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Identifying Leadership Potentia l by Steven D. Huff Genera l Electric's Jack Welch once said, "With leadership the question at the beginning and at the end of the day is, 'How far can we take this . .. how big can we grow it. .. how fast can we get there?' A manager controls things, keeps them in channels, builds and respects boundaries. The leader goes after those boundaries with a hammer, drawing the best ideas from anywhere: the factory floot~ and other businesses." Roger Mathis, chairman of Best Western International would add, "Leaders are people who make decisions, who make plans, who set objectives, who know where they are going. They give confidence to those aro und them. They set the tone, the feeling, and the cu ltu re of the entire organization." Looking for a better way is no longer just an option in our competiti ve world today. To be successful, every business will have to staff with strong leaders at every level of the organization.

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Previous Leadership Experience The best predictor of future behavior is past behavior. Take note of people who speak of previous leadership experience, even positions of leadership in civic clubs, churches or other activities. If someone shows leadership potential outside the job, she may have leadership potential on the job. The Ability To Challenge Others Jack Welch noted, "Good business leaders create a vision, articulate the vision, passionately own the vision, and relentlessly drive it to completion." Look for people with the ability to inspire and challenge others with a great cause. Willingness To Take Responsibility Businessman Fred Smith stated, "The person who wants the reward without the responsibility is not a leader." Look for people who get things done and make things happen. Leaders take charge and are always willing to answer for the outcome. Respected By Others Someone said: "lt isn't important that people like you. It is important that they respect you . They may like you but not follow you. If they respect you, they'll fo llow you, even if perhaps they don't like you." Good leaders are not out to win popularity contests. Instead, they earn the respect of others through hard work and by sticking to their principles.

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Steven D. Huff is a business coach specializing in small business growth and development. He runs the Excellence In Business Training Center in Charlotte, NC and can be reached at (704) 841路1600 or at www.GoForExcellence.com . Steve also publishes the "Excellence In Business" Newsletter, a motivational newsletter distributed weekly by South Trust Bank at no cost to more than 4500 businesses. To receive a FREE subscription, please fax or email your Name, Company Name, Address and Fax Number or E-mail to: Fax: (704) 841-1693 or e-mail: steven.huff@GoForExcellence.com.

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cover story

Strength in Solidarity Led by 1ts president and CEO, M1chael Almond, and an 84-member board of directors, the Partnership bnngs together government and local bus1nesses to market and promote the Charlotte reg1on as a h1ghly competitive, v1brant regional economy with an exceptionally attractive qual1ty of life.

de artments

18

publisher's post

4

Jack and Frank Blythe readily admit they

charlotte usa biz

6

spend a lot of the1r workweek 1n the pits -

The Charlotte Regional Partnership commissioned a study of awareness and perceptions of Charlotte USA, conducted by RoperASW, a global market research firm.

From the Ground Down

not the m1ndset kind, but phys1cal holes in the ground. Th1s view from the bottom comes naturally to the tw1n brothers whose company, Blythe Development, has

community biz

dug a profitable niche as one of the Piedmont's premier site work

The Charlotte Touchdown Clubs annual Speakers Series Luncheons are resuming with an exciting starting line-up!

specialists.

28 Selling Charlotte USA Wachovia and Bank of America have each contributed $1.25 million to kick off funding for a $5 million, 2-year

regional biz

12

Wayne Camas, President, and Terry Shook, President-elect, of the Charlotte AlA discuss topics ranging from the national architects' convention this month to the state of design in Charlotte.

biz digest

38

on top

42

biz resource guide

43

national and international marketing initiat1ve for the Charlotte Regional

II

Partnership to "sell" the Charlotte region to bus1ness leaders across the country.

on the cover:

34 Accounting for Success How far can $660 stretch? Well, if you are David Brannan and William Edwards, all the way to $1.25 million (and beyond). Unlike many h1gh-tech companies, Brannan

This month's cover features jim Gani ty, Mi chael A. Almond and Dan Roselli in the Charlotte Regional Partnership offices at Morehead Square. Photo by Wayne Morris.

and Edwards' company, AccuPo1nte, grew with no venture cap1tal funds, no fancy Web-based tactics, and no shenan~gans. This home-grown technological success story built itself on good old-fashioned business principles, hard work, and sharp focus.

5re.=.ter :::n arlotte biz

cliaflotte iz may 2002 3


cliaflotte

[publisher's

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WI

IZ

May 2002 Vol ume 3 â&#x20AC;˘ Issue 5 Publisher John Paul Galles jgalles@greatercharlottebiz.com

Marketing "Charlotte USA" Requires More than Just Advertising! Throughout my tenure in the business development arena, I have witnessed many instances in which local communities assemble coffers of marketing dollars to increase national awareness and recognition in order to attract new and bigger businesses to their local community. They spend millions of

Associate Publisher/Editor Maryl A. Lane maryl .a. lane@greatercharlottebiz.com

dollars in national publications and specially targeted economic

john Paul Galles, Publisher

development journals touting the attributes of the local marketplace. While those monies often succeed at raising awareness and building their identity, the gains are seldom immediate and require long-term commitment. Too often, national advertising and promotional cam-

Creative Director/Asst. Editor

paigns overlook the engagement of the local and regional business community in support of

Brandon Jordan

that activity. Absent support from area business owners and employees, the efforts are not

bjordan@greatercharlottebiz.com

sustainable and lack the necessary momentum. It is essential th at the entire business community become ambassadors in such a national marketing campaign.

Account Executive

The Charlotte region is fortuna te to have the Charlotte Region al Partnership in place. Mike

Lindsey D. Trausch

Almond is a first-class economic development executive. The organization's economic analy-

ltrausch@greatercharlottebiz.com

sis, conducted by RoperASW, lays a foundation for encouraging economic development. The Partnership's Board of Directors, and particularly Johnny Harris, are to be praised for their

Cont ributing Write rs

planning and fund-raising efforts. Bank of Ameri ca and Wachovia also deserve tremendous

Nan Bauroth

credit for stepping up to the table with $2.5 million toward the Charlotte USA marketing cam-

Heather Head

paign. And Luquire George Andrews is more than capable of executing the ca mpaign in an

Casey jacobus

effective manner.

Karen R. Martin John Rehkop

But just like our defense department has found with military engagements, the economic objectives of this campaign must be clear, focused and sustained in order to succeed. What is the purpose of this campaign? What are the co llecti ve components of thi s campaign? Wh at is

Contributing Photogra pher Wayne Morris

its message? Who is its targeted audience? What is the period of time over which the campaign will be conducted? How will the campaign be measured ? Spending $5 million dollars in advertising should build a brand and an identity that is

Greater Charlotte Biz is published 12 times per year by: Galles Communications Group, Inc. 560 I 77 Center Drive, Suite 250 Charlotte , NC 28217-0735 www.greatercharlottebiz.com 704.676.5850 Phone 704.676.5853 Fax

Charlotte USA. It should also create a buzz of inquiry and investigation that causes others to con sider Charlotte among their top locations for relocation or expansion. But beyond that brand identity and the buzz of inquiry, local business owners and employees will be called upon to attest to the quality of life and work in Charlotte as an "attractive" busine ss location. Promoting economic development in Charlotte USA is the responsibility of business owners, managers and executives as well as workers throughout the 16-county region . It cannot and should not be left exclusively to paid advertisements in national business publications and economic development journals and to economic development specialists.

Press releases and other news-related information, please fax to the attention of " Editor" or e-mail: editor@greatercharlottebiz.com

In other words, marketing Charlotte USA will take a coordinated campaign that uses national and local media as well as local and regional "foot soldiers." Business people at business meetings as well as at every trade show, conference and exhibition have opportunities to speak up about Charlotte and its balance of location, accessibility and quality of life.

Editorial or advertising inquiries, please call or fax at the numbers above or e-mail: info@greatercharlottebiz.com

We also can boast about our workforce and educational institutions that are willing and anx-

Subscription inquiries or change of address, please call or fax at the numbers above or visit our Web site: www.greatercharlottebiz.com

Bank of America, Sonic Automotive, Goodrich Corp., Nucor Corp., SPX Corp., and Family Dollar

ious to work and contribute to economic development. Charlotte is headquarters for no less than eight Fortune 500 companies; Duke Energy, -and all but two are home-grown . We are fortunate to have a mix of enterprises that represent a spectrum of industries. We also can be proud of the overwhelming abundance of small and mid-sized businesses that are representative of our co mmunity's desire for entrepreneur-

All contents Š 2002, Galles Communications Group, Inc. All rights reserved. Reproduction in whole or in part without permission is

prohibited. Products named in these pages are trade names or trademarks of their respective companies. Th e opinions

expressed herein are not necessarily those of Greater Charlotte Biz or Galles Communications Group, Inc.

ial activity - creating jobs, filling niches, and providing an abundance of resources for larger businesses. Attracting new businesses to Charlotte is one important path for economic development. Supporting and encouraging new and existing regional business growth is equally important. A coordinated campaign that both attracts new entities and supports existing enterprises is likely to bring the greatest results and produce a return on investment that fortifies the entire region over the longer term.

4

may 2002

greater charlotte biz


market research firm , the study had three main goals: to measure where the Charlotte region stands as a business relocation site, tc provide data-based guidance for communication strategies and tactics, and to compare

Rc perASW Ca~parisons

~v1easures 'N~1.ere

Charlotte Stands

current data against Yankelovich Partners Inc.

of E;:::t::mal 'v'er::;u; [nternc:l Percer:;:tior5 of the C harlo-:te Region

1999 benchmark study of the Charlotte

region versus other competitive regions in ID r"Br::h 2000, after ;_ nine-mortl =rcc:eso

regbns. he tecrrology industr:t

~as

sbwed

the Southeast.

o duify the image o=: he Charette r=gicn ,

manufaauring h<!!: seen its

its :ra1d promise of Jc. lance -

the Dep-ession, tbe September I terrorist

people: executives of companies located

attacks -lave had c.nd will con-jrue to - ave

inside the Charlotte region (internal compa-

long-reac1ing eccnomic efects, ard col-

nies). heads of companies located outside

c. b;a,lanceof

l::u911f5S strength, acre::sibility and lie -

~ality

Df

w:ts unvei led Ll'·der the l:am:r of

Chelro-re USA.

<ww~dlarlotteasa.corr>

Tlis balance has h:=IJed peoJie lccaiL1, r=giorall;-, nationally an::l

interna=bm.l~1

re::::-

sumer c:onfidenc= h<JS been

\.tCT<

.'l nd visit.

Today eight Fort11re 500 C:Ollp::wlies oil

since

n:g;~tively

The study talked to three groups of

the Charlotte region (external companies),

impacte::l by the recent collape d en=rgy

and site selection consultants. In the study,

giart Erron.

RoperASVV compared the Charlotte region

c•glli.!E tl-at the 16 ca.. 1ties thal 1nke up the Cl"a-lott-= region ar= a superior polc.ce 1:0 ive,

wor~t ~ lurrp

nie~

Because of thes-= factors , fEW=r campa-

with four competitive regions: Nashville,

are considering r elocc.tioo,ard regional

Raleigh, Tampa and Atlanta.

c:ompettion to attra::t reloca: irg Jusines;es

The stud)' showed that overall impres-

nas incr=ased ex=on:ntiall;. No.v, more mar

sions of the Charlotte region are more

me •: llarlotte region l:::lme. lf we are t•::> con-

eve-, we must ma<e ;ure mat we und>3""stanll

favorable than any of the other regions stud-

tin lie to -=njoy the be11Efts of baa-1c.e, we

and leverage our :;ucoesse;, a 1a icentifr and

MLS: c:ttract more l:u;iles;es to Chcrlc!te

overcoMe our

US.~..k,d

:o stay corroetitive, we 11....st star

weak1esse~.

Wi: h this in 11ird, the C ha-lctte

ilforrred both about ::::Jrselves c.rd ;about :our

Region.,j Partner,!'hiF commis; ion-=d a

co11 teq:::arts in other regions. E:pejaly now.

o · c:war=ness and

Toe pc.st year h<JS been diff cu for r.any

pe-cepci::>n ~

us,.,. Cc r ducted by

ied. The percentage of external companies that view us favorably increased from 45% ir 1999 to 55% in 2002. External company

~tudy

of Charotte

operASoA; aglob1l

executives credit the Charlotte region with having an available labor force, a good quali:;of life, good weather and a good location. Internal companies say that the region's strengths include its status as a financial cen-

Don-t be forced into reacting to cha ge .

ter, its full-service airport, its healthy busines:; environment and its attractive quality of life. External companies also exhibited strong

nti ip te

growth in awareness of some of the region"s strengths, including very high quality of life,

ag

which

from 61% to 67%; a very

55% to 63%; and a wide range of recreation

activities, which increased from 49% to 55%.

As Dutplaceme•t speciallsisr ne TICilSition Team ca1 help ~ CDm!BlY Jace the changilg tides~ btJsiness trends. By prepaling for sitlia1iors be ~ore they OCC IU, the OJtt OilS fir ~ ~t ons will be greater a1d the lr;msition smoa1ber.

The RoperASW study also provided feedback on the regions' perceived weaknesses. Although all regions experienced setbacks, Charlotte USA fared well, experiencing the fewest of any of the surveyed regions. External :ompanies noted few weak-

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inc ~eased

pro-Jusiness climate, which increased from

nesses within the Charlotte region, but natLrally internal companies' expectations of ti-e: region were higher. Internally, the most frequently mentioned weaknesses included public education, transportation, the effecC1arb:te A dvision of llle =orum

tiveness of local government, and traffic conGrcu ~· .

