Page 1

L i z & Andy' 路Lamps 路


- Mom and Pop


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Just Another Customer. We're


JtLc;t Another Bank.

As a business owner, your first priority is running your business. South Trust Bank's priority is helping you run your business well. So we are pleased to bring you this monthly business column designed to promote Excellence In Business.

We're Not In Kansas Anymore! by Steven D. Huff

Everyone remembers the scene in the Wizard of Oz. Dorothy enters the house and is soon swept up in the twister. After several bizarre scenes of farm animals and neighbors flying past her window in the tornado, the house comes to rest on the grow1d. Dorothy opens the front door and steps outside. Through that threshold she moves from her simple, familiar, black and white world into a remarkably different, fairy-tale-like, world in full Technicolor. Then comes that classic line, when Dorothy says, "Toto, I don't think we're in Kansas anymore!" Likewise, many business people today see a whirlwind of change happening in our world. We're experiencing rapid changes in teclu1ology, the world economy, employment markets, and more. If you've been feeling like "we're not in Kansas anymore," --you're rightl According to the U.S. Congress: Office of Technology, "Change is happening faster than we can keep tabs on and threatens to shake the foundations of even the most secure American businesses." The business people who will succeed and flourish are those who learn to master change. So, here are a few ideas for making the most of change: •

Assume Present Trends Will Not Continue Ralph Larsen, CEO of Johnson & Johnson, said in 1992, "Fu lly one third of our more than 13 billion in revenue comes from products that simply did not exist five years ago." Larsen was identifying a business reality that exists for all of us: Change is inevitab le and current trends simply cannot predict the future.

Learn To Move Quickly One reason why successful business people fail is that they ride a horse until it drops before they shift horses. Robert H. Waterman offers this analysis: "The main strategic advantage for successful people will be organizational arrangements that allow them to move fast."

Evaluate Every Change As A New Opportunity It has been said, "Our dilemma is that we hate change and love it at the same time; what we want is for things to remain the same but get better." Learn to look at change as the opportw1ity for things to get better. As Bruce Barton once said, "When you're through changing, you're through!"

Let SouthTrust Bank help you make the most of change.

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s or

Charlotte's New University As Billy O"l,...weman mc>Ves or, 'i"om the presidency of hrs beloved Queens College after 24 years,

he hands


rens too a


troika- Hugh McColl Jr., charrman of the Board ofTrustees:

Pamela LE'v\.i;, ~or>:!sdent Peter Erownrng, dean of the McColl School of Busrness -

determrned to

take the s:roo' to lew evels. s1a~•g with a new name: Queens University of Charlotte.



P.. Study in Leadership - re;- otLC/ Frtr :2-:•N'lrn;; at -l<rJard and

publisher's post


charlotte usa biz


Co.rd:aort B:>.>tr •JniVersrt} 3ld C -apel Hil-re~: o~ ~rcn n~:e

cf:::ol:rre-EJ Cm out

c::j o.Oo"31 a.=r rncustr I.

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-.ce in the vJcur..m-

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)file l'lc:::cl 5:: ::


l'le man

cLps, JC.r ics, wallboard, b::He: ••d s:eel is n char:;E


he can hardly c.::rtain hrms.:lf.

10 E-logica[ ::onne:::ticn Eloge,, Inc., led by tre :leiter"3tlor ofTrevs F'<.~>ons

Charlotte Regional Partnership hosts a factfinding mission and the German Ambassador, in an effort to showcase the resources Charlotte USA has available to foreign companies wishing to expand into the Carolinas.

<.nd the indust r ;:oertise c.< Mrcffiel

J. Frtrgerald, help~ ~ ers, di>trib.rtor~ cnj nrnu'acturers rra-<:e no-e



community biz


The Management Report highlights from The Employers Association, a not-for-profit organization providing services to management that help companies create and maintain positive and productive employer/employee relationships.

biz digest


on top


biz resource guide


tr::rs. mcl-:rng Elogex 3n -1:- n& bu: "JUO" anothE:r tech ompa l).."

14 Beyond :ll =Ca:-r



r :; c ~veloped B::>ncled

:•s:rbu· cr. 1:-c. nor a Cra·ct'e-tased

on the cover:

:r <Kliti= d ~-r::.- :m CJrrj:3J'to c.

