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Greenville firm Jack Porter designed the graphics and visuals found within the Clemson Tigers’ Allen N. Reeves Football Complex. Photo provided by Jack Porter

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VOLUME 8, ISSUE 16 Featured this issue: Ford partners with CU-ICAR for autonomous vehicle project..........................4 Duncan’s best-kept secret: SCC’s Spark Center…………………...................................6 Who’s supposed to protect our data privacy?.........................................................18 TiltMaps, founded by Mark Johnson, allows people to create a custom map poster to commemorate their “favorite city, birthplace, first kiss, or any important place in time.” Unlike other traditional build-yourown map services, TiltMaps displays its maps on an angle, giving the product a different perspective. Read more on Page 14. Photo provided by TiltMaps

WORTH REPEATING “Clemson is Clemson. It’s different than Georgia Tech. It’s different than South Carolina. It’s different than Baylor.”

“I literally started stone as a hobby in my backyard on a picnic table with $3,000 worth of hand tools.”

“Inclusion brings mindsets and skill sets that drive innovation and analytical approaches.”

Christina Harrell, Page 12

John Rozelle, Page 16

Lisa Dwight, Page 19

4.20.2018 |





Brand New Ride Ford Motor Co. to sponsor autonomous vehicle project at CU-ICAR ANDREW MOORE | STAFF Michigan-based automaker Ford Motor Co. has partnered with the Clemson University International Center for Automotive Research (CU-ICAR) in Greenville to sponsor Deep Orange 10, a vehicle prototyping program. Deep Orange is the flagship program of Clemson's two-year master's degree program in automotive engineering, according to a news release. The program provides graduate students an opportunity to work directly with industry partners (Ford,

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Michelin, Toyota, etc.) to design and manufacture a new vehicle prototype. “We look forward to the fresh insights and the energy that the Clemson students will bring to the vehicle development process,” said James Forbes, user experience implementation manager at Ford Motor Co. “This collaboration will provide us a new perspective on the opportunities presented by cutting-edge technologies now available to us.” Students participating in this year’s Deep Orange program will design and manufacture an autonomous electric vehicle, according to a press release. An autonomous vehicle is a form of personal transportation capable of operating without human control. As part of the program, students will explore innovations in user experience, such as ride comfort,

voice and gesture control, and integration of passenger biometric and pose information with vehicle functions. They will also gain real-world experience in financial and market analysis, vehicle design, development, prototyping, and production-planning. Pierluigi Pisu, an associate professor of automotive engineering at Clemson, who oversees the university’s Deep Orange program, said the upcoming project represents a unique and exciting challenge for students and faculty at CU-ICAR. “Deep Orange 10 will give students an opportunity to experience the complexity of modern vehicle development and overcome the challenges of human-centered innovation for the autonomous vehicles of the future,” he said.








We’ll Help You Feel At Home From Contract To Close Residential Real Estate Team, Griffin Bell and Annah Toates


864-272-0556 | 408 EAST NORTH STREET, GREENVILLE, SC 29601

4.20.2018 |




The Spark Happenings in Upstate Biz with Trevor Anderson

Lean in and listen closely. There’s a little secret tucked away off Highway 290 in Duncan that is fueling big economic growth in the Upstate. And no surprise: Now that the secret is out, it’s a concept that leaders from other communities across the country want to replicate in hopes of creating a healthier mix of industries, stronger companies, and new entrepreneurial opportunities, as well as jobs for their citizens.

Spartanburg Community College’s Spark Center

(dig that name!), formerly the Center for Business and Entrepreneurial Development, is racking up impressive numbers as one of the world’s only multisector, multipurpose business accelerators. Since its inception in 2006, the center has helped about 80 companies launch or expand and generated more than 28,000

jobs, $1.9 billion in wage earnings, and more than $100 million in tax revenue. The nearly 400,000-square-foot center serves four project types: soft landings, small-business incubation, workforce employment services, and special projects. Its clients have ranged from small to large companies that hail from 12 countries, including the U.S., Canada, the United Kingdom, France, the Czech Republic, Israel, Italy, Germany, Sweden, the Netherlands, China, and Japan. The list of companies includes BMW, Adidas, Magna Seating, Michelin, and Toray. The Spark Center is a catalyst for economic growth, “not only for the region but the entire state,” says Bob Quinn, executive director of the South Carolina Research Authority (SCRA). Mark Housley, Upstate regional manager of SCRA’s SC Launch, calls the Spark Center “truly unique.” “As more companies see this, they’ll want to be here,” he said. So, what are the incentives for companies and entrepreneurs that use the center? Flexible space for operations, training, assembly and light manufacturing, temporary warehousing, beta testing, and access to other support services. It also offers a foreign trade zone and access to the S.C. Ports Authority’s Inland Port Greer, and it is in close proximity to Interstates 85 and 26. The center works closely with SC Works and ReadySC and is home to the Spartanburg Area Small Business Development Center and the Piedmont chapter of the national nonprofit SCORE association. It’s basically a one-stop shop for business growth and development. A “secret” weapon, if you will. And it’s paying dividends not just for entrepreneurs, but for the region.

Denny’s using the force to feed kids

Spartanburg-based Denny’s Corp. announced it has kicked off a promotional campaign inspired by the upcoming movie “Solo: A Star Wars Story” that will benefit No Kid Hungry. The family-dining chain will sell trading card packs featuring two of 12 different characters from the movie for $3 per pack in its stores and via its online ordering platform Denny’s on Demand. A portion of those sales will be donated to No Kid Hungry, with a minimum guaranteed donation of $1 million. Denny’s has also rolled out movie-themed menu items. Lightsabers up: My family is in.