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gestion.These are items that must be addressed if we're to carry through on our· brand promise of balance. lntemal responses showed declines froM 1999 to :L002 on several measures.The biggest

6

may 2002.

greater charlotte bi:o


decrea.ce:< we-e amcng the follo...,....-g cl-aract=rstic~: h~t-ly dea-e~e.:

frcrn 66% ·n 1999 to 25% in 2002:;

::>r:::iEss oaal s:>orts ~rom 80~

13?;7 Ballantyne Corporate Place Suite 305 Charlotte NC 28277-3419 Pllone 704.540.5800 www.ineJeng.co.,

trai 1ed IDcr pool, 'hl-ich hn:hise~ wbi:1

de:reaszd

to 56%; and 10p-notd- rre:lical faali-

:ies. wl-ici de:::reased frJm 80% :o 61 '7.;_ It .s n,:Jortant

t-J

-ecogoize : bat t ·::>th

mpro\e~nts

:lecines =.nd

are h:ued ::>n per-

:ep:iors. whi :r, unle~s addressed. ::>fter ::>ecorn:! reali:y. For EXc.mple.. orl) 45'7'c.of extern;j,l :orrpanies recogni:<:ed 1:h~ Cr 1rlotte regiJn

~

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Cha-lot:e :.JSA is the

Yor<. Al:oo, 58% of ex:ernal cor-pan €S asso:ic.ta::l tre Cha--otte region -,...ith ;j, nea -by full-3ervi : e airport, l"h=n the Curlett=: Char •tte-Do.Jglcs kltenatiooal

A1rport, as historicaU,- had more fligl't:s peda) per capit:l than -a:n) other mrlet

~

The Carolina ,s Most Experienced Consulting Network Engineering & Design Team

size

or hrg=t: But some of :::>ur asse:s are rEcog-

~~

niz=d: th: RcperASW study sho,-.Ed E7% cf extern1l :ompanies:

widl a

VFrY

i5~ociated

~econd-!ar~~t fina~cial

cer:er i the coun:ry.seco1d Yl y tc New

re~n. 011t o~

IiWwJiJJolfk fugi.Jf.ee!Wfg

:01Jrlot:o:! USA

NenvorkAppliance'

righ qul.it:" of lile.

ChCJI!iotte USA is ir a uriqu:! positbn cf str=ngrh..but we

I1'WSt. work

tc rrake

~ure

0

'

monetics

thrc relc•:ating bus r e~ses and lrternc. corpo-atior; and citize"lS. are zwa-e -o' OJr ma;:>r a~3e:s. The r:sUts of thi; stud> con-

n.e ;trategic a11d ta::tical

trioote &"eady to

diP-ctix for the C1':lmtte USA marke:ing plan, curendy in planned -or

d~opm~nt

~ummer

f.. laur-: h is

The view from above.

:;002.

Cl!adorte USA is g;owirg a1d

pr~per­

oui, but :>ur regior, mJSt contJlJe tc look O n the hit te lev ision show E.R., there is rarely a break in the action. But when these br ief moments occ u r, the principal characters go to the roof. Upstairs, they are ab le to look out on the city lights a nd regroup. They use the roof to talk things over, to cope, to connect, a nd to dream.

tov"ard 1ew opporrunities to ll'l<lintaYI ou co-.petilive

advan~e.The

coTt:inat·::>n cf

fewer re oc<Jtion can :!date~ in t1e sl-ort term ;on:l fi€"l:er co-rnetition

dema~: s

a

loL:ler \"Jice in the m1rketplace.'Ne 1eed the su::>p:ort of busine:sses, col"6umer;;, elected ::>ffi::i=-ls a1d volrnt=ers OLr

cL rr=nt

;~.like tJ

A v isit to Hilliard Lyons can be li ke that. An appointment with yo ur ftnancial consultant could be just what the doctor ordered.

bLild 01

succe~£.

Cu- region is rme Uf: ofrnny :liverse co m rruritie~.

Especially if you need to get a g ri p on the big picture.

urban and ru-al,:;r:rall and

larse. It is tl-is dive-; tt that gi ..es ChdottE

USA the ideal balance of bLsin=~~ str-:ngrr, q£1it) dl fe and access1bil ty.)nd, as we in the Charlotte regio1 <now. baarce i.; the true cifierertiator.

biz

For no·e n(Jrmation cbwt Charlo:te USA. ~/em;~ vis I: thEcir /lleb site at V~v--11.cha~otteus J.coo, or, b find ouc hw ~· can i•ccrporme C1tJrlotte USA nne its "'les;~e ofoa/anc in your mar<Etng f!lf'orts,CJ~ An~e W"«ry at the CllarfJtte Regio1cl Parr:-ershlb. 70 ~-34 7-394 ~ gr:oat~r

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may 2002

7


CHARLOTTE REGION CLOSINGS AND LAYOFFS ms:act of Economic Slowdown F ;d ye;a - 20J I - 2002 as o-- :Jc::>b::r 31 • 2•}) I 5,000

Closing and LavoFs by Type of Busl ess •

Man Jfat:turing Ooslng and Layoffs I ,500 . - - - - - - - - - - - - - - - - ,

_d::s

1,200

4,000

900 000

3,000

2,000

Senices Oosing ard L.aycffs

s.::o . - - - - - - - - - - - - ,

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ro 2:0 1: 0 So..ne: North _--.::: S:)uth Ca -:Jilna .:mr:bynm- SE::Ilri"t)Corn.6stons.

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REASONS FOR CLOSINGS AND LAYOFFS

CHARLOTTE REGION GOOWTH lnve _tnlents Annc·unced

I

F1scal year 200 1- 200L. as of October 3 I , 200 I

$2.COO.JIX:O,OOO

l l n~ooesane.ts A --noJ'lced

I 5 00.) 0:\000

Reason number of

workers effected

I ,COO.) II\000

lndus:ry slowdown/decreased demand

SOCt,OOO 2,327 0

Airline industry slowdown/disaster

_ _ r 1 IJ JJ

ll ,a,"~"

'\o,cJC

2,128

Bankruptcy

D"

').,<:J

r:::,<::J'l.

"'\)

.Jobs Announce c

Cons·:>lidation/moving operations

I ,093

._-::-,'0\j

'""""""

:.ooo £,000 ~.ooo

809 Corporate restructL ring

,;.,ooo :.ooo ::.ooo ~.00 1)

734 Competition/import competition

"'.000 ~.000 I)

'"~"

395 Source: North and South Carolina Employment Securit> Commissions.

Sc~:

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Ch&rlo4:e Regonal Par:nership

tech line. Tbe T edlir e wall tell is tAGil>Jble in thaee sizes crr:J o vo.etr o(lomirlcr.e on:/ ~d ;if'ines fou con see i. :n the 7"«1Jiine silWI'OO.'fl, o>per MorOO) frough Sd.lrdoy. 4+46 5ou:h Bl\d. Charlctte, NC 28:!09 »4.334.6813 1-ttp://"Y'............O~f:ollCeSpec.i:ll Sts.COIT great~r

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biz] jack Del Rio Speaks to the Charlotte Touchdown Club Annual Speakers Series Luncheons Resuming with an Exciting Starting Line-Up The guest speaker at the first of this year's

to outstanding area student athletes who are

Speakers Series Luncheons on May 20, 2002,

chosen as shining examples in the Charlotte

is Carolina Panthers Defensive Coordinator,

region. Scholarship awards support student

Jack Del Rio. De l Rio joined the Panthers

athletes and local athletic programs. The

earlier this year as the team's defensive

Charlotte Touchdown Club has raised over

coordinator following five seasons as an

$450,000 since its inception in 1990.

NFL assistant coach, II years as an NFL

Each year, the Club hosts a popular

linebacker and a standout college career

Speakers Series Luncheon Program featuring

at the University of Southern California. For the last three years, Del Rio

THE

bron ko=--=-=-==-=

NAGURSKI

Charlotte Touchdown Club _....,.,

Panther representatives and coaches from the college ranks as well as present and for-

coached the talented Baltimore Ravens

mer NFL greats. The seven luncheons aver-

linebackers, overseeing the development

age 250 to 300 atten dees, provide an excel-

2002 Charlotte Touchdown Speakers Series Luncheons and Events

of Peter Boulware, Jamie Sharper and Ray

lent atmosphere for entertaining business

Lewis, the NFL's Defensive Player of the Year

associates, potential customers, out-of-town

in 2000 and the MVP of Super Bowl XXXV

guests and others. The luncheon events also

Monday, May 20, 2002

During the Ravens Super Bowl championship

offer great networking opportunities!

Jack Del Rio, Defensive Coordinator,

season in 2000, Baltimore's defense set the

The highlight of the Club's year comes

Carolina Panthers

NFL 16-game record by allowing only 165

in December with the presentation of col-

Monday, June I 0, 2002

points and recorded four shutouts, one shy

lege football's most prestigious defense

Celebrity Golf Classic at Cedarwood

of the post- 1970 record . The defense contin-

award, the Bronko Nagurski Trophy, created

Country Club

ued its domination in the playoffs, allowing

to honor the best defensive college football

Tuesday, July 16, 2002

just one touchdown in four games. The lone

player in the nation (as voted by the Football

Chris Mortensen, Award-Winning Journalist,

score allowed in the Ravens 34-7 Super

Writers Association of America).

ESPN

Bowl XXXV win over the New York Giants

Tuesday, August 6, 2002

game on a kickoff return .

Larry Csonka, Hall of Fame Running Back,

Del Rio coached two seasons in New

Miami Dolphins

Orleans before joining Baltimore. He was

Tuesday, September 17,2002

the linebackers coach in 1998 after working

John Bunting, Head Coach, University of

as the assistant strength coach in 1997.

North Carolina

Tuesday, October I, 2002 The Touchdown Club

Chuck Amato, Head Coach, N.C. State

The Charlotte Touchdown Club is a non-

University

profit organization founded in 1990 for the

Tuesday, October I 5, 2002

purpose of promoting high school, collegiate,

Jerry Richardson, Owner-Founder, Carolina

and professional football in the Charlotte,

Panthers

North Carolina region. At its inception, the

Tuesday, October 29, 2002

Club held weekly luncheons generally

Don McCauley, Former Running Back, Colts-

attended by ten to fifteen representatives

Tar Heels

from local colleges and the media. Since that

Monday, December 9, 2002

time , the Club has grown as well as diversi-

Bronko Nagurski Trophy Presentation

fied , boasting a membership of more than 500 businesses and individuals. The Club's activities and services focus community attention on the outstanding Citizenship, Scholarship, Sportsmanship, and Leadership of area athletes and coaches. Funds are raised through various events and

For reservations to all events for club members or non-members, or for sponsorship inquiries

and more information on becoming a member of the Charlotte Touchdown Club, please call john Racca at 704-34 7-2918 or visit their Web site at www.touchdownclub.com.

club activities, which are distributed annually

greater charlotte biz

may 2002

II


Nc.j:Jnal Architecture Conven:i:::r::1 Puts Area Structures on Display Cha -lotte Architects Wayne ::::amas and Terry S1ock ~Ef ec on th~ ~.1~ Convent on ar.d :=ta-:e of Design in Charlctte

Marj~ d ~c;! rning

9/ I I and made

eyes will be cc.st

~ome

changes to

upo1 Garlotte buildings th s

incorporate safety and security

month

'6

into the show," :;ays Ro h· bacher.

all over

: 'le

design professionals "rom

While security a•d safety

country and overseas

remain top d mine this year

descend upon the Queen City.

more than ever ne overall

An estimated 15,000 arcli-

theme wll take on a more

tects, dEs igners, engineers.

abstrac: tore _Entitled

deve OJ>e rs and builders w II

:o~~oo•ene

at the

Desig1

De:si~.

the show

proie~ionals

uptoHn convention center

wi ll ask industry

for t1e A -nerican Institute

imagine a differe1t fLLLre in archi-

of Arcl- itects (AlA) <WMN.Eia.org> national

tecture -

corrvert ion May 9th to

th~

to re::hink <=nc redesign

the profession, r=ach nJ far beyond traditional bou r daries" t's defi-

I I th .

ThE event, expected to con-

nitely a deep thought !::ind of

tribute $:!2 million to the bcc.l econo'l'ly, the cuhilation of extensi...e Efforts shovr:c.~e

to

i~

Ding," says Rohrbacher. Like many conventicns, tlE AJA assem-

tJ

tly will incl Jde seminars and cootinuing

Southeast architecture and

derr ::-rs:rate the city's abili:y to host maj<X"

education classes- but ...,ith a :hree-

natic•nc:[ conventions.

cimensional twist. Atten.::lees

V JOe had to beg to get it here,"

~ays

If"

II view

Ch1rlotte far beyond the convention cen-

Ericc. Rohrbacher, executive d rector of the

:er, with more than 50 t:>urs o=a-ea

AlA CEarlotte Section. "There were ; ome

cttractions. Stops on the tou- include

core e rrs about the lack of heotel spa·: e.

Lowe's Motor Speedw<l). Erics50n Stadium,

Actt.allo.. ""hen the national office selected

:;outh End, Dilworth, M:,.ers Pa i< and

Ch:~.r

cne, we had anticipated that tile

re~onal

hotel

r~l<t

!iltmore Estate in Ashe ille, as well as sites

be

to the convention center would

-ea ~·-

tee

obviously it isn't.'

points of intere;t su.:l- as the

n Charleston, S.C. Hugh McColl Jr., the retira:l chairman

Beth the North Carolina and Scuth

wa~

Cardi1u chapters of the A A, which played

An ether j -st tl s year will be the foet.s O'l

of 3ank of America, whc·

a majCY role in landing the cooventicn, wil

~cu;t:r

mt.ch of uptown's rede...elop-n=:n:, and

ho~t

of tile Sep:ember I I : h te rrorist

tr .:! event held in Ch<rlotte for the

fi rs: tire in the show's 134-year hist:: ry.

I:L

~ay

2J02

a-d safety- a.:lded in the '1\'C.ke attad~s.

' They :ti"E na-tional ofice] went back 1fter

i-.volved in

renowned management ,gurL T:>m Peters :~.re

the keynote conver:ion ;peakers. greate r char I ott e biz


Q&A with Arrerican

GCB: WIE.t are your thoughts

Jn

l;nd-

ing the natiooal AI;.. :onvention n I"' a;.

Institute of Archite:ts executives Wayne

Czma~

and what t mens to the ar·: hitectJraJ communi::r and 10 ti-e city?

and Terry Shook

Camas: F -s: of ill~ I want to

giv~

Th: President and Pre5:idertele<:t o.: the Charlotte Sea on of :he North CarJ ii na Ch :Gteof :he AlA <www.aiacharlot:e.org> diS£:uss topics l<lnging fran the naticnal conwont ion to tile state of de;;ign rn Ch3.rlot:te.

were the ·:·nes v.ho vvent after rhis conventic -.

cred-

it to Scott Ferebee and Ben Ro:>k. The:-

Wa

between 15,000 and 17,000 attendees . You not only have people from all over the US coming, but you also have people coming from other parts of the world . The economic impact is substantial.

>

Car; as ... rhe re.,• wt A o

Y.. I

For Charlotte , it was an important convention for us to land. Number one, it is a large, prestigious convention wid·

tPs 4 'f 1tects P.

e (I c;t r,...

