee that you don’t get hacked, they will go a long way toward protecting you, your customers, and your company. Vendors. A large number of breaches happen when a vendor is hacked. The sensitive information of 665,000 Bon Secours patients was breached in 2016 when a vendor left them exposed during a system upgrade. Make sure your vendors are protecting your information. Thorough and focused vetting of their security protocols is critical. Limit access. Give employees the lowest access necessary to do their jobs. Be diligent about reviewing employee and vendor access each quarter. Patching. How did Equifax lose 145 million Americans’ data? By not patching its servers, even when

it was warned it was a target and told there was a fix. Patching can range from relatively simple to very complicated depending on the technology systems in your company. Encrypt email and data. Use the hackers’ tools against them. Ransomware attacks often encrypt your drives and servers; you can do the same thing. Many online services offer encryption for email and data storage. To ensure it’s truly protected, make sure it is end-to-end encryption, both at rest and in transit. Passwords and multifactor authentication. Access security is three-pronged: something you know (your password), something you are (a biometric like a fingerprint or retinal scan), and something you have (like a phone or key fob).

In your business, enforce strong password requirements. Implement two-factor authentication on any system or service that offers it. Employees. Hardware and software can catch a lot. If you buy top shelf and manage and monitor it vigorously, you will likely stop 90 percent of malware, phishing, and other attacks. The other 10 percent can be stopped only by the humanware — authenticated employees or vendors. Training, reviewing, reporting, and developing a business culture that talks about security and rewards employees for being the most important line of defense is the only way you can really stop hackers in their tracks. Visit the National Cyber Security Alliance site for more resources and tools.

October 12 - 14

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10.12.2018 |




Are military occupations transferable? By ROBYN GRABLE founder, Service to Civilian

Every military occupation requires the same thing every civilian occupation requires — technical and soft skills. Veterans have years of hands-on experience and years of training, which translates into skills. However, when they apply online and the application system asks if they have five years of industry experience, they honestly answer no — and that’s the end of their opportunity with your organization. What exactly does it mean to have five years of industry experience? As a hiring manager, can you define

what skills you expect a person to have with five years of industry experience? How does working in the industry for any length of time prove a candidate can do the job and fit into your organization? Putting in the time doesn’t necessarily make a person good at something. Veterans work in multiple industries during their military service and gain highly transferable skills in the process. Define the behavioral skills and competencies that are necessary for exceptional job performance. Identify those skills that add value to the job, the department, and the organization overall. Soft skills, while they can be coached, must be inherent in a candidate. Technical skills can be taught, but they must also be clearly defined to ensure the right person is identified

for the position from the start. Taking the time upfront to define and communicate the successful skills will ensure quality in finding candidates, consistency in interviewing, and competency in hiring. The biggest challenge for transitioning veterans is overcoming misperceptions and misunderstandings about what they bring to the civilian workforce. In an interview with JP Morgan Chase, retired Gen. Raymond T. Odierno, former Army chief of staff, said, “There are many misconceptions about the military, and we need to look at the bigger picture. When we analyze how being an infantryman could translate into a being high-performing employee in the private sector, we need to look at the tremendous traits that military veterans provide. Those

skills can transfer to any field to include the corporate environment with a small investment.” It can be difficult for a civilian employer to understand how a veteran candidate’s experience can translate to the workplace. However, military occupations are highly transferable. Employers must find and hire veterans based on skills. The good news: Veterans are out there to be hired. It may take a little more investment upfront to ensure your organization can attract and retain a veteran, but the business results and community impact will be more than worth it. Veterans Ascend, a revolutionary program that matches veterans to employers based on skills, will launch soon. To learn more, go to, call 864-887-5865 or email


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UBJ | 10.12.2018



Prepping is a must before a job interview By SHAWN KINARD recruiting specialist Godshall Professional Recruiting and Staffing

Have you ever finished an exam and known immediately you got an A? It’s one of the best feelings. While I can’t promise you an A on your next interview, I can promise you will go in feeling more prepared than ever. I’ve been at Godshall for over six years and work with some of the most-trusted experts in the hiring field. We have come up with our best tips to prepare you for your next interview. After reading these, you’ll be an expert, too.

DO YOUR RESEARCH; I.E., STALKING. Let’s be honest, we’ve all surprised ourselves at how good we are at stalking. Thanks to social media, you now can uncover a person’s entire life story without even knowing his or her last name. So why not put those stalking skills to good use? Your goal is to go in feeling like you already work there. Make sure to research the following: The company: • How long has it been around? • What is its mission? • How many employees does it have? • Who are its competitors? • What do they do? • Has it been in the news recently? The interviewers: • What are their job titles? • Check them out on LinkedIn and other social media outlets to see what they’re like, how long they’ve been in those roles, and any other interesting information. • Google them to see if they are in the news.