Spartanburg Chamber pushes for talent retention

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UBJ | 4.20.2018

Some of us have called Sparkle City “home” longer than others, but if you’re new to the scene, beat the learning curve with the Spartanburg Area Chamber of Commerce’s new program, Spartanburg 101. Presented by Spartanburg Regional Healthcare System, the program is designed to help newcomers to Spartanburg become more familiar with the community. It will include three interactive sessions from 8:15-11:45 a.m. on May 16 and 30, and from 3:15-6:45 p.m. on June 13. Participants will “engage in community development efforts, hear from community leaders, discover Spartanburg’s economic drivers, and learn about arts, cultural, and recreational amenities,” according to the chamber. The program, which seeks to boost talent retention in Spartanburg, is open to both newcomers and longtime residents. The cost is $225 for chamber members and $295 for non-members. Sound up your alley? Call Cindy Teaster at 864-594-5022 or email cteaster@



A Smart Investment New natural gas plant begins operations in Anderson ANDREW MOORE | STAFF Duke Energy has begun operations at its new 750-megawatt combined-cycle natural gas plant at the W.S. Lee Station in Anderson County. The plant, which began serving customers on April 5, is part of the company's “balanced approach” to modernizing the fleet, maintaining a diverse fuel portfolio, managing costs, and providing reliable clean energy, according to a news release. Construction of the $700 million plant started in March 2015. “Investing in a smarter, more efficient energy future through projects like the new W.S. Lee plant is

more than just good business — it's an investment in our state that helps attract jobs and industry and make our economy and communities stronger,” said Kodwo Ghartey-Tagoe, Duke Energy’s South Carolina president. The W.S. Lee project has benefited more than 150 companies locally, in South Carolina, across the U.S., and around the world, according to the release. During the height of construction, the project created more than 600 temporary construction jobs and provided about $12 million in work to local subcontractors. The new combined-cycle unit at W.S. Lee Station is also expected to generate about $4.4 million in tax

revenue in 2019 for Anderson County. The North Carolina Electric Membership Corp. owns 100 megawatts of the new plant's energy capacity, according to the release. It receives natural gas through a dedicated pipeline that branches off the transcontinental mainline.

Texas-based Fluor Corp., which has offices in Greenville, oversaw the construction of the plant and installed the plant's pipeline and associated metering and compression equipment on existing Duke Energy Carolinas and Piedmont Natural Gas rights of way. In all, crews poured about 23,000 cubic yards of concrete, placed 436


miles of cable and wire, and installed 29 miles of underground pipe and conduit. The W.S. Lee Station, in addition to the new combined-cycle natural gas plant, has a 180MW natural gas boiler and two dual-fuel 42MW simple-cycle units. Duke Energy closed two coal-fired units at the W.S. Lee Station in 2014 and converted a third coal unit to natural gas in 2015, according to a news release. The company no longer operates any plants in South Carolina that use coal as fuel. Headquartered in Charlotte, N.C., Duke Energy is one of the largest energy companies in the United States. It owns nuclear, coal-fired, natural gas, renewables, and hydroelectric generation, according to the release. The company currently provides about 19,700 megawatts of owned electric capacity to about 2.5 million customers across North Carolina and South Carolina.

| Just a Step Off Stone Creating a new vibrant pedestrian neighborhood off Stone Avenue

864.235.6317 | The intersection at Stone Avenue, North Church Street and Wade Hampton is undergoing a transformation into Downtown Greenville’s next highly coveted walking neighborhood community. NorthPointe will feature both residential and retail opportunities – shops, cafes, and an anchor grocer – to serve the entire North Main District.


4.20.2018 |






A Growing Industry

The life sciences industry has an $11.4 BILLION ANNUAL ECONOMIC IMPACT in South Carolina, with more than 400 firms and 15,000 professionals directly involved in the research, development, and commercialization of innovative health care, medical device, industrial, environmental, and agricultural biotech and products.

Southeastern Medical Device Association bringing annual conference to Greenville ANDREW MOORE | STAFF The Southeastern Medical Device Association, a Georgia-based nonprofit that supports and promotes medical device companies, plans to hold its 12th annual conference from May 2-4 at the Hyatt Regency in downtown Greenville. The conference typically attracts more than 400 attendees from throughout the United States and has become a must-attend event for service providers interested in growing the medical device industry, according to a press release. “The South Carolina medtech industry has been a strong supporter of SEMDA for many years and is growing at one of the fastest rates

in the country,” said Jason Rupp, executive director of SEMDA. “From 2012 to 2014, the number of new medtech businesses grew by nearly 30 percent, so we are looking forward to tapping into this growth.” As part of the conference, the S.C. Biotechnology Organization (SCBio) and S.C. Research Authority (SCRA) have partnered to hold “PitchRounds 2018” — an event for startups and later-stage organizations to present their ideas, innovations, and products to panels of institutional investors, regulatory leaders, venture capital directors, IP experts, and others in structured sessions. Selected participants will receive individual feedback on their presentations and compete for $10,000 in prize money for selected winners.

Participating presenters also receive two full conference registrations and access to meet with investors and partners at sessions and networking receptions. Eversheds Sutherland, one of the largest law firms in the world, is also sponsoring the event. Startups interested in presenting must apply by April 13.

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UBJ | 4.20.2018


“SCBio and our co-sponsors are delighted to make PitchRounds a possibility for South Carolina’s emerging medtech companies to showcase their innovations and solutions, and to directly access investors and industry leaders to gain direct feedback on their innovations,” said Erin Ford, SCBio vice president, in the release.

has been working on. We encourage all early- and later-stage companies to enter the PitchRounds program and showcase the Palmetto State’s talents.” SCBio is South Carolina's public-private economic development organization exclusively focused on building, advancing, and growing the life sciences industry


How to Hire Passionate Employees A passionate workforce can have a direct impact on a company’s bottom line. Passionate people are enthusiastic, caring, and committed about their causes and interests. Employees who are passionate about their jobs will naturally produce high-quality results and always strive for improvement. When faced with an obstacle, they search for solutions rather than viewing it as a burden. In the quest of building a culture of employees who truly love their work, we need to determine how businesses recruit employees who are passionate.

“While entries will be considered from across the entire Southeast and presentation spots are limited, we are confident that South Carolina will be well represented based on the robust pipeline of innovations the South Carolina life sciences community

in the state. The statewide nonprofit has offices in Greenville, Columbia, and Charleston, and represents companies in the advanced medicines, medical devices, equipment, diagnostics, IT, and health care outcome industries, according to the release.