·es Olcl "LII-;;;---•. :~ clan nma~rrent ::opal~ Toa~no;



for O'.<:!r 30

ysa·s ret•.

18 of Bottle!; on the Wall At irst glance you


i1ilk t oat T m;er

arc brother Tom Ris;er · r: the bette" dJrrrg herr workday. .r rEa i:y, -esearc!Tlg t:o-:1: c ::!~sig-

gn::c..te· charlott.:o biz

Thi s month s cover features Queens University of Charlottes Peter Browning, Hugh McColljr. , and Pamela Lewis on the Uni ve rsitys campus. Photo by Wayne Mo n"is.

is all in a car-; .,_;.yJ.: a:

u.:. Bottli!rs

cliaflotte june 2002 3


cliaflotte iz June 2002 Volume 3 â&#x20AC;˘ Issue 6 Publisher Jo hn Paul G all es jgalles@greatercha

Associate Publisher/Editor Mary! A. Lane maryl.a.lane@greate

Creative Director/Asst. Editor Bran d on Jo rdan

Account Executive Li ndsey D. Trausch

Contributing Writers Heather Head Casey Jacobus Karen R. Martin Ross Yockey

Contributing Photographer Wayne Morris

Greater Charlotte Biz is published 12 times per year by: Gall es Communications Group, Inc. 560 I 77 Center D rive , Suite 250 Charlotte , NC 28217-073 5 704.676.5850 Phone 704.676.5853 Fax

Press releases and other news-related information , please fax to the attention of " Editor" or e-mai l: ed Editorial or advertising inquiries, please call or fax at the numbers above or e-mail: Subscription inquiries or change of address, please call or fax at the num bers above or visit our Web site: www.greatercharl All contents Š 2002, Galles Communications Group, Inc. All rights reserved. Reproduction in whole or in part without permi ssion is

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

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




st l

Determining Our Own Future! Congratulations to the Charlotte Chamber for providing the leadership and organizing a three-day trip for nearly 100 civic leaders to Indianapolis, Indiana, to learn about economic development in its urban center. They were provided tours of its Circle Centre Mall, the Indianapolis Artsgarden, the convention center, the RCA Dome, Conseco Fieldhouse and Victory Field. In addition, they were given briefings on how these facilities were built and what they mean to the local economy and the city.

John Paul Galles, Publisher

Now I did not attend, but I did grow up in Indiana, went to school at Indiana University and lived in Indianapolis for about six years . And at the ripe old age of 23, I was the campaign manager for a mayoral campaign in Indianapolis in 1971. I have watched the city grow and prosper as a result of civic leaders applying public and private dollars to targeted projects intended to boost economic growth and make Indianapolis a more "attractive" destination. Once referred to as the ho-hum city "Naptown," Indianapolis was also identified as the "Crossroads of America." That was about all you could come up with for this city in central Indiana surrounded by cornfields with railroads and highways running in every direction from its center. As the third largest city built on an axial basis (behind Paris and Wash ington, DC), Indianapolis was primarily known for the Indianapolis 500. Locate d on the White River, Ind ianapolis only had the Eagle Creek reservoir for water sports and attraction. Indianapolis is also known for its consolidated city government. In 1969, the city was expanded to its Marion County borders. Some suggested that this was done to keep the city from being controlled by its African American residents as whites fled to the suburbs. Others saw it as a way to consolidate governmental units under a unified leadership for the betterment of all residents. If I remember correctly, Indianapolis grew as a result of this consolidation from the 25th largest city to the 11th largest city. (By the way, Charlotte is ranked 26th.) This growth boosted their revenues, reduced government spend ing and also made them eligible for larger federal grants for all kinds of development. In addition to the wise consol idation of governmental units, Indianapolis also had access to Tax Increment Financing Authority (TIFA). Authorized by its state government, TIFA was created to allow a local government, through an authority, to finance public improvements in a designated development district by capturing the property taxes levied on any increase in property values within that district. A base year is established for the development district resulting in an "initial assessed value." In future years, any increase is referred to as the "captured assessed value" for the district. Many states have created TIFAs for local economic development. They are largely utilized to attract new business and support expanding businesses as a means to encourage economic growth where older industries are failing and going out of business. Charlotte enjoyed an economic boom through the 1990's. It attracted more business growth than it expected and grew comfortable with an expanding tax base that helped pay for the cost of growth. With our recent economic slowdown, the closing of many textile mills and other trad it ional industries, however, we are faced with ambitions for growth with little economic support from the state for highways, utilities, parks, water and air qua lity and other infrastructure needs. Given the state of North Carolina's fiscal condition, we will not see much support from Raleigh to meet our economic development agenda. Often referred to as "The Great State of Mecklenburg", Charlotte appears wealthy to others in North Carolina who cannot understand our struggle with growth. Not everyone wants more growth. Some want slow, managed growth. Regardless of opinions about growth, we have experienced growth that needs services and infrastructure to support those who live here. Our needs are well beyond our resources. We must find new ways to grapple with our own problems. We need to consider new ways of tackling our own concerns within our limited means. It seems to me that we should seek to encourage our state government to authorize TIFAs within our state. If the state cannot help us, they can at least give us the means to help ourselves. We need to plan, manage and provide for our own destiny. It is time for us to take the proverbial bull by the horns and turn it in the direction that we choose. We cannot wait for revenues from Rale igh. Unlike Indianapolis, Charlotte is not the state capital. It will be difficult for us to convince legislators to authorize TIFAs, but we are suffering from the loss of jobs and the closing of our traditional industries. We need to do all we can to replace those industries, attract new businesses and grow existing businesses to provide jobs and grow this city. j