STUDY THE JOB DESCRIPTION. Sometimes companies do not provide the most detailed job description. When they do, make

sure you truly understand the job and what you will be doing. Nothing shows a lack of detail and understanding quite like telling an interviewer you’re not much of a desk person when you’re interviewing for an accounting position. Also, compare your previous experience with this new role so when they ask why they should hire you, you’ve got the hard facts.

PRACTICE MAKES PERFECT. If you have not interviewed in a while, it would be in your best interest to practice answering some of the traditional interview questions (tell me about yourself; strengths vs. weaknesses; why you are looking; etc.). You want to present yourself as a calm and poised professional. Practicing will help relieve some of those pre-interview jitters and will help you come across more confident, as well.

DRESS THE PART. The company and market will determine what you should wear. For about 90 percent of interviews, traditional business attire is acceptable. When you’re interviewing for marketing agencies or young startup companies, you might be able to branch out a little and show your creativity. Once you have your outfit picked out, put it on a few days before. Have someone else critique it to make sure it all looks good. Make sure everything is spotless and perfectly ironed. Also, it’s a good idea to plan a backup outfit in case your coffee decides to go crazy. Your goal is to leave your home feeling confident and on point from head to toe.

KNOW WHERE YOU’RE GOING. Thanks to the internet, you can now see overhead and street views of the company. Once you have an idea of what the building looks

like, find directions from your home to the company. You might even want to print or screenshot those directions just in case. Finally, drive that exact route the day before to make sure there aren’t any road closings, heavy traffic areas, or anything else that might delay your commute (Waze is a great app to show current wrecks, heavy traffic areas, road closings, etc.). Showing up late for an interview is not professional.


no one else is looking says a lot about your character and how you will act if you get the job.

BRING SEVERAL COPIES OF YOUR RESUME AND REFERENCES. Having extra copies helps you look prepared and organized. In some cases, the hiring manager might’ve lost yours and needs a new one. In other cases, other employees might be pulled into the interview and would like to see a copy, as well. Now go ace that interview!

That receptionist may very well be your ticket into or out of the company. Treat everyone with the same respect whether they are the administrative assistant or the CEO. How you treat people when

Shawn Kinard is a recruiting and branding specialist with Godshall Professional Recruiting and Staffing.


Please take a minute to complete a brief survey about what you enjoy about the Greenville Journal and what topics you would like to see us cover in the future. We’ll use your confidential feedback to help us produce a publication that is a true reflection of the interests of our community.

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10.12.2018 |




IN BRIEF Smith Moore Leatherwood was recognized

in Chambers High Net Worth 2018 for North Carolina and South Carolina. Partners William L. Dennis, J. Tod Hyche and Jill L. Peters Kaess were also honored as “Leaders in the Field” for private wealth law. Chambers and Partners, based in London, publishes annual rankings of leading lawyers and law firms across the world.

VantagePoint Marketing celebrates 25 years

Master Power Transmission,

headquartered in Greenville, acquires LMI Reducers, located in Ada, Oklahoma.

Roy Metal Finishing Inc.

was acquired by Aalberts Industries N.V., a Dutch technology company. RMF is a 57-year-old family-owned business that has grown to become one of the top providers of corrosion resistant coatings to the automotive, heavy truck and industrial/recreational vehicle markets. Current RMF management will remain in position to manage the company in its Upstate headquarters, including John Pazdan, who will lead the company as managing director. “At Michelin, people come for a job but stay for a career. In a historically competitive job market, we are honored to be named as the top automotive employer and in the top 10 among all companies that made the list.” — Dave Stafford, chief human resources officer for Michelin North America on being named to Forbes magazine list as one of “America’s Best Employers for New Graduates”

GODSHALL Professional Recruiting Staffing Consulting


UBJ | 10.12.2018













has been promoted to senior art director at Fuel marketing agency. Crandall spearheads the graphic design for clients’ brand positioning.

has joined Auro Hotels as vice president of design and construction. He brings over 30 years of experience in architecture, construction, and development to his new role. Lapins is a registered architect who most recently worked for Geolo Capital.

has been hired by Godshall Professional Recruiting and Staffing as director of community relations. In her new role, Hoyer serves as the liaison for local colleges, universities, and nonprofit and community organizations.

has joined Godshall Professional Recruiting and Staffing as an information technology recruiter. Martin has 10 years of experience in human resources consulting, most recently in the information technology recruiting industry.

has joined Greyrock Accounting as manager of client services. He is a graduate of Auburn University and brings over 15 years of accounting experience to this role. Williams will manage and oversee multiple client relationships within Greyrock’s portfolio.