According to Glassdoor Data, the average hiring process in America is approximately 23 days. When a company needs to hire an employee, there are many associated tasks which account for this time. First, the job is posted and resumes are gathered. After the culling of the resumes, phone interviews are performed. The field is then narrowed and candidates are interviewed in person and basic job skills are assessed. Depending on the size of the company and the job needs, a second interview is often completed before the final candidate is chosen. The entire process may take approximately 23 days, but the actual face-to-face time with a potential new hire may only be a few short hours. How can a hiring manager determine a candidate’s level of passion in just a few hours of face-time? There are several ways to help an employer identify passionate candidates who will be a good fit in their company’s culture. • Ask the right questions – If a candidate has made it to the interview stage, you can assume they have the skill set for the job. Frame your interview questions with “why” instead of “how” and “what.” It is not as important to know what they have done as it is to know why they did it in the first place. • Observe body language – Do their eyes light up when they describe a problem they solved? Do they look you in the eye with confidence? Do you hear excitement in their voice as they recount an achievement? If the candidate does not exude that type of energy or confidence, you may not want them on your team. • Ask about hobbies – An applicant that is excited to tell you about their hobbies, sports, or non-profit causes, is likely to be a passionate individual. Remember, passion is a character trait and when someone is passionate about other aspects of their life, that enthusiasm will carry over into their career. • Conduct a team interview – If possible, include members of the current team in the interview process. This approach provides more objectivity and can quickly determine if the candidate is the right fit for the company culture. • Use behavioral assessment tools – There are many options available to assess your current team and future new hires. Propel HR uses behavioral assessments to determine if candidates will work well in our culture and with our team. By comparing results of candidates to our current employees, we can determine if a prospective employee will be suited for the job and have the passion to succeed. It is a valuable tool and worth the investment. Anyone who has ever had the responsibility to hire new employees has made mistakes. Hiring the wrong person can be costly and can hurt employee morale. Passion is a key component of a high-performing team and it is a trait that must be sought out in future employees. By adding these extra steps to help identify passionate traits, you can help create a culture of passion at your company.

Lee Yarborough President

669 N. Academy St. Greenville, SC 29601 800–446–6567 4.20.2018 |




Vacation Spot Crawford Strategy’s ‘Just Coast’ campaign highlights North Myrtle Beach Watch the ‘Just Coast’ spot at “‘Just Coast’ is kind of a way of saying, ‘Don’t worry, we’ve got you covered,’” says Andy Windham, senior vice president of client strategy SARA PEARCE | STAFF When the team at Crawford Strategy — including Andy Windham, senior vice president of client strategy; Michelle Thompson, digital marketing strategist; and Marion Crawford, president and CEO — was tasked with branding North Myrtle Beach, they had a unique challenge of ensuring that the destination was recognized as a separate entity from Myrtle Beach. “North Myrtle is differentiated from Myrtle Beach, and there is a need for people to understand, ‘What is North Myrtle Beach?’ and let’s create an awareness and an understanding of what this is,” says Crawford regarding the agency’s approach. “And I think Andy has done a phenomenal job leading the team to do that.” “The idea for ‘Just Coast’ was born out of that challenge. And what we try to communicate

is that the idea of ‘Just Coast’ is not ‘come here and do nothing,’” Windham says. “In fact, it’s the exact opposite of that, and it's that you can come here and you can have whatever kind of vacation you want. You can have a different kind of vacation each day. You can have adventure, solitude, and uninhabited desert island — you can have it. Everyone can be happy there. ‘Just Coast’ is kind of a way of saying, ‘Don't worry, we've got you covered.’” Having an in-depth understanding of North Myrtle Beach was vital in creating effective advertising and framing it as a premier travel destination. “Our entire team has spent a lot of time with our client trying to immerse ourselves in the brand,” Windham says. “Myrtle Beach is one of the biggest DMOs [destination marketing organization] in the country, which is a good thing for North Myrtle but also a challenge, because we want people to choose to come to North Myrtle purposefully and know

that it is different, it is unique, and has things that people don't realize. That's our strategic challenge.” Crawford Strategy has observed tangible results from the “Just Coast” campaign. There have been clear visitation and accommodation tax collection results, and a third-party research team has seen that the top two things visitors say about North Myrtle Beach after visiting are that it is “beautiful” and “less crowded.” “Those are two of the core central elements of the campaign,” Windham says. “The fact that the comments grew by double digits shows that not only are people coming, but they're coming for the right reasons.” Additionally, the website traffic itself has shown 130 percent growth from 2016 to 2017, and 58 percent growth so far this year. “All of the numbers are exciting,” Windham says, “but it doesn't matter if you don't have the right message.”

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UBJ | 4.20.2018



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New Addition RealOp continues to grow Southeastern portfolio, acquires Charlotte industrial building for $7.3M The Wilmar Industrial Building is located in Charlotte’s premier industrial State Line submarket and has close access to I-77, I-485, and I-85. Rendering provided by RealOp. Greenville-based RealOp Investments has purchased Wilmar Industrial Building, a 300,000-square-foot vacant manufacturing facility located at 11524 Wilmar Blvd., Charlotte, N.C., for $7.3 million. Key features that led to the property’s acquisition by the real estate private equity firm were the location in Charlotte’s premier industrial State Line submarket, which is recognized as

the most desirable and largest submarket in the metropolitan statistical area (MSA); an average rent growth of 5.2 percent over the past 12 months; immediate accessibility to I-77, I-485, and I-85; and the opportunity to update and reposition the asset in the marketplace. “Having been previously occupied by an owner-occupant, we feel this building will be a meaningful addition to the limited supply of

industrial facilities in the market, especially with its broad range of potential uses including warehouse and light manufacturing,” says Reggie Bell, CEO of RealOp Investments. “We look forward to working with our brokerage team, JLL, as well as local and state economic development teams to identify the right tenant for the property.”