W

to

AlA

r/ort Bu me s ur c m Cne Av, ral/r en or 0 ce

B

~a/

ore lh'ln

~

e

ce

0

an

rc.~t

d many h ur~ d"'.CJI

dha S I

00

0'/

s

Char ot DPC"'mb the

h 4/A r

e o

F.

of c r

m as Ch llt

s

f1

0

,a

r 1te

ar m d

mwh/Ch

tUf'

ot" e tn I 02 Th

n Q arlc.tt an L .. w f. w1tb

'l

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Jrr

c;

rr

tit:.

cf

s

IVor d n

,.oca Col the Cn no te

ct"

o ofthe lA ott AlA b as ., m r~

ana ra

grea-:e r ch :: r l c-: t e biz

I<

ma y 2002

13


This wi ll s- CYW ever)'cr>: ·.v1o we are, whe'e ....e :are: :and ..,,-a: is going 01

here Q u te fTankty,

suffer fr:>m

1 bin k

we

~till

:--= "'C1a' hctor--{che

comm·::>n :orfu:sicr. beur=e1 Charles m n WJ ::::harlo::son . S C. , Charlot:esville: \>a . ard C - c. -lotte, N .:::: .

1: ...vill be al in:: red ib e :JpportiJnit)' for those c::yn ing to Ch 2rlo tt:! and a great oppo --:un iry fo r

L~

to s1owcase

our ci: y. Shook:

of the industry in Charlotte?

city. The legal liabilities in assuming

Camas: Charlotte has been very fortunate to have weathered past recessions because of its strong business climate . The architecture profession has fared far better than in other communities . This recession has been no different although people have lost their jobs and revenues have been cut back. However, many of my peers agree that the climate is getting brighter.

contam ination have kept these proper-

responsibility for possible environmental

b el E"'e t il is is :-e Ia rge:st

c::>nventic·n e:ver b:>oked tr Chulctto:. S:::> I think it's i-nport:ant

~co.5n

tion

for Charlotro: , ald tre ~ovitl that has taken p ao::e he--o - pa - ·: _Ia ·ly in terrr s c" th e

~r:>an

plarv- r .5 c. r d the

ties from being sold and redeveloped. However,AIA has been instrumental in seeking legislation at the federal level that will protect new owners from unlimited liability and will hopefully allow these important pieces of land to be put to a productive use. Many of the properties in SouthEnd were considered brownfields and we all know what a success that revitalization has been .

Shook: Right now, I think the industry

I served on a smart growth com -

is rather healthy. The region is still

mittee for the city for eight months

growing and we've been fortunate

and believe there is positive movement

through this recessionary period that

in that direction. But, could more be

the profession hasn't been hurt as badly

done? You bet!

revit:alin.tio r ·: f t-.e ·:ent:H dt)1 Jr.der

as people in other parts of the country.

t1e pri-lart leaje r ship ct 3c.•k ;:,f

And we are positioned well to grow

Shook: I' m hopeful. I think it is clearly

America. Because oi : h ~ t . I tl--,k i: is

through it.

a topic that should have been debated

e:xceec 15lt ap pr::priate tr at. Hugh f'1cCcl l is go - g to be o"lE or :he

GCB: A lot of the city leaders have talked about smart growth. Do you see that happening here?

key note

.; ~e akers .

se r iously earlier. Apparently, the leadership at the regulatory or government level didn't exist- but better late than never. It is something I' m going to focus on .

GCB: HoY" NOLI:f you define ere state

Camas: What I see is that people are finally beginning to realize that if we want to enjoy the quality of life that we came to Charlotte for, then we are going to have to protect it. If Charlotte is really serious about doing that, we must do several things. I) We must revise the current zoning regulations that actually encourage sprawl. 2) We must get smarter about transportation issues . I had a transportation engineer tell me that building more roads to ease traffic congestion is like buying a bigger pair of pants to cure obesity-if you don 't change your habits-eating and driving-it won 't be long before you will need more asphalt laid and an even bigger pair of pants' It is not enough to build a multi-modal transportation system in the Charlotte/Mecklenburg area-we have to make it accessible and attractive for citizens to use and we must educate them to dispel the stigma of public transportation. 3) And lastly, we need to be more aggressive in reclaiming brownfield sites (former industrial sites) that ring our

We do have a number of initiatives in place to foster smart growth . I do agree with Charlotte's planning director, Mark Crampton , that our future is an urban one . But words a re hollow without appropriate planning policies and regulations to back them up in achieving a livable urban future . And you have to have the development industry embrace it as well. That is where we come in .

GCB: Along those same lines, do you believe that as a city, we are doing enough to protect and preserve some of the historic buildings? Camas: We are known for continually reinventing ourselves- sometimes for the better, sometimes not. But there are actually more historic buildings left th an people realize . Little nuggets here and there , but there are so many new buildings that you lose some of the contextual feel that goes with age . What is left needs to be preserved and we took a giant step toward th at goal with the institution of the new Rehab code that makes it cost-effective

greater charlotte biz


to r-=novcte an older structurE un der tocc.y's stringer£ ;,u :ling codes Before the e nacx:ment cftt-= Rehab co :le, it was just cheape - -:o demolish =.'1<i rebui d from the

~rCJ'ld

up.T-.e fact

that these bui din-5; r:<:n becorreo funct io'lal and procua; income

at;~.

of t1e cost fo- rer -ofit makes

fraction

p -~serva­

t"on much more ::.uractive.

Shook.: =rom d-e b<:_sinning o f ny career I have ::>Eel

-~ volved

in t rying

to sa·re pieces :1..1 d fragments c: Char otte's hi:;wrr At one tirre, I was the

presid~t

:>f the Berrn ill

Pre$ervat ion SociEt;-. which s~=d a number of builcir gs in Charl()l[:e's Fo..rn \'Vard. Unfortunatelr, ris is a Ne-.., South city a 1d ike ot!Jer New Soutl:t :ities this com-nunity .,..;o-:s to pro•,: "Ne hav~

mc•ved CE}c.-d the

polit i:~

and

emotiors that 'wo/ere vested in t he 19th cerltury. t's a

~hame

our builc '1gs get

cau;ht i the bc.c:J< ash of that It 's impornnt : c preserve

J

eces

of ou- history be ney archite:-:-:urally significa-rt or cL l:ur=.lly signifi cartt. It helps u~ stay gr.:J~Jnced and is a : ouch stole to the :>as:. -hat is wh• rm such a bg

ado;ocat~ 0..:

-:t>e trolley.

think

keephg a vin:c.!:e t""'OIIey systEIT in place is exceed ng :1 i'llportant t::> peop le n

thi~

cn:-:1, trying tirr e.

GCB: Do you fu; l the criticis.,., by

>

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180° F-on

adit1onal Sales Tral11n£.,.,

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may 2002

15


some vvi ::h n t1e ar-chitectJr<.l com'lunity, about Charlotte'; ber: to Narc conserv<.: sm in archile:tLre is fair

:>It s: uo:: i thee middle of this t opic.

or unfa r!

.:>r. I J:J th ir k ther= are pe::Jple on both ; id <' s :X the :erce. Son : ...,ithin the

Camas·

~

a n architecf wh::> has lived

here fo - mere than 25

ye a~s .

I rea li:?.e

this is a ·:.on~ervat i ve b[Jsi n e~s environ ment and our archite:ure -eflects -:ha: consen·atis rr. A bJildi n; s ~ oJij reflect its own: -'.; ·ralues.

th irk t he <.ey to a health:t sodety s not one 0r ne other ; it's no: either/

je"~<>p11Eilt

com11unity 3.re sl-ortn : 1eir absolut8 requir=ment

;igl:rt~ j

: hat : v:!fyt hing be cor servative in 1atun:: . On the other h~n d , I th nk : here are rrembers of my profession ·.vho frr d arything but con: emp::>rary an1thema to : her cor-: being. I trin k ~cu l tu r e is about bl:nding

WOf'k 11

Shook: It'.; a knded

~ ubje :t.

I' m pro ba-

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together inflicts from the past and visions of the future .

GCB: How would you compare Charlotte to other mid-sized cities in terms of architecture?

Camas: One of things that separate Charlotte from other mid-sized cities is that we don 't have a port, a river or a mountain . Therefore , we are don 't have the character of a port city like a Seattle or a San Francisco. We are the crossing of two Indian trading paths - that's what Trade St. and Tryon St. is. And commerce and trade is the only reason we are here. We don 't have a dramatic natural backdrop as other cities do -

about

the only thing we are known for in terms of anything natural is our trees .

Shook: That is a good question because I do travel a lot. I believe we would rank in the upper 20%. I think the contemporary work that has been done over the years is by and large better than most cities . On the othe r hand , I think we haven't been as good at saving our historical work. But in fairness , other places haven't had the pressures in development that Charlotte has had .

GCB: Where do you believe architecture in Charlotte is headed over the next five years?

Camas: The genius of visionary leaders

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m::1y 2C02

such as Hugh McColl, Jr. is about creating generators for future growth . For instance, Gateway (across from the Doubletree Hotel) was nothing but broken concrete and parking lots . It was nothing! Now you have an incredible facility that is retail , office , residential and parking. Now, the gap of land between it and uptown has become more interesting and valuable and someone will come in and do something with it. Things will continue to expand around these economic generators and we will continue to fill the gaps . Areas such as Gateway are magnets that will allow us

greater charlotte biz


to finish the patchwork quilt.

Shook: The battleground is clearly an urban one. I think the architecture that will take place will recognize that the street environment is very important. I hope that buildings that don't recognize the street, that don't encourage street life and don't celebrate the street are over. I think the work we are doing with the new Hearst Plaza will be an initial shot in that area to take back the street. I'm hopeful that, as Charlotte embraces an urban future, be it downtown or be it places such as SouthPark and others, we will recognize the importance of creating pedestrian environments that aren 't just landscaped pretty - because those things are deadly - but that support an active commercial life along the street and are compatible with housing that faces the streetso we are part of this whole pageant of an urban experience.

GCB: If you could change one thing with architecture in Charlotte, what would that be?

Camas: That is a really good question. It is my goal that members of the architecture profession will be recognized by business leaders for their vision, their problem solving skills and their ability to create architecture that truly contributes to a company's bottom line. So often clients overlook architects as business consultants. But who understands the future better than an architect?

e sa.1e is tr•e wi t: cos!5

1€_~

to protect 1•o~.<r E-mail

your computers. 31C ~ b u s ~ess

a pp lica:i oos at a

"WI"T"1'1Jte bc:1k" than ir yc.Jr oft ce. ;:a r le;!.

Call us todc;y! We el'fer data pt"ot ecti o• <~gains vCW~daJism, re, water, power loss, anti network outages.

Shook: That is a question. I guess it builds upon the last question that members of the profession would be less focused on abstract dogma and more focused upon the rhythms and needs of life. biz

Pea

Te: h.n clo g y Gat e w " "

c.:,_~, 1= Jter

··r'c u r Lo:a;\3ar k .39 " CL=rcx>=in~ CK i"Je , Su~L.

john Rehkop is a Charlotte-based freelance writer: greater charlotte biz

J]'C42CiL.I 01C

::ha · / : tn-,~28273

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r1ay 2002

17


;;r o atE' c oarlotte


by r ;;n l:3u ·o~h

-net l ~ rnh.csetl-ird, h __ p~y.ic1l

\\ t>rl< stz;.: ~ .msuiuble matenal an·l rc:o.:k ?XCI'.-:1 ··r1. "lt'5 wha· we call -luJ.·r:u tr a c -i J -c·day Lhey co a good j )l c ·

holc:5 ir tbc 5 o Jnd I hi.= ·• C'-' i~Jn t-.: bottcm ::em ' natJlar y ·:nhc t;;:i brotl·c-:; ·.-••+ c5~ ::onp;n:.... [. '> LrcDcv:'clJ n~n.. h.1s dJg a p;:,(i 2.~le nd:c as o 1c <: f th? Fiedrrnn.'s pr: mk si e

x · r;s a .:;i L '· itl augers, :;o you do?si_2;11 :ollrm olr.l r s ar d se"·er and v.·aLr syst::.:ns D a, "i.J r::>c.< if ycu can." \•'hc. .t 1 c iem encoun .ers unsLiwt•e m:t·;rial, :)t.Lc 0.::\'c:loprr..:nl uses tee--

Jack aLl ""t<.r~.: Bl;Lhc r~ lL..lr cJ:lmil hey

sped < lA cf tbe:- wor\.vc::.cl: -. the :

wor-z

l5

Jllflr

ni::fUt:> i.-.;> Inc sDb hzati:m and g•'Clc~­

s::~::c ;I ,.:::.

u lu::lr :u:r c. i. 1 s ::a''= m: C:<t n th.-ir site:,." _:o.-ens _-1c -: F;lyt he, ...,~1 :;e--.res 15 pre:;i "1t " 1c firm ·'Jf vd :::o~n sav:> tl-crr IFJ.ol£": "1C:' will ··al us b.c<." In hs 'r.-•L"Ii?nce, ffi<lil' fi.c •/Cr~: situa.ioo t.,ct iJ.•) a:.ke:rs...ri-1 ~i L~1t· 1--'-contrc.c cr ,·r-9..1!; 0\'"lle:rS "Eut '": -c· •-:1' let tratl arre-t 'A:e tell o·~r : Ef' > tir ~ is mt•llC}. ,.J vc ha·~ Ll-c n~•-·oT..-et aro equipnP 1l to ne:t .hc ve y 1~~ -.s~rvc schedu[~, :..o- rzqLire. ·.;v, a1 ·emconst\~

"& costs 1-\-L

tiL a.hnc- c

t ,.

tC cli~1l lt?do:

Pcc·rcfiru Ln -::rrk Bl:th·, Ah8 ::-cr.-r:s as vi~ p::.:srl.:-1 m.j sea·e.<~r•. ··.:: x ll bEness G a fun: i:l ~ oJf I:·i)'t lC "J:--··~k· -.:-u?r ~ focus en ·v~lu ~ngt-...:ern~,. Ash E<p a:m, --..abc ?n,::in?::rr.~ ::: cr:tic<.l i::J. e r l:-w~rl< ·T1e e ~TL t.·,c th ng~ tc l\ Jl(_ Jl gr~dirg _ c to·. Fir~ , you ',\.<Jnl lt~ k.Lnce 10:: Cl _ :111::: f l; ,ron don't .va--. ..J t:'uk -u c:rial ff r r n " The sccor-d tl1.~ '- C vo d :~t 1-c ~-;de-

grea-:e- cr;.:r :::>t:e b z

~'

c:id havin.§ to uncc-cJt

c•r., ~it·~. _.;-b:..:l saYcs tens of thousan ..=;, i -ct hJr::.rcd~

f thJusards, of del hr-. 1: :k ! ~:' Lll• cics 1 rccc11t projell n Caha~us: 1 mty tle:: bardlcd fo~ a de._. trp~r ,..,l t ~:: cutset, the estin:ate "- ~~ $3 2 mi I ) 1 b::cau;;e the si·e had ~eri-:::-t=

Blythe Development l\1oves Heave and Earth To Cre te CostEffective Buifd ..ng

Sites

intLTe

pre~

-, Lc:

l

ors. ~ --~e

ilr;-wrc f.-2as1ble Dl;-·-e

Cc,'E..cpn-2. t ,• -oJkd with Lhc design~r. dJ~ Lest

h ~o2:; f.x wck and made su~gr:'-­ tix~ .hn di.ccc coflS to .$2.2 mi.ll:ico "At tJ_2 1 illim tle c'ient •.oulcln'. ::.fk· J tr d.; r, lx.t n $2.2 111illior it workcc.L' -tel- h~·o x:lit\'C th.s commitme~ ! ..:> ' '"

the

,_ ll'lJ=

_e .:-.gi.reering L-as propcll~:.t cmpbys 450 pcc•-

J'l.' •.,hch

pl:? . ..:n to) l-2

F:~st

c;o listtl-:~ lastt11ee

yc.a -s _:-, .1r ch~ :n 198:), Blythe Developrncrt. 1 !=C ro-:r:rl .;::n:t.nli: cr special zing in e ,·u-:.h n1-. nm l e g-·ound down: clearing, _srac 1 ;:. ire-tJ int; >LJrm dra ns, water, >-

is

may 200~

17


sewer, curb and guuer, stone base ,

equipment operators, foremen and

asphalt paving and sidewalks.

supervisors.