VIP Luanne Runge has been named chief operating officer at Elliott Davis, a business-solutions firm with nine Southeastern offices. Based in the Greenville headquarters, she will provide strategic guidance and oversight for the entire company. As COO, Runge will serve on the firm’s executive leadership team, oversee all aspects of day-to-day operations, ensure the company achieves objectives, and serve as Elliott Davis’ human resources team leader and general counsel. “The chance to join an organization that combines nearly 100 years of service excellence with a forwardleaning, entrepreneurial mindset is an incredible opportunity,” Runge said. “Elliott Davis has progressive plans for the future, and I look forward to helping the company achieve its goals while strengthening its position in the marketplace. I’m equally excited to work with a group that’s committed to making the communities in which it does business better places to live and work.”

10.12.2018 |




THE WATERCOOLER 1. Lockheed Martin loses bid for $9.2B contract to build trainer jets in Greenville


28, 2018

2. Flying Biscuit Cafe to occupy right side of Haley building at 656 S. Main St.



3. Front Row: September 2018 Design Review Board Urban Panel

Follow up on the Upstate’s workweek. The Inbox – our weekly rundown of the top 10 local biz stories you need to know.

35 | VOL. 7 ISSUE


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e growth aggressiv plans for New CEO to bring up tappedLounge Gro ing ape in Din Rick Erw flavor to GSP Esc Southern nected rkers con • Page 24 h keep wo arable tec Data, we

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4. Escape Lounge opening at GSP chooses Rick Erwin Dining Group to design menu


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DIGITAL FLIPBOOK ARCHIVE 5. M  uffin Mam names new CEO, embarks on aggressive growth *The Top 5 stories from last week ranked by Facebook reach

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.


WE WANT YOUR BLOOD Thursday, Oct. 25th 10:30-5:00

Pace Jewelers parking lot (1250 Pendleton St.) 12 Sevier Street Greenville, SC 29605 864-282-8600

Join the Village people in an afternoon of life-saving and fun! All donors will receive a Village Goodie Bag and a Walmart gift card. Schedule your time online to guarantee quicker service – otherwise, walk-ins will be served on a first-come, first-served basis.

Show your appreciation...


Reserve your spot today: TBC Donor ID Card (preferred) or photo ID required to donate.


UBJ | 10.12.2018



Mark B. Johnston








Greenville Chamber of Commerce’s Diversity & Inclusion Summit

TD Convention Center 1 Exposition Drive 9 a.m.–7 p.m.

Cost: $150 for members, $225 general For more info:;


Susan Schwartzkopf


Claire Billingsley

COPY EDITOR Rebecca Strelow


Ariel Gilreath, Cindy Landrum, Andrew Moore, Sara Pearce, Ariel Turner



The Greenville Chamber’s Brickyard Minority Business Accelera400 Birnie St. tor’s Information Session for 3–5 p.m. 2019 Cohort

Cost: Free, must register online For more info:; 864-239-3716



MARKETING REPRESENTATIVES Heather Propp, Meredith Rice, Caroline Spivey, Liz Tew



Engenius’s 10 Questions with Melissa Halliburton

Warehouse Theatre 37 Augusta St. 8–9 a.m.

Cost: Free, must register online For more info:


Anita Harley | Rosie Peck



Tammy Smith



The Clemson MBA Program’s Aloft Greenville Downtown FinTech Unicorn, Kathryn 5 N. Laurens St. Petralia, Co-Founder, 4–6 p.m. Kabbage, Inc.

Cost: Free, must register online For more info:


Michael Allen | Amanda Walker





NEW HIRES, PROMOTIONS, AND AWARDS: UBJ welcomes expert commentary from business leaders on timely news topics related to their specialties. Guest columns run 500 words. Contact the editor at to submit an article for consideration.




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


1997 Jackson Dawson launches motorsports Division 1993

1990 Jackson Dawson acquires therapon marketing Group and moves to Piedmont office Center on Villa.


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

Jackson Marketing Group celebrates 25 years

DEC. 7 FINANCE ISSUE Got any thoughts? Care to contribute? Let us know at

UBJ milestone

1988 Jackson Dawson opens in Greenville at Downtown Airport


By sherry Jackson | staff |

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.

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


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

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


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

1998 Jackson Dawson moves to task industrial Court

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

2009-2012 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-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 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 inVolVeMent & 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


NOVEMBER 1, 2013

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

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Circulation Audit by Copyright ©2018 BY COMMUNITY JOURNALS LLC. All rights reserved. Upstate Business Journal is published biweekly by Community Journals LLC. 581 Perry Ave., Greenville, South Carolina, 29611. Upstate Business Journal is a free publication. Annual subscriptions (26 issues) can be purchased for $50. Postmaster: Send address changes to Upstate Business, P581 Perry Ave., Greenville, South Carolina, 29611. Printed in the USA.

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October 12, 2018 Upstate Business Journal  

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