4.20.2018 |




UBJ | 4.20.2018



JACK PORTER THIS LOCAL DESIGN FIRM IS BEHIND THE VISUALS FOUND IN ATHLETIC FACILITIES AMONG TOP COLLEGE PROGRAMS o matter the sport, there’s a universal truth in the world of college athletics: Recruiting is king. In an effort to attract the best recruits, programs across the country have poured millions of dollars into constructing lavish, state-of-theart athletics facilities. And a Greenville design firm is behind the visuals and graphics found within several of these buildings that are intended to catch the eyes of potential commits and create a lasting impression. Jack Porter — co-founded in 2010 by Christina Harrell, president, and Danny Stemann, creative director — specializes in experiential graphic design, which “involves the orchestration of typography, color, imagery, form, technology, and, especially, content to create environments that communicate.” “We really try to help our clients bring their brand into what we refer to as the ‘built environment,’” Harrell says of the firm’s work. “So we’re always working within some space. … We’re really in subtle and not-so-subtle ways trying to weave the client’s brand through their space.” Currently housed at 101 College St. in downtown Greenville, Jack Porter is planning an upcoming move to 112 W. Stone Ave. to accommodate its continuing growth. With 15 current employees, Harrell says the firm hopes to reach 20 in the next six months. The majority of Jack Porter’s client list is Division I collegiate athletic programs, including Georgia Tech, the University of Notre Dame, Texas A&M University, Michigan State University, the University of Georgia, and North Carolina State University, among others.



The firm designed the graphics and displays for the Clemson University football program’s Allen N. Reeves Football Complex and is completing similar branding work for the University of South Carolina’s new football operations center, which will be open by the end of the year. “College and university athletics have always been the core focus [of our firm],” says Harrell, who played collegiate golf at the University of Arizona and Furman University. “A number of our team have big hearts for college athletics. We just like the passion and the tradition,” she adds. “We just love that realm, that world, so it’s definitely our home base.” The design process for a project like the Reeves Football Complex involves sifting through the variety of content the team wishes to incorporate — which includes anything from highlighting former players to showcasing key moments in the program's history — and then evaluating how their desired message can most effectively be communicated to an audience within the space. “What our team does is, you know, they take all of that and then take the building, and they try to understand how a person’s going to move through that building, and they craft … ways to bring order to that — to bring beauty, to bring order, to bring meaning to all of those stories in a way that makes sense,” Harrell says. Although Jack Porter may often work in the same type of spaces for their projects — a facility, or a practice field or gym — no two athletic programs are alike in their vision when they approach the firm for design work.

“Clemson is Clemson,” Harrell says. “It’s different than Georgia Tech. It’s different than South Carolina. It’s different than Baylor. And, you know, they all might have similar goals, but the path to get there is really digging into who they are and what makes them tick, and

“A number of our team have big hearts for college athletics. We just like the passion and the tradition.” Christina Harrell, president, Jack Porter

those things really are different.” And uncovering what is unique and specific to each program requires, above all, a commitment to listening to the client’s needs, Harrell says. “I think a thing that really separates us from others is that a lot of design firms kind of come in and say, 'Hey, we're the experts. This is what you have to do. You have to go this direction. You have to do this thing,’” Harrell says. Starting each project anew and not assuming that because one client wanted a specific feature in their facility that the next one also will have been essential to Jack Porter’s approach, she says. “People a lot of times will try to ask do we have a ‘Jack Porter style,’ and we’re like, ‘Goodness, we hope not,’” Harrell says. “We hope that we’re adapting and changing to our clients and that we don’t have some calling card.”

The majority of Jack Porter’s client list is Division I collegiate athletic programs, which continue to build lavish, state-of-the-art athletic facilities to try to attract recruits. The firm’s designs are intended to not only effectively integrate these programs’ brands but also leave a lasting impression on potential commits. Photos provided by Jack Porter 4.20.2018 |






ark Johnson and his twin brother, Paul, began designing and developing websites when they were only 13 years old. In 2011, the duo decided to merge their coding experience to create Pathwright, a simple content management system that allows educators to create, distribute, and sell online education courses. Their team has since grown to 14 employees, and Pathwright is used by more than 200,000 people globally. Last year, however, Mark Johnson decided to launch a new startup — TiltMaps. The online design tool allows people to create custom map posters to commemorate their “favorite city, birthplace, first kiss, or any important place in time.” We recently sat down with Johnson to discuss his passion for design and how he’s using technology to commercialize mapmaking. The following transcript has been edited and condensed for brevity and clarity.

“There’s a tremendous amount of, sometimes world-changing, power when great design is coupled with great tech.” Mark Johnson, Pathwright and TiltMaps

What inspired you to create TiltMaps?

In January of 2017, I set a goal for myself to learn something new every month by coding a small side project around a topic I wanted to learn more about. In June of 2017, my goal was to create a product that people would want to buy. Marketing and sales have never come naturally for me, so I wanted to challenge myself to create something with sales as a primary goal. I've always loved maps and thought making a tool to create custom map posters would be a fun challenge. 14

UBJ | 4.20.2018


What is unique about your business?

There are quite a few other build-your-ownmap services out there but none that I know of that put the map at an angle. To me, adding in the perspective tilt gives a sense of atmosphere and place to the locations that you wouldn't get from a more conventional top-down view of a map.

What advantage does a map have over a photograph of a location?

Maps can be a representation of a place that's closer to an abstract piece of art than a literal snapshot of reality. I think there's a romantic appeal to maps that is more sophisticated than just a photo of a place.

How do you create the maps?

The maps are 100 percent created with code magic. More specifically, after an order is placed, there's a script that generates a high-resolution version of the poster and then sends that file, along with the shipping address information, to an online fulfillment and printing service called Printful. Printful can print and fulfill a ton of different high-quality products on demand and has an API (application programming interface) that can be used to completely automate this process. A poster order is typically generated and sent off for fulfillment within 18 seconds, and all I have to do is hit a button.

What kind of requests can you accommodate for customization?