In essence, Blythe Development does

Today, it's tough to recruit truck driv-

In Frank Blythe's view, their final advantage is the ability for customers to go straight to the top. "Many contractors

everything outside the building. They

ers because many young people don't see

have been bought by conglomerates, so

have three divisions: commercial, resi-

driving a "dozer" as a career path. But as

you can only talk to an employee. But

dential and industrial. They also build

the brothers point out, a good equipment

owners like being able to talk to the

golf courses in this area, and do road-

operator earns $50,000 a year, noting it's

owner of our company. When we say

work for the state DOT. They've even

a job laid off textile workers should con-

we'll do it, we do it, and they get a quick

done dams and nuclear plants.

sider.

answer, too. "

Many employees, including five fore-

Gray Kimel , vice president and gen-

men, are Hispanic. At Blythe, English is

eral manager for the mideast division of

spoken on the job. "These five men made

Vulcan Materials, has worked with Blythe

the effort to learn English. They're now

from the beginning. "The bottom line is,

making $14 an hour versus $1 in Mexico,"

they're the kind of people who you have

says Jack Blythe. "What would you do7"

a strong desire to do business with. Their

During the go-go growth years,

organization reflects very succinctly what

Blythe Development focused predomi-

jack and Frank are - very honest, forth-

nantly on the private sector, but in this

right, hardworking people."

softer economy, the commercial and industrial sectors have slowed. Although the residential end of their business has remained strong, they're looking more to the public sector. Trouble is, so is everybody else, which means highly competitive bidding, and lower profits. At any given time, Blythe Development

But Blythe Development feels it offers

Cameron Harris, president of

is digging away on 50 projects around

added incentives. Its large, experienced

Cameron M. Harris, also auests to the

the Piedmont ranging from $100,000 to

workforce enables it to self-perform 80%

brothers' character. "! have been personally involved in a couple of situations

$15 million. Many qualify as premium

of site groundwork , which gives them

holes in the ground: The Westin Hotel,

greater control than competitors who

where they stepped up and shouldered

Briarcreek Commons, a taxiway at

must subcontract the bulk of the job.

more of the responsibility than was

Charlolte-Douglas airport and the Home

"We can meet aggressive timetables, at

necessary. This was done in an effort

Depot in Rock Hill, to name but a few.

the same time not charging more to do

to make things right These two guys

it and not sacrificing quality," maintains jack Blythe. "So we're giving clients qual-

have done a great job."

ity, cost-effective site work on a timely basis and that sells itself."

A Different Kind of Hole Blythe Development's upscale new headquarters on Westinghouse Boulevard sports an unusual landscape feature: a challenging water hole, replete with waterfall and riprap. This particular hole was by design, to demonstrate their expertise in constructing topnotch golf courses. Examples include Charlotte Golf Links, The Divide Golf Club, The Tradition, Waterford Golf Club, Tega Cay Golf Club , Springfield Golf Club and Rivers Edge Golf Course. They also helped renovate Carmel Country Club , Charlotte Coumry Club and Myers Park Country Club; and constructed the Michael Jordan Golf practice facility in Charlotte. Blythe Development has worked

Digging Up the Best Dirt Right now, Blythe Development is working on Lowe's office park in Mooresville, which Frank Blythe says is an exciting project "It has a lake with a series of stone wall waterfalls feeding down to their building and running underneath so employees can eat on a deck overlooking it all. This involves a liule bit of everything in our expertise." Not many people feel the earth move under their feet on the job, but for the Blythe brothers, that's all in a day's work. Although they are twins, they have distinct personas and capabilities: Frank manages estimates and financials; Jack looks after operations and equipment. "I get the work; he gets the work done," quips Frank Blythe. Headquarters houses 35 staff, including 10 civil engineers. The bulk of employees are heavy

20

may 2002

As another incentive for consideration, Blythe Development offers a gratis site investigation prior to turning the first shovel full of earth. Blythe Development is also amenable to taking projects on an unclassified basis, which means they assume responsibility for any conditions in the earthworks that surface along the way (Classified projects restrict the price quoted to only moving dirt- not rock or mud.) Their experience as site owners and developers is another differential. "We understand the owners' and developers' sides of the business, because we've been there in our golf courses, so we can put the owner's hat on instead of the contractor's hat."

greater charlotte biz


with renowned architecture firms including Arnold Palmer Golf Design and Hale Irwin Golf Services. Their most memorable course, though, was the Charlotte Golf Links , which they developed and constructed on their own. "We had to move a half million yards of dirt," jack Blythe recalls. "It was flat farmland. Most of the trees were gone and it had very poor soil conditions. We had to bring in mud trucks to handle the bull tallow, which was three to five feet deep "

The Blythes hired Tom Doak, a specialist in Scottish design golf courses. "We attempted a Scottish design course as best we could, because Charlotte doesn't have the climate for all the grasses, " says Blythe. "I think we did a pretty good job. Charlotte Golf Links is as close to a links-type course you'll see in this part of the country. " Doak, who heads Renaissance Golf Design, says the design is similar to the Heathland course at The Legends, with open-front greens and pot bunkers reminiscent of an overseas links. "This style makes the course different than any other in the Charlotte area, and attracts members of neighboring clubs to play it once or twice a year, along with the local daily-fee golfers." Doak adds, "The 40-foot elevation change across the property allowed us to create a dramatic landscape with a more modest earthmoving budget than The Legends, despite unkind soils. More than 75 acres were re-shaped in just ten weeks after a wet rainy spring, so that the golf

greater charlotte biz

course could be planted and opened on schedule and on budget. " The Blythe brothers have a passion for building and developing golf courses. "It's fun to build a golf course as opposed to a highway," jack Blythe confesses. "Both are necessary and we do both. But a golf course is a little more artistic." They can't wait to tee off on their newest golf project, a Nicklaus course in the Palisades development on Lake Wylie. Generation After Generation Watching all the construction trucks around Charlotte with the Blythe name can engender the sensation of seeing double, for good reason. The Blythe brothers are grandsons of jack Blythe, Sr., who founded Blythe Brothers Construction Company in the 1920's. During the war, his firm built parts of Camp Lejeune and airstrips in North Africa. After the war, it became a state highway paving behe:noth , helping create a segment of the Blue Ridge Parkway. In the mid-80's the firm was sold to an English concern, Alfred McAlpine, which

changed the name to Blythe Construction. After their commitment to McAlpine was up, Frank and jack Blythe decided to start from the ground up, retaining the Blythe name with a slight twist: Development. Since they had a three-year noncompete clause, they began with golf courses, then moved into site work. Revenues have grown dramatically, from $3 million to $70 million. Ed Weisiger Sr. , chairman of Carolina Tractor, has known the brothers and their father. "Their forte has been doing quality work on time and on budget. Over the years their family has had a great reputation for that." Although the brothers might appear forever in tandem , they definitely think for themselves. Asked what his number one rule is , jack Blythe replies, "Do what you say you can do. " His twin's rule isn't exactly a ditto: "Do the best you can do, always." biz

Nan Bauroth is a Charlotte-based freelance write~

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For a consult:i...1g experience that doesn't just treat the symptoms .... L..___ _ _ _ _ _ _ _ _ _ _ _ _ _

ei{~J;X~~t

Strategy & Business I Customer Relationship Management I Program Management I Application Development I

PO Box 49551 Charlotte, North Carolina 28277 www.exervio.com

704-759-0964

may 2002

21


by karen r. ma-til

Promoting the

S~trength

of our Region as a Whole

When Ros3 StOf''tlS want:e t. expand its presence with: a wae-

de~ de

house oo 111e East Coas1;, it looked at nearly 3 dozen gtes. The

York Countr (S.C.) Econo111ic Develltp ent Board. Farris ard

California-based off-price clotbi1g retailer, wtltl 45:! Ross "fil'l!SS

Partnership leaders, in fact, matte two lrips tD Ross' nationll

for Less" sbres in 22 states inc[uding Nortll 3lld South :Carolirla,

headquarters in Newark, California.

needed a il~aticn with good irte:-rstate access tigh qua ity lmor availability, and access til maj:Jr transportatien centers.

[o its new location]," says Wa rk Farris, directur o t he

Once Ross executives saw the benelts tllat Ym-k Cou1:y offers, including the availability ef nearly 1,000 s illed e~I·~-

The Chc lotte Regional Pal"'mrstlip <www.charlotteL. sa.com>

ees thal they quickly would need, lh e~· shook hands o fte

leapt inte:action, promoting tile Charlotte I"'!J! ion with "ts i11ofr-

deal. Gro1nllbreaking on the new 1.10-acre site, just DViB tte

national .rJ -port, interstate lrcations and '£killed workfoKe.

Sotjh Carolina state line, took

p~ce

in Julr 2011. The doors of

attracivene~s:

the 1.43 million square-foot warehouse, 1he largest in So1lh

equidistc.r tlo NBw York aoo Jlliami, two cifi::l~ with high CXI-

Carolina, are scheduled to open this. ~m•ll (May:1or next Sc:rs

centrati.s of oss Stores.

Farris: "111e very proactive

Additionalr it touted tile retien's geograpllic

"The P3rtnership was li'HY

greater chai-lotte b

~

aggressiw~

in helpi1g RrJ5S

invotven~errt

that the Partnersll p

brought to this project made the diftef'ence for York County.'r >

may

2~:):£

23


Tille Spirit of Partnership

f rst sDcr. organization in the state. \\. _1i~ tr.e number of counties included iJ tb:: r_gion has changed over the yea--s, there now are 16 counties in the C-.arlutt:: region: 12 in North Carolina an:! '1- in South Carolina, forming an area '•)Ushly the size of the state of Massa:::husetts, with slightly over 2 mill or. Y.:ople. Ud by its president and CEO, !vlichael _'\Jmond, and an 84-member toard of directors, the Partnership trng~ wgether government and local

-he idea for a regional pcnnership in 1990, when area leaden

WlS JOlll

reJ.b~ed

that the Charlotte region """~ go•.>.in& so quickly that it waco ~uct m:m: ac.1 amageous to promo _e the ~t-ergtr Df region as a whole n :hc Lhan as merely a sum of smal er pars. ~he Charloue Regional P.nners:1ip offic all; came LO life two yea ~s l3ter a; a 101pmfit, private/public or?,a:Eizc.don dc.di:at ~ d ro the planned gro~th and piOSiJedty of the Charlolle resio.---the

bu~inesses

to market and promote the Charlotte region as a highly competitive, vibrant regional economy with an exceptionally attractive quality of l:fe. To fur:her define and identify the reg10n, the Partnership recently "branded" th:;: region as "Charlotte USA" (see

acwmpanying article page 28).

"In many ways, the Charlotte region is the ideal model for regionalism, worldwide. It's defined by a very strong and increasingly urban core and surrounding it are small

vV e B e 1,ri e v e

1n

villages, medium size towns,

industry, and businesses of all different kinds." -Michael A. Almond

.let Rcbi -,,or·, Bcusk "• .3< H iasm, we develop innovative solu-ion' for ::a:i r~

:> u-

cl·cr :s' le.,;•l -,=Js 'Ne understand the challenges

b Jt h emEiging aod e!n li ;hed compa11ies in today's com-

? le x bu;ncs:s CJ-viromrEnt. ( ur approach is tailored to each ~CIJE~'s ...Li i~ e

siwat )IJ sc tbr ;;e provide the most effecti ve

:..d"iu a1d the m:>;;:

e-fe::::iv~ .;cl ut.QnS to

meet our cljents' goals.

ROB NSON BRADSHAW & HINSON

NC Rn- CAR OLINA OFFICE I C I NoRTH TR'fON STREET

SOLTH GA '< O.Jr,A ::>="'IC E -HE 3l.J.tJIA:::)I4N EUI-Dit-.=i

5LTTE 1900

=: 23.

C ~ F'LOTTE,

POS"'I 0FFCE 0P...-..~R

NC 282 4 6

7C4 . 377 .2 536

~

..... .t.IN 3rRET- SU"E 600

303: . 32.5.C9CO

L-4

nay 2002

12'070

Race H L ..... . SC 297.::! I

"ln many ways, the Charloue regior is the ideal model for regionalism, worldwide," Almond says. "It's defined by a very strong and increasingly Jrban core- and surrounding it are small villages, medium size towns, industry, and businesses of all different kinds." He points out that the area has a "rich mix of economic inputs," with manu :acturing, banking and professional service firms flourishing sideby-side. A healthy combination of new ecc·nomy and old economy industries - textiles and furniture, for instance, as well as fiber optic cable manufacturing - also provides an historically staJle economic base. The region's quality of life- nice weather, cultural opportunities, available housing, and more - also is an important strength, Almond says, especia.ly when it comes to aLLracting new companies to the area. "Quality of life used to be regarded as a nice amenity in economic developme::1L circles," Almond explains, emphasizing the past tense. "It was fine if you could get your business done ;omeplace efficiently and at the same time people liked living there. But in a borderless worldthe 2 ~ st century global economygreater charlotte biz


T1e Charlotte Regional Partnership covers an area roughly the size ol the state of Massachi.ISI!tls and includes 16 counties - 12 in North Carolina and 4 in South Carolina.