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't-ea t er char ::•tte biz

entire Charlotte region. Its current


2002, the Cha-lo::e Regional Partnership

led by Charlotte Regional Partnership

is or ELroFe c.nd the Far East, and the

was invited to Ge --nany and Austria to give

investors including Wachovia and

Partrermip maintains an office facility

a series of presen:ations on doing business

South Trust banks, the accounting firms of

in Frankiur:. The Charlotte Regional

in the U.S. anc Ncrth Carolina. At one of

Greer Walker Dendorfer and Cherry

Partner;hip conducts a number of busi-


ness seminars throughout Europe annual-

posed a "fact-indi~ mission" wherein the

Poe Adams & Bernstein, Nexsen Pruet

Foreign Trade Direc:ors of the Chambers

Jacobs & Pollard, and Kilpatrick Stockton,

of Commerce frcrr the State of Baden

and Palmer & Cay insurance company. Day


3 in Charlotte USA consisted exclusively

ly to doin~


foreign companies about

Jusiness in the United States

and Chc. lo:te USA. In D:cE:mber 2000, the quarterly meeti~

•Jf the North Carolina Partnersl-ip

present;~tion~ .

Michael Almond pro-

in G:rmany would come

Bekaert & Holland , the law firms of Parker

over to the U.S. and ta lk to German com-

of travel throughout the Charlotte region,

panies about t1ei r relocation experiences.

visiting German and French companies


for E:orom ic Development (NCPED), the


consortium of all seven regional econom c

and in fact, their co::J t-nterpart organizations

developmer.: organizations in North

across the Rhi1e F.i\o€r in the Alsace region

Community College hosted a luncheon

Caro ina, was reid in Frankfurt, Germany,

of France said the;- wanted to come too.

at its Southwest Campus and provided

at the :::harlotte Regional Partnership's

embraced this idea,

So, the faaJixing mission was born .

that have located here and seeing their operations first-hand . Central Piedmont

the delegation information on workforce

office -h s was the beginning of a numbe -

The group of 2 Ge -man; and French

development and the Charlotte Regional

of foiCV"-up m ssions that occurred over

arrived in Cha-lotle USA on Saturday, May

Workforce Development Partnership,

the nex:t 18 months. Charlotte Regional

4, 2002, for a week-l:>ng mission to learn

the consortium of the I0 community

Parmerg,ip staff became very close with

about foreign comJanies n North

and technical colleges throughout the

memJe r.; of th= Chamber of Commerce

Carolina. The nission began with a seminar


Ka- l~ruhe.,

G:rmany, as a result of this

at the Charlot:e


Charlotte region. The delegation then traveled to Greensboro and Raleigh to


see other parts of North Carolina and

meet ,5. anc because of numerous contacts

where the deiE:gati:·n hea rd presentations

which hc.d b:en made by the Partnerships

from the sever regional partner-

to visit two of the other regional partner-

presidenc and CEO Michael Almond durin[.

ships in North Caro ina about regionalism

ships. The fact-finding mission participants

and how each :>rgc.n-zation does its job and

departed North Carolina on Friday,


25-;-E:;~r-1 Jng

international legal career.