There's a lot you can customize about your TiltMap. Obviously, the location is the big one. But you can zoom in or out and pan the map circle to anywhere you want. You can choose from two layouts, text around a larger map circle, or text above the circle. The text can be a serif or sans-serif and be customized to say anything you want while automatically adjusting its size to fit the poster layout. After this, you can pick an icon to pin on the location if you like, change the background and foreground colors. ... There's some nice pre-defined themes, but

you can choose any background or foreground color you like. I have to say my favorite combo is a black background poster with a light foreground color. The printed version turns out beautiful.

What were some of the challenges you faced when launching TiltMaps?

Figuring out a way to generate a high-resolution version of the maps that people create in a browser was challenging. It took weeks of research and trial and error before I finally found the solution to this one. I'm really pleased with the print quality of the posters and still a little surprised that this type of high-quality artwork can be created in a web browser. The other challenge has just been getting it in front of people. Whenever I drive traffic to the site, I sell posters. I'm still working on finding a sustainable way to do that.

What do you like most about TiltMaps?

I like that it produces a tangible, real-world product that someone can hang on their wall. A lot of my work is purely digital, so it's nice to make something that is out in the real world. It's also a nice, self-contained project that lets me experiment and learn more about marketing and advertising.

What is the most important thing you've learned since launching TiltMaps?

I think there's a tremendous amount of, sometimes world-changing, power when great design is coupled with great tech. I feel privileged to be able to work and learn in this period of human history where we can solve problems with design and code and then put that out in the world so easily. It's a tremendous amount of fun, and I wouldn't trade it for anything.


Through his side project TiltMaps, Mark Johnson combined his interest in maps and a personal goal of creating a product people would want to buy. Will Crooks/Upstate Business Journal 4.20.2018 |



Front to back: John Rozelle, owner; David McFadden, partner; George Brown, facility manager. Photos by Trevor Anderson


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hen John Rozelle began cutting stone in 1991, his operation was so primitive he sometimes jokes that he used to work in his bare feet. “I literally started stone as a hobby in my backyard on a picnic table with $3,000 worth of hand tools,” the 76-year-old Upstate entrepreneur said. “I actually did wear shoes.” In 1992, Rozelle parlayed his hobby into a business. He hasn't looked back since. Today, Rozelle Stone Co. boasts a multimillion-dollar, 16,000-square-foot headquarters at 1235 Powdersville Highway in Easley. The facility is outfitted with the latest stone-cutting machinery and other technologies. Under Rozelle's leadership and that of his business partner David McFadden, the company has evolved into one of the most prominent names in the industry. Its project portfolio includes the Greenville-Spartanburg International Airport, Hubbell Lighting's Greenville headquarters, SCANA Corp.'s Upstate campus, Greenville Health System facilities, Spartanburg-based Milliken & Co., BMW, and Michelin North America. The company's work can also be viewed at DP3 Architects' office at the Wells Fargo Building in downtown Greenville, The Peace Center, laboratories at St. Jude Children's Research Hospital and U.S. Department of Veterans Affairs hospitals, and the President's Home at Clemson University. “We view what we do here as art,” Rozelle said. "It's a working art space. In many ways, we are an ongoing R&D [research and development] project. We’re always looking for new and better ways to do a project."

Rozelle Stone's headquarters was constructed in 2002. The original building was 5,000 square feet. It has been expanded three times during the past 16 years and serves as the home of the company’s corporate offices, showroom, fabrication shop, and almost 10 employees. Rozelle said the facility is modeled after a facility about 50 miles west of Venice, Italy. It was designed and built to meet all U.S. and European health and safety standards, he said. Its facility is compliant with Occupational Safety and Health Administration standards and features a water collection system and air quality controls. “It's important to us and important to our clients that we provide our employees with a clean, safe place to work,” Rozelle said. Nearly all of its fabrication machinery is supplied by Park Industries of St. Cloud, Minn. Rozelle, a former U.S. Air Force pilot, said he ascribes to the military philosophy of "redundant systems."

“We view what we do here as art. ... In many ways we are an ongoing R&D project” John Rozelle

“That means two ways of polishing, new ways of cutting, and more,” he said. “That way if one system goes down, we can keep going. Our customers don't have to wait on us.” Rozelle said the redundancy is part of the company's larger commitment to "certainty of outcome," which means eliminating surprises for the customer. The facility has a showroom and a “tunable” lighting system developed in partnership with Hubbell that enables customers to see what different stones look like under various types of lighting. Computer-aided design and manufacturing software enables Rozelle designers to make precision cuts and even match up “veins” in different slabs of stone to provide continuity. Rozelle said the company is capable of cutting any type of natural or manufactured stone. He said the company is dedicated to providing the best customer service. Whether it is the developer of a large commercial project or an individual in need of something small, everyone gets the same level of care and attention. Rozelle said every September, he and some of his employees attend an international trade fair for stone design and technology held in Verona, Italy. His goal is to have everyone in the company go to Italy at least once. “Profit is not a dirty word,” Rozelle said. “The reason we are able to assure our clients that we will be here 10 years from now is because we make a profit. We intend to make a profit. We intend to stay in business. … The main thing is that we seriously, literally enjoy what we do.”

4.20.2018 |




Privacy rights and wrongs: Finger pointing and regulation won’t fix it By LAURA HAIGHT president,

After three weeks of learning about the harvesting and manipulation of our personal information by Cambridge Analytica and Facebook, and last week's high-profile questioning of Facebook CEO Mark Zuckerberg, the key takeaway seems to be the very disturbing realization that absolutely no one knows who is supposed to be protecting your privacy. A good place to start should be Facebook’s terms of service, especially after Sen. John Kennedy, R-La., told Zuckerberg “your user agreement sucks.” Generally, the things that are the most important to us are what we key on more when we speak, write, or publish. So I found it interesting that “privacy” appears only seven times in the 3,437-word policy. That's 0.2 percent. Beyond the dearth of information about protecting (two appearances in the terms of service) privacy, the policy is written at a college-graduate reading level that would take an average of 12.5 minutes to read. So it’s not a big leap to assume that most regular users would not take the time to dig into this treatise, choosing instead to just hit OK and move on to Candy Crush. But at the same time, consider this: In the time it would take you to read the policy, stats tell us that 6.37 million comments would have been posted on Facebook, along with 1.7 million photos and 3.7 million status updates. So, OK, we share a lot. That's not news. But here's an item that may surprise you — as it did the senators who grilled Zuckerberg. You are not Facebook's customer. That vaunted place in the business schema goes to advertisers and third-party partners, who access user data and build brand (eight appearances) messages. So, if we aren't the customer, what are we? To Facebook, we (or more precisely our likes, interests, opinions, and psychological proclivities) are the product it sells to its high-dollar advertisers, and the bait that brings in the third-party whales like Cambridge. In a very cannibalistic twist, we make ourselves easy victims, fattening ourselves up with ever-increasing consumption of posts, memes, and mindless quizzes. 18