--rc_ people car do bu5 n::ss any.,r.:.-_ 1u:>:nesses :rre go :-g tJ pu·

ner:

:::-·~ ra:-jons

cr:::

))':"~5 li ~~

in Jlaces .Ph~~:: :hdtc live, wb::re they'c ~ ::h :::> be the h:~ppiest. Gudity d tli n:. ~on:: from becorr .ng J cor .-enic-t :::n.::ni L~' tJ an c.bsolu::ly essembl E:ccrx::rr·: d_vdoprrent a=sel.'

'J 's all about collaborationr:ct

mg concerned about vrhJ

fEts l

glory, but how we are

£ni

maintain

t}e "tality of -Jr. ..

OU'

regioa."

Zlltss, a Partnership board t er an president of Central

Ctlmmunity Colllf:te '."' .:-...:tt L.L:: Charlotte reg.on offtl s l: ;jj_o::r Lh.n;; ny other, Almond aJd~- is c. ur- .;e b3lance of three .<ey 1ssets: b.t:.J _s:: stn:ngth, accessibJ ty nd c X'-: ::>f w·:: WhilE Lhert Jre some f a_~ _J,CI[ -n.ght :a\"O rabl:o con:par:: ""'i.h D~ C1arl•)lte tcgion in ter-ns ol g~-=3.1e-

Cl'lrlctie biz.

greater business :;trength or be_ter accessibility to certain popular-ons, ~ says, "in terms o · overall balan::e .. ·-e think we have a _niqt.e promi~.e to dfa ~o the world."

Promoting Partnership Across Boundaries The advantagt of s;ch balance- d .he opportunity fo:;r success- t·ansce:: :E .otate lines, Partnership member~. say, nsisting that there's str~ngth in ;olidarty "It's all abou· collaboration," sar"Jr. Tony Zeiss, a Partnership board -nember and pre~ den. of Cent raJ -=>iedmont Comrrunity College, "lOt being concerned ~bo ut who get::Lhe glory, but how we are going to maintain the vitality of our re&ion. " Because a top pr •)rity for company relocation or expnsion is th e availability of qualified labor, which CPC provides through trainhg cours::s oft=. "1 funded by the state, CPCC ha ~ been i.nvolved with the Partnership since the beginning "\Ve're always at the table." >-


"We recognized early on that our destiny is inexorably intertwined with what's going on in Charlotte," agrees Farris of York County, the first county outside of Mecklenburg to join the Partnership. "We like to offer ourselves as a South Carolina option to the Charlotte market."

sure that certain coalitions are put together, so the right people are speaking with each other. We have to continue to preach the gospel [of regionalism] everywhere, to everybody, so that they understand why regionalism is so important."

"If we are going to have an

When the Going Gets Tough ...

economic future of our own making, then we must formulate and communicate a message of our own design."

•W. • W.b/ ·owHr bed Solvlio • f«ms Proceuing/ OCR/I Solutions • C¢nversions DTI

~te-~rat&j

Bus iness Sollttlons

800-753-4238 lnf:l@ dti bs.ccrn

,~ LT f\~A N 1n1t1at1ve sroup ,l nc Ia<e :ffi Altf'I'Ja. htiatN€ ana call t:m se!

Denise Altman, MBA 704-708-3700 wnw.al mani ~i~iative.com 26

n- <->' 2002

-Michael A. Almond Almond admits that bringing together multiple municipalities can be challenging, however, especially at the state line. "Some people at the state level in economic development believe that if you bring [new business prospects] to the Charloue region, they may 'leak' over the state line," he explains, adding that the same can be true, vice versa, of South Carolina economic development leaders. The state line is economically irrelevant to the Partnership, Almond contends, because it has no significance to the regional economy as a whole: whether a dollar is brought to York County from Cabarrus County, it still gets spent-over and over-within the Charlotte region. Yet the state line as a political barrier remains "a reality that we have LO deal with constantly," Almond says. "We have to be aware that our coverage area is in two different states, and that those two states take that line very seriously." However, Almond emphasized that it is important to realize that there are certain issues and problems of regional scope and significance that cannot be resolved at the county or city level- problems that require regional solutions. "What do we do about that7" Almond rhetorically asks. "The Partnership can't hire school teachers, or pave roads; instead, we have to be a catalyst for regional thinking. We can try to make

With the recent economic downturn, Almond says the past year "has been a real challenge, to put it mildly." Whereas manufacturers in the Charloue region formerly had to import labor to keep facLOries running, over the past year they've been forced to lay off workers. There's been belt-tightening and consolidation in the banking industry, and tourism has been hit hard in the wake of eptember llth. The darkest hour, however, is the best time to shine, Almond says, and that's especially true in the Charloue region where local leadership has such a huge impact on its success. The Partnership's 84-member board of directors-filled with representatives from regional cities and counties

<www.charlotteusa.com/ crp/whoweare jpublic.asp> , as well as execs from some of the area's most prominent corporate citizens <www.charlotteusa.com/crpjwhowearejprivate.asp> that contribute more than 50 percent of the Partnership's budget-decided that the spotlight needed, now more than ever, to shine on the Charlotte region. "If we are going to have an economic future of our own making," Almond explains, "then we must formulate and communicate a message of our own design." Hence, the new branding strategy, new logo and a redesigned Web site that allows site selection consultants worldwide to do their homework without leaving home. The site includes overviews of the 16 counties in the region, a summary of available incentives, special reports on certain industries, a searchable menu of locations available for filming through the Film Office, and more. There's even a Site Selection Wizard: by entering information such as the type of building or

greater charlotte biz


si~e

of ac-eage nze.ded, prd~~d d·stmce tc t:1e ht::rstate, .:; n;:_ the rra;.irrum desired

purcha~c_

f:i.Ce,

irtere~tc:c

<:c·mp3.nies and c::n:ultants can in;l3.n ly na-row theirc•. •r-on:;. Alrr.ord cdl; the site ":he s-:~gle :::lOSl in]_:or.a..Y econ:>rnic devel : p:n~nt .ool" the ParL'1~-ship has, receivin.; ~ SC . OOO luts ec; c1 ncnth-up frorr 1:: )00 _ust

~s

l6 ccunties,

- ~c:arch,

p rch·ic.in ~

res:nr,:es,

supp ::n Jr.d frr=.dir-5 to h~lp bdmdLal : cuntiE~

:1 ~::1. showcas~ r:-. ~tr

i::l tbe best v~stH:: li~ht

""Yve dor L pre::,tune t::: dLp icne wh:Jt hey de - A' mor:d SlyS . '·T - ey're c ·:rmg an exec Tier :_ :Jt· al cac.y. T1.e •:Jurlotte Rt ~~oP..:L. Part:-t ~ rsr != c.>dsts tc .:.:J things of Tt:§.ion;.l 3cc-p ~ c..r ::1 -egionJ: ~&-if: cance

:hat , tf ~ ::l:rt 't u

three rue ago. E3.ch ~ite ·.r:=nJr, meanwtile, is spending a- ;overage cf 30 rrin.1t::s a_ the site.

::lo-.'t get dooe .•

Almom describes the

Pa-:n::rship finc:ncm L :mshte _nto n:cl collars =-~,y L-e n :g : o. -::-1:-e Fi'm

Partnersnip as a sort of

Ccmmi;;sior. :Jffice o - th~ P<~Tncrship !·o, instance no'.<. -~e ps bir.~ ..110

''corptrate headquarters" for its t 6 counties, providing resources, research, support and ftnding to help tbem showcase ~ir individual r:a nties

in the bes:t possible I g.ht . Alm·JLd desc-ibes thE hLners.hip :IS

a so · t of "cc rp•)rate hod :J.Uart::rs" fer

greater ch3rlot:e :: z

Wh ~ n

:rillion

UfUd,

to $ ~ 20

hcn.~ ·.·e -,

hem,

:1-..: : >s::

t:Uil-o:t i.1 fil11 i::ldus-

L} e:::p ~ ndiL.re:---pc.y :•)r J=roduction ::cvVs, stucUo;, ',\Titers ntd 3.ct.:rs. :J lh~ regie-, ea:h yea: . Ap:L,rhs even 3 orservat:i-1~ e:::::mcrr i : mub.ph~r ­ JBt :s, the ~, um.l::c of LDe:; ~ :io Jar

::.:rr. change h.a1.:l; as: b

sim~ ; 13

con-

dL.::ted in the -egbOo-upC'l'lZ:-tially in=reases tbe t:J L::I tc n•..arl; S l b' llio--:

Wh ~ n

the RJss S.ores v.rarehous"

ore~s.

the c:oopany'~ nnUJ.I local pc.rro 1>Y.ll be al:ou $28 nilli:Jn, and me :!-~ :- $;J -r.illion \A.ill be senerated in oc.a . ~ ;:p~r ::'.itures and -:rcoperty ta<c:s !'-beL . LS percn: of tl-e $37 trLJior tc :a annual Jenef:ts wiL stc;·r m Ymk :::.CL:uy, Farr s says; the rest w IL make its w&y th-ough::·u: the CELJtte r: g : n as §<:OCds an.d servi·::x:s :)re<viders froD :he a·ec. do busines!: -N":~l thE ·.v3n:r.ouse , c.rd c.s employ.::c!: :h<>e th.roL.~lHtt the regio:1, spend :-g :l-c.r PlY·

S.1c:1 a -:.:oup likEly oevet would h1·,e happened with:nn

th~

P:utnersl- ip'5 ;trengt.• and sLppJrt, F:c-ris says_' We do 1.0. have-md

rr::.y :le·;er t.a\ e-tre resc·ur::es nece3s:uy 10 rr.ark : t :Jur conmuuty lnd tot::t our b~:Ji.s as r:art o - c. larger n::2ioo. 'We ::.Ltld net com:: :lo~e to e ::'ectiv~ly "''Il-ketin_s York County r .th.-'ut be:::; :);~rt of toc Pntner!:hip • biz

i-"L income fc r :he rE.gi.tor. , .'i~.T nd

i':c en :;_ 'V c:.rJ.l is a :h:JrlcttE-based

says.

f.·E=bn:e v.r-ite ~

may 2002

r


JilT Garri<:y, head of corperate marketing for Wzllovia Corporation, anJ Dan Roselli, head of 3rand and oomiT Jnications for Bank

America

Corp~ti011.

ot


b : as ey jaccb us

Selling Charlotte U i\ Jim Garrity has lived in several cities in tl:-_e Northeast and in Houston, but when he moved to Charlo~te five and a half years ago, he found somet:-~ing special. "Charlotte is a U"lique city," says Ganity, bead of corp:::Jrate marketir.g for Wachovia Corporation. "It's a pretty coo, place to live. lL's got :·riendly people, a we.co:ning community and businesses here re~:.lly support the arts. There's a great quality of life." Garrity is now participating in the CJ-.arlotte Regional Partnership's unprecedened effort to sell the Charlotte region to busmess leaders across the country WachoVla and Bank :>f Amenca ha'/e each comnbuted $1 25 m1llton to k1ck off funding for a $5 million, 2-

rest. Hani3 say~ :1e eJq:ec..s tunding :Or _he campc.ign to be comp.de b} jt:.ne ls. T1e Charlct:e ~e~ or-'ll Panr.e~9:lip <WW\\.charlotl:eilsa.a:m:>, c:1n um-J-.ella group for ~conomic cL-'-Ye::::,pnent orsaruz<r l'ons I1 16 COlLL.ies s-:rrc .1rding c.l t city, 1-.as been prepa:ing fo:- th=: natketms c81lpaign ior :everal yearo . Bt:ildins on ::1. l::enclTnar~ sur..r<:y doc-e b _999 l:y

c

year natiOnal and m~rnanonal marketmg mUiauve. "The generous contnbunons made by two of Charlotte's largest corporations show the extreme irr:portance of marketing this region," says John W Harris, Charlotte Regional Partnership board member and chairman of the marketing committee. "Attracting and retaining strong companies is vital to the growth of the region .. , Harris is comim:ing to work 0:1 raising the additional $2 5 million needed for the mc.rketing campaign Negotiations are going on with Dt:.ke Energy to corr_e in at the same level as the banks, and smaller corporations are expected to kick in the

greater charlo:te biz

Southeast. st:ch ;; 3 .\tla.."lla, F..ilfi5h., Nashville and T.onpa, · x.y: ,~n~ic Lawry. direc:::H o=c::nJo- _rr::cati.:ms arc in?est:>r relation:;v..itl-. i-.e ~.:ha-bttE Regional Partne~ 1ip. ·o:=::uu.lote s geJ.erally perceiv ~ d tc J-an. ;: r·rbL8:n ~ss climat:: an:i a goo::l •=tu;:~l:t--; of _h, :and t is, of course, knc=r: a' J .Ja"lSins::entn" In March of:;_,- o.:, .i .:r z. srra:e.si.:: process thc.t inclu::2c O':a fifl} co:nr.urir-y a:d. business :Cad.::-s znd w-11 th ~ help .J: ma:ke:ing fil-l Lu.:]tire C-:: orge Al.:::rc"',, the Charlo:te Reg cml Fc.noc-s.lip unveiled the :Jta1 btt?. u.:_..._ b3Ild p-omi:;c

u A n T jOITE 1

uSA

~

Yanke.ovich Pc.-tnes ·nc., \\hich ooJincd the strengths and we&<llesses c.f ti'JZ Charlotte area, 3 secon:i WtLid or re;ear:::h has re·:ently betr. CO!lj;'leed by Ro?aASW compc.ring economic :..CvJq_Jment atitudes .oward t:- e Cha-·ou~ region ·.vnh c:Jmpeting regi•ms :h~ru§.:'lCUt the South~ast.