About a ye:ar ago, authorities 1n Berlil.

can help them.The.


spent Day 2 in

Gerrra17, issued a mandate to all German

the Partnership o"'ic=s as well, participating

Charrbe> of Commerce that it would now

in panel

be th=i- resporsibility to assist German

ants, financial instiuoons and insurance


wis~ ing

to break into the U.S.

market with the process of doing so. This a~


"Vith lawyers, account-

May I 0, 2002. Coincidentally, but fortunately, while the German & French fact-finding mission delegates were in town, Charlotte USA

companies in ne C13rlotte region, learning

also received a visit from His Excellency

the " ins and oL:ts" =f opening U.S. sub-

Wolfgang lschinger.Ambassador of the

sidiaries and hearirg about actual case

Federal Republic of Germany to the United

Charrb= representatives, as most knew

studies of comJani3 who have successfully

States. Ambassador lschinger arrived in

very itt le abou: how a company would go

integrated thei r operations into the U.S.

Charlotte on Sunday, May 5, and attended

about C•Fening

marketplace. The pmel discussions were

a welcoming dinner in his honor at the


somewhat of a surprise to


U.S. subsidiary. In January

~~ Sandler Sales Institute® ~

'OI '1

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Sales Training ,

Henricks Corporate Training and Development,

gr ea : e - ch c: rlotte biz

june 2002 7

historic Duke Mansion. There he was


able to meet the fact-finding mission dele-

Chamber of Commerce al'ld


Karlsruhe, Germany

gates, as well as key business and political leaders from Charlotte USA North

Ms. Christina Grewe

Carolina Speaker of the House Jim Black,

Foreign Trade Specialist

Pat McCrory, Mayo r of Charlotte, and

Chamber of Commerce ard Industry

Congressman Mel Watt were among

Trier, Germany

those that attended the dinner at which Ambassador lschinge r spoke about United

Mr. Matthias Kruse

States/European Union relations and global

Managing Director Foreign Tra•: e

cooperation in a post-September I I world. The German Ambassador spent two days in the Carolinas, first traveling

Department Chamber of Commerce ard lr :Ius try Karlsruhe, Germany

to Cleveland , North Carolina, to tour

Freightliner Corporation 's Cleveland Truck

Mr. Michael Neuerburg-

Plant. There the Ambassador met with John

Managing Director Foreigr Tra :::e

Stevenson, General Manager of the


Cleveland Truck Plant, an d with Roger

Chamber of Commerce ar d lr Justry

Nielsen, Chief Operating Officer for

Rhein -Neckar, Germany

Freightliner LLC who flew to North Carolina from Freightliner's headquarters

Mr. Paul Grimes

in Portland, Oregon, specifically for the

Vice President

occasion. The Ambassador then addressed

Alsace Development lnterklticna

a group of about 90 at a luncheon hosted

Boston, Massachusetts, Ur ted :rarzs

by the Charlotte World Affairs Council,

W;..V'N.Ii =1uiddesign. net:;

the Charlotte Regional Partnership, and

Mr. Manfred Groh

the European American Business Forum

Mayor of the City of Karls-uneo for

at the Tower Club in Uptown Charlotte.

Economy and Financial Aff:t rs

Ambassador lschinge r also spent a day

Karlsruhe , Germany

in South Carolina in the Greenville/ Spartanburg area. Representatives from

Mr. Bernard Higel

South Carolina's Upstate Alliance organized

Presi dent

receptions, a luncheon, and a tour of

Alsace Development lnte rr ni c·nal

the German-owned company Draexlmaier

Strasbourg Cedex, France

for the Ambassador which were attended by South Carolina Secretary of Commerce

Prof. Volker lhle

Charlie Way and the mayors of both

Head of the Faculty for BJ.;iness

Greenville and Spartanburg.


Table Participants in the North

Karlsruhe, Germany

University of Cooperative =jL:ation Carolina Fact-Finding Mission included:

ALTtv\AN 1r 1t 1a- '; e g r o u p ,1r c -ake the Nman lnitativeand ::all Denise!