UBJ | 4.20.2018

The average person spends 22 percent of their internet time on Facebook. Aggregate other Facebook-owned social media sites like Instagram and you will spend nearly three years of your life interacting with Facebook.

The average person spends 22 percent of their internet time on Facebook. Aggregate other Facebook-owned social media sites like Instagram and you will spend nearly three years of your life interacting with Facebook. Zuckerberg's grilling in Congress covered a lot of ground, but much focused on what senators appeared to believe was a deliberate attempt to keep users unaware of privacy policies. I've got to stand up for Facebook just a bit here. Nary a day goes by that I don't see a message reminding me who sees my posts, or that I have allowed people to tag me in photos, or any one of dozens of other privacy/usage reminders. Coupled with the ever-present onslaught of new data breaches, security vulnerabilities, and data leaks, it's not unreasonable to think that most of us would have a passing understanding of the social media risk-benefit equation by now. So what happens now? Fingerpointing isn't going to cut it; regulation isn't going to fix it. Because we are at the core of the issue. Technology has moved at breakneck speeds, feeding our expectations that it would make things easier, do more for us. Has that misperception, coupled with the unstoppable onslaught of tech innovation, perhaps outpaced our learning curve? Does our refusal to take responsibility for our own security and privacy open the door for Big Brother? If we can't be trusted to protect ourselves, is government regulation of social media the only answer? No, because we already

have that. Facebook is living under the gun of a 2011 consent decree regarding disclosing information to third parties without consent (sound familiar?). If the Federal Trade Commission finds it is in violation of that agreement in this current situation, they could face fines of up to a trillion dollars. Laws requiring businesses to protect sensitive information have significant financial penalties already. And yet Equifax, the credit reporting agency that lost the sensitive information of more than 145 million Americans, has suffered only a very strict tongue-lashing from Congress. The Consumer Financial Protection Bureau, under interim director and South Carolinian Mick Mulvaney, is scaling back an investigation into what happened with the Equifax data breach, making it less likely there will be any serious repercussions. The company got hacked after lackadaisical practices left all your data exposed despite the fact they had been warned of the risk, then waited weeks before disclosing the incident to the public, during which time three executives sold nearly $2 million worth of the company's stock. There are laws against all these things, and yet they happened and will very likely go unpunished. Federal intervention sounds meaningful, but it's the will to enforce it that is lacking, not the regulation itself. So who is in charge of protecting our privacy? We are. And we'd best get a lot smarter about it. If we are going to play in the digital arena, we have to get our pads on.




By LISA DWIGHT CREW Upstate President / DP3 Architects Director of Marketing

Not hiring a newly married woman because she might be planning a family; avoiding giving criticism or feedback to a woman for fear she might become emotional; commenting that women are naturally better at cleaning, shopping, or child care — these are examples of conscious and unconscious gender bias that exist not only in the Upstate but across the country. Commercial Real Estate Women (CREW) Upstate is committed to advancing the achievements of women in our industry and our community. According to a study by CREW Network, detailed in the white paper, “Closing the Gap: Addressing Gender Bias and Other Barriers for Women in Commercial Real Estate,” women represent approximately 35 percent of the commercial real estate workforce in the United States. The study also revealed that in 2015, the industry median annual compensation for women was $115,000 compared to $150,000 for men — an average income gap of 23.3 percent. The Global Gender Gap Index released in October 2016 by the World Economic Forum—a not-for-profit foundation for public-private cooperation—predicted that worldwide gender parity in terms of employment opportunity and pay levels will not be achieved for 170 years. These statistics reveal a startling underutilization of women and a need to place a larger emphasis on gender diversity. According to research by the Center for Talent Innovation, diversity is a critical factor in market growth. Companies whose teams are gender diverse show superior sales growth and high cash flow returns on investment. These effects are magnified at companies where women account for a majority of top management. Diverse teams are smarter and more creative. Inclusion brings mindsets and skill sets that drive innovation and analytical approaches. In addition, engagement with clients and employees is enhanced. It is clear that including women on the team is a benefit for everyone involved. So how do we get there? Gender equity starts at the top, and management must commit to long-term positive change. Companies can implement programs that identify where gender bias is occurring, create goals for employee diversity, evaluate decisions through the lens of gender parity and inclusion, and encourage environments where every employee is valued and respected. Some of the burden also falls on us. As women, we must find ways to be more comfortable with risk; seek out and build relationships with mentors; hone our negotiation skills for use in discussing compensation and promotion opportunities; and make ourselves subject matter experts, engaged leaders, and respected professionals. Like many things, gender equity may not be implemented or accepted easily. However, an investment in diversity can make our industry, and our community, stronger across the board. Lisa M. Dwight is president of CREW Upstate and director of marketing for DP3 Architects Ltd. CREW Upstate was founded in 2010 with the mission of influencing the success of the commercial real estate industry by advancing the achievements of women. It has grown to 75 women.

Implement programs that support diversity.

 Spell out business objectives as they relate to gender equity. 

Be mindful of conscious and unconscious bias and encourage a more inclusive culture. Adopt open, transparent, and competitive recruitment and advancement policies. Make mentoring and sponsorship of women a priority.

Incentivize women to join professional organizations such as CREW Network that provide business networking, industry training, and leadership opportunities.