"The 1ew 3tudy shc-.v: that e\.en with the dowrum i.:" tl:.e ~cono-r:y, the C1arlotte :egion ~ l:.olding i:50 owr; vi.th similar rep:m3 in the

sM

of ba1mce.. This ~a-:d 3tC3SeS the uniqu:· h.lrra C!f .:le mcs: posiue re::-c-~p- 1-.s abou: th~ Charlotte cEion: :ts tu.oireo.s

strmgth, accessib·t t} c.od.qu =lLy ::xt life. "'Ne're no _ the only ~c'C1 'kl. h. thos quc.lmes," says La.:.~ ·• ;_ Hs -ar£ .:> find a] three togeher.' The new :nar"'2tng c-'C:::IJ=3ign, :al~c drawn up with th~ hdp. c•: L :quir<: George Ar.drews, wi[ prou.cx_ :L Chcrlo t ~ USA brand, focusing on ito p-:: -::>Ls.res~ .m tude, accessibility and CU!i::r c: hk -=-~ carnpaign's goaiS are foJ.nold: hJ nanw:1 ar1d e::1hance the g·ow::1 c.nc ::ros::Jerit'J of tbt region: to c.ttract n~ cc•rp:)l'ZLe teadCLa-ter5 or businesses vooith di'>"b'tll'.l c•ff.ccs; _c ret&.in and eXJ=anc O:tner1 ·:U:-t'es~ _OC:.l.ted in the regicn; rrd to ek;;a 2 0\'A.aJ:enes.; of Charlotte t;SA ~ a su:J:.""i::r bus n~s > T1a ·;

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:em-i ronment ard beo.cq...:.a.:te:s o:o.ti:m ciok:e. "Peop l ~ are ;sob~ ·J mcvc tie.- ::u:.;:~es!£s whe:re they """<.-:&. t::· L-vc ;r;x: ra ~ their childten," :ay:;. LJ<orj. T::-<. :J· (.lfL'.'t: ~JSA brand is the p:::>r s~ c- L-.o bal<:Lcc Jelwten busine§ s.Ier~t:", :~.c.:~::g :ih 1 md qualit> of !He." The campaign wi..- toJl ()-;:,.:- ·JJ~ ..oca_ion, rridwa,r a J:.;_ c-_e Ec.;:L£:- n Seabeard, cquid_stml .Don '-lc-.- -iorK. <:r:c. ~.1i:uni, wit' the 5th 1.::-scst -rB: a li:l u .J.ub in the natio<, :u1tl J.-rec rLtpr in er~tatc highways. Ch2rb=e isai3·:> =: L he .Jeart of the largest :o~dtd1.tcd G.i >?S'em :n onh Carolir.a, w.:id· p11t: ::oJ.:;t::.l ~1-_i:=­ ?in~ centers wit'-lin ec._<J ~a::r. The campai.?;n wi a so .st.:~~ ·h;t·, whe the r::gion is ..h~ :;e:::oEd <.s:51. hmncial center ~n the - a. 01, :s :•r:::5-:Jcri·y 15 a result c•f the di~S...} o[ iG c:...cn:rT·,, wi·r manufacturin~ a::d t::>L ri;LI 3.1,;1) irnp::nam :ndustrits. In addition, th~ Gll.~·a..sr. '-iJ prJroo~ Char.otles qL:~ l -. of l fc. b.til::.mg :m Ls rich :ulLu-al orr•TlU::l.iC=-., ml·l ~ear-round climate v.te: r:ng.:: :>- hc•asrn~ ::>pti.J::1s, quality ed:.c ~ -:<r. a1d l<M· cc.s;. af living. According LJ l.a\<J', tht. C:L-bt·c Re5:onal Partnersh"J·= =nrlcru;: ::zm:Hign

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r <. p.1r· cuk -]~ ilrpor:.mt time. '\Vi - the ecorc•m,. :::..owTJ, tbe failed cer1.e1 ci rdcren : un rd t1e JX>Ssible los: ._.j th. - H .•rnets__he bJsiuess commuuit~ -pJY-:. ·s tc• undus arrlthat nJw is the tim. . J -.....::rk the hrdcst :o rrL'Irl-et the teg •< tl• .:~.nact ne"v' b._siness " she says .cacl ·sat Wa::1o~i -" and Bnk of Aircrica -r:cogn.ize-1he: i"Lpcr:ai·.:e of { 1L • rra..ting ne-N cl 01 Jnic cev Jopmcnt tbr.-r gh -:t t-1.c regun E<:>th Janks, \\it he<.• =JUarters L1 n :olrlot.tc uSA , h.l\.r- a t"L. or stake n c- succe:.3 of the : J.Jn~g. "\Ve w.c :m ir I::': rest. in :-ezing that. the : .siit ;ses io the cry anc : he region c.~e r-·bt.K md hea-11y, • s.lys Gai-.ty "W~ \\art to m1u t.np ule· t. .o ccme: and \\·o-- 01 , theref.re -, .: pe-cepc.1on of the _harl.t te regio1 as. 3. 2,00::! pbce to lt-·c ~:· d • b•JSiac:~ is rr port mt to us. : ls. · .,,;a--.. t•J 3-tl. ·ac blSir ess:s iJ need o- I al oc-\ices; th~/r,.. c..tr future custon _--. -.ur _ ~ ban <S rc · ollg e;ren more tba· : •UILi g mane J in re W3- crest for tbe - ::w JJa:lJ•eting L1itD: ve. -he::· are ;:.'s< ~cT_g ~'lcir .D c<.-keting 3lcntto II+: r1t · 1he itrag; bL lc.ing wo-k. Dan P...cL 1 , h :..nd and .:JrrllJnicaticns cxecuu.,·e '"'ltr · k cf P-lle-c., hJS be::n >i:-

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:r.vohred with the project [or over a year ~•I ready. "Its a trend you see in many compc.-

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:us, using intellectual capil1l to benefit :he community," says Roselli. "Its consis:ent with Bank of Americas overall com:nitment to helping the corrmunity grow and succred. "

Roselli and Garrity and other members .): their bank teams have provided oversight and brair. storming for the Charlo:te Regional Partnership. They have helped ~'!aluatc the research data and select the ragets [or the Jpcoming campaign. They .Jre a sor: o[ "brain trust" on loan from the

top corp::rrations. "lt's not about just writing a check," 3ays Gar--ity. "It's walking the talk. We're human capital. The bank is lending an arm and c. leg to the campaign. " The "brain trust" has also helped target the executives, site selection committees :md site selection consultants of businesses that might move their corporate headquarters or d vision offices to the Charbtte rcgim. They are helping to set the goals for the marketing campaign. "We're not selling high volume here," 3ays Gar:ity. "One or two st..ccess stories a year ·.vould be a major home run. One TIAA-CREF would be worth five of anything els ~ . " Ln addition to selecting the targets, "brain trus." has also helped hone the the tools of the campaign. While these will inclu:lc advertising, direct mail and public relatiJns, the btemet has b~cn identified as a particularly important marketing tool. "One hundred percent of tl-.e site selection consultants we surveyed are on the

32

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www.lnfov.corn m ay 2002 33


William R. Edwards, president, and David C. Brannan, vice president, of AccuPointe, Inc.

34

may 2002


by heather head

Accounting for Success Ilow Two

~Ion roe

Natives Turn(-d Ct e

Stnall Contract into a Boomicg

H

ow far can $660 stretch? Well, if you are Da\ id

Branna 1. and William Edward.; , al. tht ·vay to Sl.25 million (and beyond) . Unlike many high-tech cc·mpat ics , Brannan and Ed\\ards' cc·mpaLy, AccuPointe, grew\\ ith no veJJture capital funds, no fJncy \\':.!b-ha..;ed tactics , and no shenanigans. T 1is home-grown techtnlogical st.:ccess story built itself on gc·od ol:l-f~. honed

business principles,

bud V/Ctrk, and sharp focus.

grea:er ch a rlotte biz

Building Skills Brannan and Edward; met at U:1ited Carolina Bank ope~ations in 1985, both fresh out of college. Th _-e thEy wcre managing projec:s, analyzing dienlS' financial services needs c..nd ·'lelpir 6 de·.relop and implemem 5duticns. Beth men e-.•entually left Unit~d Car::Jlina Bank for another lo::al company callerl Backroom Systetr.s. 3ac··UOOITI Systems W.lS a cevek·"Jer of PC ? latform applicatio:1s fn ban<S . There , Brannan and Edwuds applied their ba:::1king knowledge to P:::: appLcation development and began learnir s the technical skills that w:mld later allow them to effectively create soft-.-are solutions for AccuPointe's clientele. ln 1989, Ken Long, o · Bad room Systetr_s Group, brought a consJlting opportunity to the auentJc·n of 3ranLm

Bu~in

ss

and Edwards. Mail k-et 'EJ.G oc in Monroe was look ng - a:n accoorus receivable system ~c :ley '.\'l::>le 1c for them. The bulleti=rc..·{ OS-:);1~d S)Glerl ran on a 286 procc: 3S·~ ar::l tJ-e:- .,.rJtk n1. it earned them $l.;:m :: wh...ch E>ra.::un, Edwards, and anc•tbe:- Es:ociae , _1-: thr_e ways. Brannan anc.. E::--.-ar:ls J<Jd :::d their $660 into a ched.Jlg .l:coun~ :ll:rl h:gar dreaming about tfri- ·~- busir.::~s . While Branm.n a-ci &wac±: ;-; r~ developing solutio :- ~ f=r E· ~ ch an Systems' banking c.ho:::- ·cle an:! p ;mrilg their own busine~ ~ • ....:::::I Bml::. purchased Backroom ~s.GtOJ? ;rr::l in 1990 announced 1.::-u e:, w~-:-e:: osiog the Monroe locatk: n l ..:- d <O\i.nl" i w Pittsburgh. Faced "Yi:r ci er mcvi..g to Pittsburgh or fir .:li- .& n=.v ~~bpuen·, Brannan and EdV~-<.rd > :hcse _c s:~; :n Monroe. >


For two years, Brannan commuted to Pittsburgh to assist Mellon Bank in its transition while Edwards provided contract consulting services to a local document imaging company. Both continued to perform bank-related project management and application de velopment. In 1992 , tired of the travel and the pressure from Mellon to move to Pittsburgh, Brannan began looking for work in Monroe. A series of contract jobs kept Brannan and Edwards' business going until "one day so meone gave us a call and said they had a customer who was looking for an inventory control system ," says Brannan. After meeting with the customer, Brannan realized they didn 't need to develop a custom application. The market was already flooded with hundreds of accounting systems, and the trick was to find the best solution for the particular client. The product they found was called BusinessWorks by Sage Software (now called Best Software), and they've been selling Best Software products ever since.

Finding Focus As soon as they sold and implemented their first BusinessWorks package , requests for the software began to roll in and Brannan and Edwards knew they had a good thing going. Edwards continued to cash flow the company with his consulting while Brannan focused on building the product sales. "William was our welfare," laughs Brannan. "He didn't get paid a whole lot per hour but it was steady and it came in week in and week out. " Though like many entrepreneurs Brannan and Edwards struggled during their first few years, their insight was already leading them in cutting edge directions. For instance, although Best Software had been offering DOS-based applications for years, Brannan and Edwards knew that Best's new Windowsbased software was the wave of the future. Best Software was the only company on the market offering a Windowsbased system, and AccuPointe was one of its first resellers. "When we ordered [BusinessWorks for the first Lime], they said, 'We'll ship you the DOS product36

may 2002

do you want us to throw in the Windows product7"' Brannan laughs as he repeats his response to them, " o, I don't even want the DOS product-send me the Windows product. " But in another respect the company's vision was not yet focused on their own future , for although the company's enormous success would come from their Best Software sales, at first Brannan and Edwards wanted to explore other products. As their business grew, they began offering hardware, point of sales systems, contact management, and a variety of other products that allowed them to be a "one-stop shop" for their clients.

"It is okay to come choke tny neck if the hardware guy I reconunended to you is not doing his job. I'n1 still taking responsibility for that. You're my custon1er, and if my software's not running, it's my problem. I'll find out why and go choke the other guy's neck if I need to." -David Brannan, vice president, sales and marketing

The business expanded quickly, but the "one-stop shop" philosophy backfired. "Here lam explaining all my services, I'm adding products, I'm adding hardware .. but we're spread so thin we started to contract again," says Brannan. So in 1995 they began eliminating the products that weren't making money for them, and by 1999 they had narrowed their focus to resell only BusinessWorks, MAS90 , and MAS200-three mid-level Best Software accounting systems. "Our customers were wanting ... one neck to choke if there were a problem," says Brannan. So, instead of continuing to offer the one-stop shop, AccuPointe focused on selling the software, recom-

mending hardware resellers, and offering their own neck to choke regardless of whose problem it really is. "It is okay to come choke my neck if the hardware guy l recommended to you is not doing his job. I'm still taking responsibility for that," says Brannan. "You're my customer, and if my software's not running, it's my problem. I'll find out why and go choke the other guy's neck if l need to. "

Customer for Life But for all the talk about choking necks , it is rarely-if ever-necessary. AccuPointe is too committed to customer satisfaction, and th ey do their job too well. The company is in the top 1% of Best Software resellers in the nation because they offer their clients honest needs assessment , unparalleled expertise, and superior support including a fullyequipped and staffed training facility and a dedicated help desk. In fact , Best oftware and AccuPointe are a good match particularly because they share a "customer for life" philosophy For Best Software, this means that a company that purchases their off-the-shelf entrylevel software, called Peachtree, can transfer their data seamlessly to BusinessWorks or MAS90 or MAS200 as they grow. ln addition, they can apply the purchase price of their original Best Software package toward their upgrade . For AccuPointe , "customer for life" means the same things, plus providing superior customer service, consulting and training that keeps customers coming back for the next step. Before they will sell a product to a client they don't just find out which product is rightthey find out whether a Best product is right for the client, and how it is appropriatel y implemented. Sometimes this means that after AccuPointe performs an initial needs analysis and demo they follow up with a detailed, customized demonstration showing how the product will work in the client's specific business, for which the client pays only a couple of thousand dollars. About half the time , Brannan says, this results in a sale. The other half"they've invested with us a couple of

greater charlotte biz


thousand dollars to find out that it's not the ideal solution at this time," says Brannan, "instead of spending literally forty or fifty thousand to come to the same conclusion .. l feel l can sleep at night. "

Finding Solutions Brannan hesitates to talk about "solutions," because it has become a catch-all phrase in today's business world , but AccuPointe truly solves clients' accounting problems with a comprehensive system. Many companies in their early years use what Brannan calls a "patchwork" system of technology-using a variety of applications in combination to meet their accounting needs. "It's very inexpensive to do that," says Brannan, "but it is actually costing you money." Best Software packages combine all those accounting functions into one system that functions more efficiently and can track business much more effectively with less manpower. But AccuPointe differentiates itself from other companies selling accounting "solutions" by never overselling the technology. "If you're going to be a ten-user system, my competitors are selling you high end technology that you don't need-they are overkilling," says Brannan. "They aren't focused on the needs analysis , the business reason for doing this. " AccuPoime, on the other hand , sells clients only what they need. And the beauty of the Best Software product is that they can upgrade later as their needs change.