Mr. Philippe Grillault l.Lro:he Mr. Carsten Bacher

General Director

Foreign Trade Specialist

Chamber of Commerce a_- d 1- dLstry

Cham ber of Commerce and Industry

Strasbourg, France

Heilbronn-Franken, Germany Mr. Horst Zajonc Mr. Vincent Froehlicher


Director of Operations

Economic Development _;uisrur e

Alsace Development International

Karlsruhe, Germany


Strasbourg Cedex, France

Denise Altman, I/f3A 704-7D8-B700 www 3

JU e 200:.

Mr. Udo Goetschel

Managing Director TechnologieRegion Karlsruhe/

For more information about Cra/oti ~ US4., f:J~ase visit their Web site at www.chaJ:ot~e- sG . c~m. or, to (tnd out how you can incorporcr.~ CI-Jrlot:e L1 )A and its message of balance in your -n ar~!ing eff•·ts, call Angie Lawry at the Charlotte ~10nl Pa· muship: 704-347-8942.

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JJne 2002

by 1e:1th er head

TI-e 90's ~a~ perhaps the zenill. c- ,,e-nnre ca"JitJl inv~otnenL in t.ecl.r :::L::~y

.:ompJnies. B11t just as rap dly


thcr had r se-. an n·;erwhelmirg r _ rr ber came LCo a pr,.nature demise i1



200Js. But not all. Eloge:x, l.:J.:_ <www.elogex.col'l> (:;:ronouncc.l dejeJt


ar. Internet-based ogi5tics marl.:et n:t <a~ nd appli:::atior set vice pro,~det r35 J~·d ::·pec. and i5 o.uccessfully rnana~­ hg a- lilternc.t tTarke place, E·ectronic L:::gis:i:::s Exchangi: ·, t.nabling all prticf•:Ir.tS it· a SUf•ply chain C0111!11Unit)- .C• Uod~ ar d manage tra - S:JcrLation, '.'·aeL.::ustn~ ~

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celiberJtion o· ts founder, T·avi5


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t.f ch~c F tzg~rald.

Pl:n1i1g fcx the long Haul h

9Q9 <vht e eccn::>oists we~e ,.til


]. Fitzgerald to b:.

ness i:l. :1 systcll1atic, predictable m.-:nner. It ..vot..ld depend, in short, on a b.:.sine5' pin. A. he tin-c Parson began to d=veL•p hi~ ~:=bu, he had been in the pri,·a·e ecpJit; nvest~ent business for several Li his -,\ork +'o r major com~mics lik 3ank of America (then Nati.o~banL. Cc:ro1..s~l and others, he -_;: d sc~ mJny ciffcren busmess plans c.rd was al::l~ IJ discerr their better qua iL ES. So when h bega'1 to put his own ~:=len to~etl:.e:r, he !new 'Nhat would w:rk. ri~ first s·ep was to identify a rec·-~.­ ni:~d hdustr)- need and find a WC)' tc se·-,~i~ it. His research revealed .rut thz sfi?P rg and · logistics -urkc was r p: for n~w technologies to hcrea~e efticicn:y. He Jelie·;cd that if he could do;el·1p the sc luticn and sell it to a few verti:::::~l mark£t.s , he'd have the l::c~innirg of a lTLtSely lu.;ratiYe endeavor.

rienc from the in·lustt). l L"et Fi.tzgerald

ShaJ:i ng Up to Ship Out

before :·, Travis Pa·so~ -...·as fUtling ~cge ther J bJsi::J.css plc.n 10 ~-,e ti-e ship"Jing and recei\ing ind.JSIJ)-

ccr1p e:..ed his business plan, the lhst thi1;_

r .cl:uoiness <vo·Jd tide or tr.e tecl-tlolc);?y


-...·a,•e b.1t it

~u ldn't

-...·o.ik cepenc,


LCJend ::m iL t


on mee,ing m

cr arlot-:e


Cnce he Gild settled on the

ty was


and recruited him 10


:1ec:ded cxpo:-

CE• He provid

a goC>d set of exp~ anj cre:::libility tc bt:ild ·Jp the tearu' Fitzgerald bw.1g-1t :J'.'el -0 ).ears of industT)- expetiena: i..1 ~ed logistics operations and