Become more comfortable with taking risks to generate new business. Seek out and build a relationship with a mentor who can support and sponsor advancement in your career, or become a mentor to someone else.  evelop exceptional negotiation D skills for use in discussing compensation and promotion opportunities.  esist the urge to respond R emotionally when confronted with bias or inequality. Document the situation and report it to your supervisor or HR. Support one another, engage in professional organizations, and become involved.

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BRADSHAW, GORDON & CLINKSCALES CERTIFIED PUBLIC ACCOUNTANTS | 864-233-0590 | 630 E. Washington St., Greenville 4.20.2018 |




Onboarding: How to help veterans feel at home on the job This is the second in a three-part series on hiring founder, veterans. In the first installService to Civilian ment, we looked at defining job responsibilities, interviewing candidates, and offering the job. This week, we’ll look at how to successfully integrate new hires into the company — from the first day through the first several months. By ROBYN GRABLE

An employee’s first few days are critical. This can be especially true for veterans who have recently separated or those whose previous or first civilian experience was not stellar. Organizations need to bring their new hires up to speed as soon as possible. The initial days at a new job hold huge influence over an employee’s decision to stay with the company long-term. Veterans can be more anxious during this time, as it can be a new experience for them. Onboarding will form a crucial part of an organization's retention strategy. A report from VetAdvisor and Syracuse University’s Institute for Veterans and Military Families confirms concerns from many veterans’ groups that employment problems don't end when veterans land their first civilian job. One way to address it? Effective onboarding processes. According to Fast Company, 91 percent of first-year employees are retained if there is a formal onboarding program. Therefore, the second foundational pillar is your onboarding process.

HANDBOOK An employee handbook is an important communications tool. A well-written handbook sets forth your expectations for your employees and describes what they can expect from your company. Your employee handbook should include an overview of your business, mission and values, and general policies covering employment eligibility, job classifications, employee referrals, employee records, job postings, training, performance management and disciplinary process, termination and resignation procedures, transfers and relocation, and benefits such as vacation and PTO. This is a critical component for veterans. Throughout their military careers, from day one, there are standard operating procedures, mission protocols, and documentation that tells them what is expected. Military laws are defined in the Uniform Code of Military Justice (UCMJ). The UCMJ manual states that the purpose of military law is "to promote justice, to assist in maintaining good order and discipline in the armed forces, to promote efficiency and effectiveness in the military establishment, and thereby to strengthen the national security of the United States." Similarly, a handbook sets the purpose, culture, expectations, and efficiencies of a civilian organization. WELCOME ORIENTATION The first-day experience sets the tone. When veterans/new employees arrive at work on their first day, they should instantly be made to feel a part of your team. They should be celebrated and feel the warmth and appreciation of your employees and management. This launches the way for them to be glad they decided to spend a big part of their life working with your company. Additionally, they should hear from their manager, mentor, and HR at regular intervals to identify their needs and reinforce the company's culture and values, over the course of the first year of their employment and beyond. 20

UBJ | 4.20.2018

According to Fast Company, 91 percent of first-year employees are retained if there is a formal onboarding program. Therefore, the second foundational pillar is your onboarding process.

Managers and supervisors who intersect with the veteran should understand the new employee's primary job duties and responsibilities starting on day one. When everyone on the team knows what a new hire’s job will entail, existing employees are better equipped to share pertinent information and the veteran is less likely to fear he's made a bad decision. In turn, veterans who understand exactly what tasks they will handle are empowered to hone in on the most important details of their training, and they are better equipped to ask questions that will prepare them to jump into their job duties.

TRAINING PLANS. Onboarding is an ongoing process that takes place over months, even up to a year. Frequent follow-up is critical if you want your new hire to retain knowledge and skills. Veterans are used to daily training and frequent follow-ups to ensure understanding. To that end, assign a mentor who can perform check-ins and review the new hire's work. A mentor should be the go-to person for any questions the new hire has. Often, without a mentor, a new hire may feel hesitant to ask questions. Gratitude, check-ins, and making people know their contributions matter are all great ways to ensure your new hires feel seen, heard, and accountable. Taking time to train your employees is a valuable investment in the future of your business. By including training in the onboarding process, your employees will become more fully engaged and understand how to use their skills to best benefit your company. Employers who spend time on training also get training’s indirect benefit: employees who feel like they’re valuable and capable of doing more for your organization. Employers need to go beyond, “Welcome, here’s your handbook.” For veterans, the onboarding process gets them introduced to many members of the organization, as senior leaders, managers, and other employees all lend a hand to make veterans/new hires feel welcome and bring them up to speed. Next month, we will cover the performance process. Hiring and onboarding great employees — veterans — must be followed by accountability. To learn more about hiring veterans or to create a veterans program at your company, call 864-580-6289 or email






Has been appointed by the Greenville County Commission on Alcohol and Drug Abuse (GCCADA) to lead the Phoenix Center. Maddox has been in the substance abuse treatment field for almost 28 years, with 15 of those being at the Phoenix Center. Maddox played an integral role in the 2010 expansion of services as well as the certification to operate a Narcotic Treatment Program in 2016.

Has been named senior vice president-investment officer with Wells Fargo Advisors. She has also earned the designation of premier advisor, placing her among a select group of financial advisors. Blanton has more than 15 years of experience in the financial industry and is a graduate of North Greenville University.

PERFORMING ARTS The Greenville Little Theatre has announced their executive committee and board of directors for the 2018-2019 season: Amity Edmonds - chair (attorney at Gallivan, White & Boyd P.A.), Kristin Davis - vice chair (owner of Davis Audiology), Christi Mobley secretary, Gray Morgan - treasurer (CFO of Windsor Aughtry Company), Suzanne Miller - immediate past chair, Nancy Suitt Bennett (retired, Main Solutions), Mark Blonstein (travel agent, AAA Carolinas), Dan Byers (project manager, Clemson University), Steve Chamness (retired, Greenville County School principal), Catherine C. Christophillis (attorney, Christophillis & Gallivan, PA), Ronny Dillard (retired, General Manager, Hollingsworth Funds), Clint Eastham (director, MetLife), Lee Smith Elmore (executive director, Carolina Youth Symphony),

MATTHEW C. ALEXANDER Has been appointed to the Greenville Airport Commission by Greenville City Council to serve a three-year term. The Greenville Airport Commission is the owner and operator of the Greenville Downtown Airport.