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li.r n.~ oom. 3y l 9::l7 , Go t:ig:-r -::np£:r-es "''cr:' sha-ng I ,200 :;qw:-c fee· :>I Ie.t:.e:.:! ~-pace . ·rr .wa~ tight.,'. •aL&hs ~ . "l shard an offi:::e - l m~a: e-IG:'bo::.:; ~hared ::.n o:3ce. ' ln :.:'l.e fall Jf 2J•)0, 3::a_LD..I. and E.ivl:'.rds m:r.·ed <\cCJP::u:te :nt J tl:-.cD- ~ur­ rent bcati:r.. a 4 3CX:•-spare-b)[ Wding :haL ~'le:y d:: 3~e::l ar d .:::u.lt tJ-.e:--.se ._.s -=-t1e :Jtild ng. w.th ir.; a:ctec cct:yn)- nd cafe-ilk ::rea-( room W;to deo·gre:i L:o r old ·; p lo & peonle •13.1t] d :·n 'LenJi =i..:n j· ron~ : 1.at ig.' s1yo 3I.annar_ " -'!:wis.•c. _I b::i:lg ::. ~ 5 to _6 nan cc-:npo.r_y in ~=l.e n:xt 3 tc• 4ynrs" Brc.n1.a.1 i..s r:o : :n .~· tsted :n e:;;::p:u:di1..3 ino 11ll=tiple \.J : a:io::J.s b::::ru=e of t-.e high ri:.k ir:v.-!Jcd 3~3 ..::.es, e}:pmcin~ iaro mLl ipl: locaticT s vcnld serve ro :::i.lute C-ei :- fc-cus. Tl-at d ·J ~n t mear that ,:_c.c_ . c inte i.sr ' 1gg ~ss ·Je abcut ·Jaild . r~ JT::ne b ..tsb.ess. J..lrkctins r.:tfons i.t: l·;cc emplo ; neo r o ~ a J.XO -cssion::l mrl:.e ting

3 :m., <. wa :- ch =st ::>f olick oarketing Lollacral, c.dvcrtLemento n Charlotte ae:a p.1blic3tioLS, and par icij:ation in ood~ ·•rga- izaior s and shc·ws. They \vii bve c. promi1.ent display in : une ::t tl:e TEC 'how. where r:rospective cit n~ can d~m c ~he prod .1cts, m::et tl-e steff ani w .n ::>rizes. •:Y co -s ~ . top in their list of marketing strategi-:s i; their CLstomer i~r l fE philosnh:- Whee 1 comp3ny coo ~ :;: to tl-.eT c.::-rl implenents their b;~sc £vel 3cft?.>a-e , the Bnsiness\.Vorks

p:tc k~e , r:-e imn-'!diate financial gain f::r f.c.::uPo nie is small. But those

c· i?,tn:tl Bu ;ine;s\v'orks c.1;:omer,, sa·s:icd ~h t-1.= ;er•; ice t·1ey receive E.ccuFo1Le, come ba::k whe:1 trey rt rea::. y f:.r the next :.tep and a lrr~er inves:oer.:. Summing it all up, B-<mr.:tn sa ;s, ' i:'s not abo .It the t~ch­ L•Jlog} at a 1- t's about wtat the busiLr.:~ s•·lutic·n i=.' biz fr::>T

1-!=i.Jther He<.JG i:; c :hcrlotte-tased f.·eE/on:e w:ter.

Commitment to Community While Brannan and Edwards were still working for United Carolina Bank in the late 1980s, they made a decision that if they ever went into business for themselves , they were going to make a point to be visible in their community. When AccuPointe started coming into its own in the 1990s, they made good on that promise. The company is a member of the Chamber of Commerce, and both men are involved in the local Rotary Club as well as active in their churches. Edwards is on the board of Habitat for Humanity

greater charlotte biz

mc.'f

2002

J7


[bizdigest] ~------------------Fast Growth in a Slow Economy Cost Cutting and Lay-Offs May Not Be the Solution What do you do when times are tough? It's a question many companies are wrestling with right now. The common, knee-jerk reaction is to reduce spending, slash costs, and maybe even to lay off employees. After all , a corporation has to make a profit if it wants to stay afloat. And in an economy like this one-when you 're struggling to hold onto your market share-cutting costs is the only way you're going to survive. Right? Wrong! Cutting costs is, indeed, one way to show a profit in the short term. But you should be working toward longterm profitability- and that means you should be thinking growth . Fast growth. It's really quite simple.You can only cut costs so far ; eventually you run into a wall. On the other hand, there is no limit to growth. So why not grow? And I'm not talking about trying to hang onto your market share or even increase it. Your competitors are trying to do that! No, a growth company is not market driven; it's a market driver. Instead of trying to get a bigger piece of the pie, growth companies work to expand the pie itself. So how, exactly, do you go about transforming your company into a market driver? Just to get you started developing a "growth" mindset, I suggest you take these five actions right now: • Focus on effectiveness, not effi ciency. First, be sure you're effective (doing the right thing), then focus on efficiency (doing things right). That's the way it should be. But in hard economic times, many companies revert to survival mode and slash budgets across the board. The problem is, it doesn't matter how efficient you are when you're efficient at something the customer doesn 't care about. Wouldn 't it be far better to take a hard look at resource allocations and direct more money toward goals that will lead to long-term success? Unfortunately, most managers choose to look at the world from an efficiency point of view. This is the way it's been done in the past; it's a controlled environment; it's comfortable and settled. Growth champions break out of that mold; they don't believe if it isn't broken, don 't fix it. Change is the rule and they actively seek opportunities for growth . • Get schooled in t he art of external framing. External framing has to do with the way you view the markets in which you oper-

38

may 2002

ate--or more to the point, the markets in which you could be o perating. Don't look at your company the way your competitors do, or even the way your customers do. Average companies think like their customers ... growth companies think for their customers. There's a big difference! • Focus o n value innovat ion. Most compan ies talk about value creation, which is usually an incremental improvement over existing products or services. In contrast, value innovation means thinking proactively in terms of providing total solutions for customers' needs- often before customers realize a need exists. Ask yourself some basic, common sense questions:What does our industry take for granted? What are we failing to do that the customer needs? What are we doing that the customer doesn 't need? • Practice "diamond mining." Underlying this concept is the old adage about grass not being greener on the other side of the fence . The big growth opportunity you've always been looking for may have been right in front of you all along! To mine for diamonds, ask yourself: What is it that we do differently from everyone else? How can we take what we're alread y doing and exploit it in new and different ways? • Damn the economy, full speed ahead! It seems to be human nature- or perhaps corporate nature-to hunker down and wait for the storm to pass before taking chances. But the kind of aggressive growth I advocate doesn 't require a robust economy. When things are humming along nicely, you may not feel motivated to change. Why change when you 're comfortable? Sometimes it takes watching your profit ratios fall to spur you into action! Just be sure it's the right kind of action. And look at it this way: chances are good your competitors have their heads buried in the sand. Take a fast growth stance now and they'll never catch up. Taking a growth stance based on proven common sense techniques is never a mistake-and in a recession, it could just be what saves your life. Laurence G. Weinzimmer is internationally recognized for his expertise in strategic planning and business growth. Dr. Weinzimmer coauthored the book. "Strategic Planning for New and Emerging Businesses: A Consulting Approach."

UNC Charlotte Chosen to Train Elite Department of Defense Scholarship Program for Security in CyberSpace to be Offered. The U.S. Department of Defense has asked UNC Charlotte, along with four other universities in the country, to train an elite cadre of information security specialists to protect the nation's cyber space from terrorists and hackers. UNC Charlotte, in collaboration with North Carolina A& T University in Greensboro, will carry out the Carolinas Cyber-Defender Scholarship Program . During the next several years, the two universities will enroll up to 30 students to complete the graduate certificate program in Information Security and Privacy at UNC Charlotte . Students enrolled in the program will receive a full scholarship from the U.S. government for two years while completing their studies . The scholarship will cover tuition , fees and books and also will provide a stipend of about $1 ,000 a month . Scholarship recipients are expected to work for the U.S. government for two years upon graduation. During the course of their studies, scholarship recipients will work as interns with different branches of the U.S. Defense Department, gaining hands-on experience in various areas of information security. The students also will have the oppo r tunity to conduct research with university professors and federal scientists. UNC Cha rlotte was chosen as a participant in the program due to its status as a center of excellence for the study of information technology. The university's Laboratory of Information Integration , Security and Privacy (LIISP) is recognized by the National Security Agency as an Academic Center for Excellence for Information Assurance Education . LIISP is one of only 23 such centers in the United States and the only such center in the Carolinas. The core expertise of LIISP faculty is in the areas of critical infrastructure protection (including detection of intrusion and denial of service), security in wireless and pervasive information environments, efficient cryptographic solution, digital rights management, profiling based on intelligent systems techniques , and object racking and recognition.

greater charlotte biz


Survey Reviews Employers' Healthcare Costs Aggressive Cost Containment Programs Helps Slow Rising Premiums The more aggressive companies are in their health care cost containment efforts, the more savings they can achieve.That is the conclusion of a long-term study of factors affecting health insurance costs. The study, which looked at activity over an 18-year period from December 1980 through September 1998, discovered that health care costs increased almost two times more than other employee benefits and more than three times faster than payrolls grew. The rate of increase fluctuated significantly, over the period, however. Health insurance costs gathered speed steadily from 1981-84. Then, rates increased more slowly from 1985-87 before ballooning again from 1988-92. Rates remained under control for much of the 1990s until another round of double digit increases started two years ago. "The study found that health care costs were most stable during periods of aggressive employer efforts to manage their health coverage costs," said Dr. David Rearick, chief medical officer for Coalition of America, an Atlantabased company that works with organizations to lower their health care costs. "After those measures started to work, managers relaxed those efforts and costs rose again.This study shows that containing health care costs requires an on-going, daily effort by corporate management:' The study, one of the most comprehensive reviews of corporate employee benefits

yet completed, shows that the share of employees whose health insurance premiums are wholly paid by employers has declined sharply since 1980. Of full-time workers in medium and large private establishments who participated in medical care plans, 3 I percent had individual coverage wholly financed by their employer in 1997, down from 72 percent in 1980.The comparative rates for family coverage were 20 percent in 1997 and 51 percent in 1980. "The study proves that employer cost containment efforts deliver results," Dr. Rearick said. "Those organizations that focus on innovation and cost management get a real return on those efforts:' Other cost containment strategies used, particularly by large employers, included accessing supplemental PPO networks to lower their out-of network managed care costs. Other factors that helped companies control costs include changing health plan design to heighten employer's control over the type or delivery of health care services, instituting major medical deductibles and coinsurance payments, and shifting to managed care programs or self-funded health plans. 'This effort has also given rise to defined contribution plans where employers designate a set amount for employee health care plans;' said Dr. Rearick. "Then, those employees choose the health care services they want and whether they want to pay for more benefits themselves."

Tim Newman to Head Center City Partners Nationwide Search Ends in Charlotte Area Tim Newman, vice president and general manager of the Charlotte Knights baseball team, has been named as the new president of Charlotte Center City Partners. A native of Eden, N.C., Newman, 37, had a career as an investment banker before joining the organization that owns the Knights five years ago. Krista Tillman , BeiiSouth's N.C. president and vice chair of the CCCP board, headed up the search committee to identify a new president. "We conducted a nationwide search," Tillman said. "We had more than 40 applicants, many of whom were extremely qualified. We found the perfect candidate right in our own neighborhood." Tim Newman

greater charlotte biz

She said Newman's proven track record as a consensus-builder will be vital in his role as head of Center City promotional organization. Our number one priority is business recruitment," Tillman said. "Center City Partners needs to be part of a team that includes the Charlotte Chamber and the Charlotte Regional Partnership to ensure that when we recruit a new company to this region, that company clearly understands it has an option to become part of our exciting Center City:' As general manager of the Knights, Newman was instrumental in significantly broadening both the sponsorship base and the fan support of the team. He also was point person on the effort to put together a publicprivate venture that would move the team from its current home in Fort Mill to a new stadium in South End, a goal that has not yet come to fruition . Newman replaces Rob Walsh who headed up CCCP for five years before leaving in February to return to his native New York City.

lNC(J-iARIDTIE CONTINUIKG EDUCATION Visit ou 路 Web site, WWVI.uncc.edu/contedoc o路 call 704-687-2424 for rrc re informc1ion cn these programs a1d lor a COOl)l=te listing of Yher prJg'am5.

ma y :.:J02 39


bits Cabarrus Arena & Events Center at the Expo Park and Pepsi-Cola

VANCE FLLl;HOL"SE & GARGES. PLLC Certified P-..:-:路lic Accouuants and Ccnsultants

may 2002

have agreed to a partnership that names Pepsi as the exclusive soft drink provider for the new facility. The 5-year contract will bring $175,000 in revenue to the Center. A single soft drink provider takes away many of the burdensome complications that can be a large part of dealing with multiple vendors for different events and affords exciting promotional and marketing opportunities, according to Mark Chappuis, center director. The Cabarrus Arena and Events Center at the Expo Park is a multi-purpose facility offering more than 140,000 square feet of climate-controlled special event venues as well as a ten-acre lawn area for outdoor events. Located at the intersection of Hwy. 49 and Old Airport Rd . in Concord, CAEC is scheduled to open September 6, 2002, with the annual County Fair as it's inaugural event ... Allen Tate Company, the 8th largest privately owned real estate firm in America, has raised a record-breaking amount of $80,000 for arts, science and history in the Charlotte region for its 2002 annual fund drive. The fund drive was prompted by the annual Charlotte Arts and Science Council fund raising campaign. The money raised will go to the Arts and Science Council, as well as other regional cultural enriching organizations and programs including the Arts Council of Rock Hill and York County and the Cabarrus Arts Council. The Charlotte Arts and Science Council set a $1 02,000 goal for all Charlotte Realtors, and Allen Tate raised 60 percent of that target. The total dollar amount surpassed Allen Tate's internal goal of $70,000 and is a 27 percent increase over last year's amount of $62,000 ... Newsstand International, one of Charlotte's few remaining independent bookstores, has been acquired by new owners. Dan and Kathryn Hutson of Charlotte purchased the store from Charlotte Doyle, who founded the business in 1977 ... Coats North America has selected Henricks Corporate Training & Development, Inc. to train its North and Central American sales force . Coats North America is part of the London-based Coats PLC, the world's largest manufacturer of thread.