c.•rpcr<l.~·~ ment


Elogcx, having u·ost recently as pr~sid~nt

and CEO cf ~JT :..ogi.;tics, and

hming been a fo_ndingme-rber of the Federal Exxess te~n establishing the com1=3ny~ ~·u:-c-broed logi~­ tics system and r~ E;irg ::apit:L fo- the cocpanys growth.Pr x tn l.tat, Fi.LZ~ra l d ha._ held senior opera-ng r(.•SitFons ?ith DH O·lem1yer ::::omp'1y au.l Lh ted Parcel ervice. With Fitzgcr;::cld 01 bord, "'arsons' next chJllenge-c:nc.


tutn2cl Jut to b:c

the biggest one-wc:.s TIJisi ·.~ e<.pital. Charl•Jtte, with it; s ro•g fOOl ::>f transportation and saf w::tF' exp~~tioe , and centrd location JC th,. Ea~:e rn seaboan:l, is an id~al local Xl ro- ~ l:: !tisti:s softw~ ·c.

how much bLsger the tech xcl_ 1c


~EC. "V<£.

idcnti'ic:d dem1nd and growing it3 Jusi-



neede·lto shape his ideJ irto Ed team md some money-J lot cf

m 1ne,z So he begar by recruiting 1\J.ich"d

cc·m;nny headq:unttr3. to Parso:1s, howev ol., it i~ 110t the deal pla_c. to raise the kind Jf ::~· ita[ he r.eeded L•

get h3 'leW com.rarry ff t 1'.: gtound. Parsons soysnat Ch.1r.••ne c.oesn't


ju r e 2002 J

have "a substantial base or large investors with the risk profile to support capitalintensive ventures in their early stages." And Elogex is indeed capital-intensive. The stanup stage required $20 million in venture capital, and now, two years later, they are

where he picks up a new load to take to a retail center, where he picks up another load to return to the supplier, and so on. The reduction of empty miles and empty driver Lime translates into real dollar savings for Elogcx clients.

gealing up to raise an additional $20 million. But the payoff can be very substantial. Fortunately, Parsons' network of venwre capitalists included enough people with enough capital who believed in him and his business plan that the first $20 million came through despite the challenges, so that Parsons was able to move forward in developing the product to ship out to market. He appears confident that the next $20 million will come through too.

Another efficiency that is unique with the Elogex system is the ability to schedule appointments automatically Long waits at del ivery points are common, wasting driver Lime and increasing frustration. Scheduled appointments mean that dlivers arrive to a crew ready and available to handle the load and get the driver back on the

Supplying on Demand The business plan that convinced Fitzgerald to come on board and venture capitalists to sink $20 million is based on a recognized need in the supply chain for nearly every industry The plan calls for Elogex to infiltrate the market by focusing on one vertical market at a time, starting with the food and beverage industry A grocery store chain like Kroger (one of Elogex's first clients) has many retail locations as well as at least one central distribution center for each region it serves, and then hundreds of manufacturers and suppliers. Each supplier must deliver goods on a regular, often daily, basis to the distribution center, which then must deliver to each or the stores. A single shipment involves many touchpoints where drivers, clock crew and management have to work in concert. Traditional transportation management systems help companies like Kroger handle routing, rating, tendering, tracking, and tracing. But Parsons saw that there were many opportunities for increasing efficiencies in the process using an lmernet-based solution. For instance, the Elogex service offers the capability to build "continuous moves" among suppliers, shippers and other Elogex customers. lnstead of one driver making a delivery and then returning for another load, events can be organized so that he drops his delivery, for instance , at the distribution center,


june 2002

road with fresh cargo. This single functionality alone can translate into significant savings. [See illustration] These two examples are a part of a total alignment of the supply chain called dynamic network optim ization. It allows Elogex clients to take control of all aspects or the supply chain including coordinating movement of goods, gaining visibility or goods in transport, planning Elogex software enables automatic appointment scheduling.And shown by the illustration below, based on information provided by the company, effective appointment scheduling can vastly increase a company's efficiency and , therefore, improve its bottom line. Aver age tlf.