Has joined Raymond James as a senior vice president, investments and investment management consultant. Hicks has more than 20 years of experience in the financial services industry. Hicks is a certified financial planner and earned his bachelor’s degree in economics from Auburn University.

Has been hired by Infinity Marketing as full stack web designer. Davis has more than 10 years of experience working with both front-end and back-end web development. Davis received an associate degree in applied science in multimedia from ITT Technical Institute of Greenville.

Mary Freeman (developer, Contribute: New hires, promotions, & award winners may Acadia Community), Stanton be featured in On the Move. Send information and photos Horne (commercial relationto ship manager, TD Bank), Brian Lux (adjunct instructor, Greenville Technical College), HEALTH CARE Heidi Moore (marketing manager, Ryobi Nation), Spartanburg Rehabilitation Institute has been Aaron Rupe (owner, Dex Media), and Carl Sykes named in the Top 10 percent of inpatient rehabilitation (retired, developer, JD Stillwaters). facilities in the United States for the fourth year in a row. The hospital’s care was cited as being as being TEXTILES patient-centered, effective, efficient, and timely. Milliken & Company’s Specialty Interiors business has extended its sustainability leadership by recently GOVERNMENT joining the Sustainable Furnishings Council (SFC) and Conway Belangia, the Greenville County director being honored by Unifi as a REPREVE Champion of of voter registration and elections, has been awarded Sustainability. the Moore Award by the South Carolina Association

Open for business 1



of Registration and Election Officials. 2

1. MidGard Self Storage has opened for business at 640 Sulphur Springs Road in Greenville. Learn more at www. 2. Carolina Music Museum is now officially open at 516 Buncombe St. in Greenville. Learn more at


3. America’s Swimming Pool Company has recently opened its doors in Greenville. Learn more at continued on PAGE 22 4.20.2018 |




THE WATERCOOLER 1. How will the 2018 World Equestrian Games in Mill Spring, NC, impact the Upstate?


2. Camperdown tenant announcements forthcoming as construction gets underway

3. Ford Motor Co. to sponsor autonomous vehicle project at CU-ICAR

4. Front Row: April Design Review Board Urban Panel

5. Clemson to offer online MBA program

*The Top 5 stories from last week ranked by Facebook reach


VOL. 8 ISSUE 2018 |


// THE

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the host ll, es to this fa es epar .C., pr an Gam event’s on ri g, N e gi Sprin Equest ipate th the re ill As M World s antic pact on er im 18 ad ic le 20 tate econom l Ups ntia pote



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Open for business cont.



4. My Place Hotel has recently opened at 11 Ketron Court. Learn more at


5. Parallel Financial, a wealth management firm in the West End of Greenville, has now opened a permanent location in downtown Spartanburg at 149B West Main St. Learn more at CONTRIBUTE: Know of a business opening soon? Email information to



UBJ | 4.20.2018









Greenville Chamber of Commerce’s Upstate Chamber Coalition Democratic Gubernatorial Debate

Furman University 3300 Poinsett Highway 7–9 p.m.

For more info:;; 864-239-3748



Better Business Bureau’s Business at Breakfast: Shh, Finding Great Talent in a Tight Market

Keller Williams Realty Greenville For more info: 864-331-3319; Upstate, training room - 2nd floor 403 Woods Lake Drive 8-9:30 a.m.



Upstate Business Journal’s Business on Tap

13 Stripes Brewery 250 Mill St., Ste. PW3101, Taylors 5:30-7 p.m.

Cost: Free



Greenville Chamber of Commerce’s Leadership Summit

Greenville One Center 2 W. Washington St. 8 a.m.–1 p.m.

Cost: $40 investors, $80 general admission For more info:;; 864-239-3743


Greenville Chamber of Commerce’s Excellence in Entrepreneurship Small Business Awards

Cascades at Verdae Ballroom 10 Fountainview Terrace 5:30–7:30 p.m.

Cost: $15 For more info:;; 864-239-3728

Hyatt Regency Greenville 220 N. Main St.

Cost: $499 members, $599 nonmembers For more info:

Greenville Technical College Northwest Campus 8109 White Horse Road 8 a.m.–1 p.m.

Cost: $15 For more info:;; 864-239-3728

Mark B. Johnston Ryan L. Johnston



Emily Pietras



Heidi Coryell Williams

COPY EDITOR Rebecca Strelow


Trevor Anderson, Cindy Landrum, Andrew Moore, Sara Pearce, Ariel Turner



Emily Yepes

MARKETING REPRESENTATIVES John Clark, Donna Johnston, Jonathan Maney, Heather Propp, Meredith Rice, Caroline Spivey, Liz Tew

Wednesday-Thursday SCBIO’s SEMDA’s 2018 MEDTECH Conference



Anita Harley | Rosie Peck | Jane Rogers


Greenville Chamber of Commerce’s Excellence in Entrepreneurship Small-Business Seminar




Bo Leslie | Tammy Smith



Kristy Adair | Michael Allen








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

UBJ milestone jackson Marketing Group’s 25 Years 1988 Jackson Dawson opens in Greenville at Downtown Airport


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 By sherry Jackson | staff |

JUNE 29 LEGAL ISSUE Got any thoughts? Care to contribute? Let us know at

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 UBJ welcomes expert commentary from business leaders on timely news topics related to their specialties. Guest columns run 700-800 words. Contact managing editor Emily Pietras at to submit an article for consideration. Circulation Audit by

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publishers of Copyright ©2017 BY COMMUNITY JOURNALS LLC. All rights reserved. Upstate Business Journal is published weekly by Community Journals LLC. 581 Perry Ave., Greenville, South Carolina, 29611. Upstate Business Journal is a free publication. Annual subscriptions (52 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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