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Vv -~y Ward Laseter (WWL) has hired Ashley Newman as a media planner/buyer and HeathH Tamol as a public relations senior account manager. Pri::r to joining WWL, Newman was a media planner 'or Ogilvy & Mather/Mindshare, Chicago, Ill., whe--e she managed media accounts for Sears, includi~ Craftsman tools, Kenmore appliances, Sears h:!rlware stores and Orchard Supply Hardw<--e. A Charlotte native, Newman was with Loeffler ~:etchum Mountjoy for five years before relocatiog to Chicago. Newman will be working on the Spr, ~s Industries, Inc. account and Carolina Beverat;= Corp. (Cheerwine) account. Ashley Newman Tarool returns to WWL after a year in the sport marketing field with IMG/Muhleman Marketing. She first joined WWL in 1997, and her background also includes agency work at The Martin Agency in Richmond, Va. and positions as writer and editorial assistant at the Times-Herald Record in New Yo rk. Tamol will be working on the Springs Industries, Inc. account. Fortis Benefits Insurance Co. has named Ben Hale, formerly with Protective Life Insurance Co., as sales manager for the Charlotte G roup Sales Office. His appointment is effective immediately. Hale's major responsibilities include sales management for voluntary and group life, longHeatlter Tamol and short-term disability, and dental products for

North Carolina and 5outh Carolina. Before joining Fortis Benefits, Hale spent eight years as an account executive and group manage- for Protective's Dental Benefits Division, which joined the Fortis corporate f~mily at the end of 200 I. His various responsibilities there included managing n e Charlotte office. Hale attende:l East Tennessee State University in Johnson City, where he earned a degree ir political science . He began his business career at Provident Life and Accident ln;urance Co., as a sales representative in 1989. Arno H. F. Dimmling has been promoted to senior vice president and chief operating officer for CSX World Termmals. In his new rei =. Dimmling will oversee CSX World Terminals' operating policies and procedur~ and will direct the management of line operations in Europe, the Americas, Australia and Korea. CSX World Crane Services, CSXVVT Operations Consulting and Information Technology will also have direct accountability to Dimmling ts his new position. Prior to CSX World Terminals, Dimmling was vice president of terminal operations for SeaLand Service Inc. He also held the position of senior vice president operations for Crowley Maritime, where he spent over 20 years building and managing their common carrier service network. A graduate of the United States Merchant Marine Academy, Dimmling and his wife reside in Charlotte, North Caro lina. Rebecca Benton has been promoted to a financial services manager at First Citizens Bank in Charlotte. She is based in the branch located at 1531 Woodlawn Road. Benton received her bachelor's degree from Wake Forest in 1998. First Citizens has also promoted Nikki Chisholm to a financial services representative at the 3050 Eascway Drive branch. Chisholm received her bachelor's degree from the University of North Carolina at Charlotte in 1999. Tabitha Barnhardt, Derick Daniel, Debra Norvill and Queron Smith have been elected assistant vice presidents at First Citizens Bank in the Charlotte area. Dr. Patrick Hayes has joined Miller Orthopedic Clinic as a physician in the clinic's Shelby office. Dr. Hayes is a fellowship trained, board certified orthopedic surgeon, who completed his residency at the University of North Carolina Hospitals in Chapel Hill. He went on to do advanced training in shoulder reconstruction at Me. Sinai Medical Center in New York. A graduate of Duke University, Dr. Hayes received his medical degree from the Georgetown University School of Medicine in Washington. D.C., and completed both an internship and his residency at the University of North Carolina Hospitals in Chapel Hill. Audit & Accounting Services • Tax Compliance & Planning He completed his shoulder fellowship with Dr. Evan Retirement Plan Compliance & Design • ComprehensiveTax Review Flatow at Mt. Sinai Medical Center in New York. Real Estate Development Strategies • Multi-State Tax Structuring Dr. Hayes is a member of the North Carolina Merger and Acquisition Planning • Company Formation Strategies Society of Orthopedic Surgeons; he is a fellow with the American Academy of Orthopedic Surgeons; and he is an associate fellow with the American College of Surgeons. Raleigh attorney and former Administrative Law Judge Thomas R. West has been appointed by the North Carolina State bar to the North Carolina Now located in Providence Park at 1-485 and Providence Road Courts Commission for a four-year term. 10700 Sikes Place, Suite 100 • 704 .841.8980 • Fax 704.84 1.3958 West, a native of North Carolina and a long www.bbwpllc.com time resident of Raleigh, has practiced with Poyner & Spruill since leaving his position as an administrative law judge four years ago. His practice is concentrated

Blair, Bohle & Whitsitt PLLc Certified Public A ccountants

• • • •

Back to Basics: Relationships, Value, Growth

continued on page 44

42

ma y 2002

g reater c h arlotte biz


b

guide Take advantage

of these produas and services from Charlotte's leading business-to-business suppliers.

accounting

Staton Financial Advisors, l.l.C. www.billstaton.com

Blair, Bohle & Whitsitt PLLC www.bbwpllc.com Vance Flouhouse & Garges, PLLC www.vfgcpa .com architectural

film production

pg. 40

Catwalk Communications www.silverhammer.com

I design firms pg. 30

I transportation

Dun hill Hotel www.dunhillhotel.com

pg. 17

BC

consulting Excervio Consulting www.excervio.com

pg. 21

Pomeroy Consulting Group www.gopcg.com

IBC

The Revere Group www.reveregroup.com

pg. 31

pg. 25

pg. 39

eeoc pg. 32

www.charlottecdc.com First Citizens Bank www.firstcitizens.com Hilliard Lyons www.h illiard .com South Trust Bank www.southtrust.com

I

pg. 32

real estate

pg. 6

pg. 16

I internet services I education

Internetwork Engineering www.ineteng.com

pg. 43

Prudential Carolinas Realty www.prudentia lcharlotte.com

pg. 5

recreation J entertainment

insurance

AccuPointe www.accupointe .com

pg. 9

pre-press

R. l. Bryan Company www.rlbryan.com

lnfoVision www.i nfov.com

financial services

printing pg. 26

Knauff Insurance, Inc. www.knauffins.com

pg. 26

Tech line www.workspacespecialists.com

Sedona Staffing Services www.sedonagroup.com

it

education UNC Charlotte Continuing Education www. uncc.ed u/ canted uc

DTI lntergrated Business Solutions www.dtiibs.com

Altman Initiative www.altmaninitiative.com

The Transition Team www.tttsolutions.com

pg. 24

office furniture

human resources

Carolina Volkswagen www.carolinavw.net

Robinson, Bradshaw & Hinson www.rbh.com office equipment

hospitality

Perkins & Will www.perkinswill.com autos

pg. 42

legal services pg.14

Lake Norman Marina www.lakenormanmarina.com Queen's Cup Steeplechase www.queenscup.org

pg. 30 pg. 41

pg. 40

Regent ParkGolf Club www.regentparkgolfclub.com

pg. 33

Targeted Golf www.targetedgolf.com

pg. 31

Westport Marina www.boatwestportmarina.com

pg. 37

pg. 7

sales training

I contact management

pg. 1

iReadyWorld www.ireadyworld.com

pg. 7

Peak 10 Technology Gateways www.peak-10.com

pg. 17

telecommunications

pg. 2

Solid Computer Decisions www.scdinc.com

pg. 10

LanVergent www.lanvergent.com

pg. 8

IFC

Henricks Corporate Training and Development, Inc. pg. 15 www. hen ricksco rp. sand ler. com

pg. 33

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43


continued from page 42 in administrative hearings and rule making matters and healthcare law. He received his undergraduate degree from the University of North Carolina at Chapel Hill and his J.D. from Duke University. West is a certified mediator and is a member of the Pfeiffer University Board of Trustees. M ick M. Goodfellow of Monroe has been named chief financial officer of the North Carolina Blumenthal Performmg Arts Center. Goodfellow will be responsible for the financial management of the Center as well as Ticketing Services and Information systems. Goodfellow's extensive experience in strategic and financia l planning, accounting and management includes nine years with the Compass Group, North America Division, whose parent corporation is the world's largest contract food service company. Most recently, he was director of purchasing, finance and administration. He also served as vice president of finance and administration and chief financial officer for Partek North America, Inc., in Atlanta, the North American subsidiary of a $2.5 billion construction materials manufacturing company. Blumenthal Performing Arts Center also promoted Joyce Ford , who has been vice president for human resources for three years to senior vice president for human resources and operations. Ford is responsible for oversight of facilities and operations. She has been with the Performing Arts Center since 1994. Ford organized the Center's first Hu man Resources Department, which has become a model for other Performing Arts centers because of its extensive training and volunteer services. Previously, she was assistant to the headmaster at Charlotte Christian School where her duties included Employee Services. Barnhardt Walker & Day, a Concord-based advertising and marketing agency, has added W ayne Clark and Tom Morgan to its client Tom M or gan services team.

In his new position, Clark will serve as senior art director. Prior to joining Barnhardt Walker & Day, Clark owned Radwin Design group, a full-service corporate communication and design solutions agency. His extensive design experience ranging from conceptual development to post production quality control will allow him to contribute immensely to the Barnhardt Walker & Day client services team. Clark received his bachelor's in Creative Arts with an emphasis on design from the University of North Carolina at Charlotte. Morgan comes to Barnhardt Walker & Day from Lippi & Company, a full-service agency that offers print, broadcast, radio, Web site development W Cl k and public relations to its client. Morgan will serve ayne ar as art director for Barnhardt Walker & Day. He graduated from Appalachian State University with a B.A. in Graphic design. C hris G agliardo has been named academic department director in multimedia and Web design for the Art Institute of Charlotte. A native of Cincinnati, Ohio, was formerly vice president of user experience and creative development at iXL. He has over IS years of industry experience in multimedia, graphics and application development in support of large corporate training, branding and marketing organizations. Gagliardo received his B.F.A. in printmaking and graphic design from the Art Academy of Cincinnati.

Dennis and Sherry Coogle , owners of the PostNet Center in Cornelius, N.C. have been honored as a 200 I Franchisee of the Year award recipient at the International Franchisee Association's 42nd Annual Convention in Orlando, Fla. They were selected by PostNet International Franchise Corporation in cooperChris Gagli ardo ation with the International Franchise Association due to their ongoing efforts in supporting and building the PostNet brand through their relentless pursuit of excellence in customer services and quality product offerings in their center. The Coogles outstanding financial performance has also earned them the distinction of being recognized in PostNet's Top 5 domestic stores.

44

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The Tow• Club, a private business, sports and social club in uptown Charlotte, has recently elected David Yarborough as chairman of the Board of Governors. Yarborough is one of the founding members of The Tower Club and a long-term member of the Board of Governors. He will serve a two-year term as chairman. Yarborough is the founder and president of GeoCapital Corporation in Charlotte. Along with his extensive background in international business,Yarborough is involved in a variety of civic activities .Yarbourgh served as director of the Arts & Science Council of Charlotte/ David Yarborough Mecklenburg for six years and is a member of the executive committee of the Charlotte World Affairs Council. The Print. •g Industry o the Carolina,, Inc (PICA) announced the winners of the annual PICA awards at the 35th annual PICA Awards Banquet. Belk Printing Technologies, Inc. received the "Best Printer's SelfAdvertising" award, sponsored by Unisource; the best 1,2, or 3 Color Printing" award, sponsored by NAPCO; and the "Most Creative Use of Paper" award, sponsored by Athens Paper Company. In addition, Belk Printing Technologies received I I awards. Classic Graphics, Inc. received 58 awards, including the "Best Finishing" award, sponsored by Coyne Textile Services. Classic Graphics was =»P•enc:er. presents the PICA also presented the "PICA President's Award to Ron Sewell of Gutenberg Society Award" for Creative Coatings, Inc. the member firm receiving the most Best of Category awards. Craftsman Printing Company received a total of 19 awards, including "Best Catalog" award, sponsored by Kodak and "Best Process Color Printing" awards. Creattve Coatings of Carolina, Inc. , received the PICA President's Award for the "Most Challenging & Rewarding Entry" and a total of nine awards. Paragon Press received a total of 20 awards, including the " Best Printing: Up to Nine Employees" awards. Paragon Press was also presented the "PICA Franklin Society Award" for the member firm receiving the second most Best of Category awards. Subtle Impressions, Inc. received four awards and the " Best Flexographic Printing" award, sponsored by Pitman. Other award winning companies are Action Graphics (two awards); Charlotte Printing Company, Inc. (four awards); Graphic Specialities of the S.E.,Inc. (five awards); Imperial Printing ( 13 awards); Loftin & Company, Inc. (I I awards); Metrographies (four awards); Mull n Publications, Inc. (three awards); Overflow Printing, Inc. (two awards); PlctoriaiEDGE (four awards); RareType Digital (five awards); Tathwell Printing Company, Inc. (I 0 awards); W.A. Buening & Co.. Inc. (two awards); and Walker Printing Company (II awards). Corder Phillips & Wilson , a Charlotte-based marketing communications agency, has named Stacey Gibson as media director. As media director, Gibson brings to CP&W 16 years of agency and clientside experience in a variety of industries. Her background includes experience in various disciplines such as media planning and placement, account management and new business development. She has developed and managed successful media campaigns for clients like McDonald's and Hardee's Food Systems. Gibson is a graduate of Appalachian State University with a B.S. in Business Administration. John Arciero has joined SETECH. Inc , an affiliate of Charlotte-based GLOMAC Technology, Inc. , as vice president of sales and marketing.Arciero's responsibilities will include promoting the offerings of both companies. Arciero is a 20 year veteran in sales, marketing, and business development. he holds a dual degree in Business Administration and Industrial Psychology from Rollins College and a graduate degree in Education from the University of South Alabama. Arcero has built and managed sales and marketing organizations for companies he has both owned and managed over the past fifteen years in various industries including technology, telecommunications, industrial security, and real estate development.

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Greater Charlotte Biz 2002.05