33.5 hours

watts pc we Avrrage deli


wa1ts pc yea

I ,742 hours

In the case of a national truckload carrier employing I0,000 tractors: (. >t '( 17,420,000 hours I 40 mph*

(or approximately 26,000 orbits of the Earth) >r

r 696,800,000 miles

Elogex maintains that its software's appointment scheduling capabilities offer the potential


cut these

numbers in half, effectively adding an additional 348,400,000 miles to the carrier's capacity without adding additional tractors to the fleet. *according to the National Dry Van Drivers Survey

for the receipt of goods, measuring and managing cost and payment for services, and collecting and analyzing a vast amount of information to increase performance and compliance. Says Parsons, the Elogex software allows clients to "align all points of the supply chain for optimal efficiency and accountability, thus reducing cost, increasing inventory turns, and improving customer service. "

Delivering Success Of course , the first key to the Elogex success is the quality product that meets a recognized need. A second key has been the excellent management team. "We were fortunate enough to put together a team that understood realworld logistics and transportation software ," says Parsons. Third, Parsons cites the strength of the business plan. "Other companies floundered or failed because they started down one path and then had to change direction midstream," explains Parsons. "Or they were proposing something new to the market, and the market wasn't ready to adopt it yet." But because Elogex began with an idea that the industry was ripe for, did the research and monitored progress and response at every step, they were able to "head down the right path from the beginning " Finally, while many of the late '90s start-ups floundered after an initial influx of capital and flash of success, Elogex took a more measured approach to expenditures and therefore grew in a more predictable-and more stable-pattern. "Because we received [our capital] incrementally, we didn't get caught up in the late '90s bubble spending," explains Parsons. "We had to make sure that every dollar we spent went into building value." And the unique value of the product is evident to Elogex clients. Justin Strother, director of inbound logistics for grocery chain Winn Dixie, says that Elogex will significantly reduce their transportation costs because while "most transportation management systems only optimize the loads ... Elogex is unique in its ability to optimize both capacities and loads in a dynamic environment." Mike Powell, senior vice president of

greater charlotte biz

supply chain for Shaws Supermarkets, adds that "Elogex was a perfect match due to their extensive experience with leading grocers and large consumer goods suppliers ... Elogex was the only vendor that fit the bill. "

Multiplying Returns With nine retail clients, 500 carriers, and thousands of manufacturers already on their client list, Elogex projects $5 million in sales for 2002. And that's only the beginning. Over the next three years, Parsons expects 400% growth annually And in five years, says Parsons, "We see a strong likelihood to remain an independent company and have a sizeable business of more than $100 million in revenue. " Elogex currently employs 65 people, having added six new positions in April, and expects to add more as business grows. ln the long term, Parsons is looking to become one of the largest technology companies in the Charlotte area and to "build the backbone for transportation in North America." To accomplish this phenomenal growth, the Elogex business plan calls for a strategy of moving from "vertical market to vertical market." Initial sales have focused on the food and beverage industry, approaching grocers and large food retail chains like Kroger, Hannaford, and Winn Dixie (all clients now) and selling them on the Elogex software. Each retailer interfaces with multiple shippers and hundreds of manufacturers; they encourage the companies they interface with to sign on with Elogex and one sale becomes hundreds of sales. Having bagged nine maJOr grocery retail clients (plus their shippers and manufacturers) , Elogex is moving into the home products and general merchandise market. Parsons expects this vertical market to be even more lucrative because retailers have greater control over their shippers and manufacturers, so that one sale to a large retailer will usuall y mean automatic sales to hundreds of smaller companies in the supply chain. And every new client means another link in biz the transportation backbone.

Heather Head is a Charlotte-based freelance write~

greater charlotte biz

june 2002 13

by karen r. martin

ttention to Customers Has Ma e Bonded Distribution a C arlotte S cess St ry or Over 30 ears \-..hen lv'.cDcwell is "::·il:ing her nc.ils. knCV\ing :.he hao to get a particular prodoct to .:mo(1er tovm in "to time flat" - 3nc also -~noV"ir E that the product hasn'- yet rol e::i off th: line - she breathes a Iitle ~ aoier ~.znowir_g tl-.m Ch..-'lflotte-based &n -_J Ci~ t ribuic·n is on th case, ready to sp:-hg .r.t:J c_cticn once sl-..:: calls. Altl-_oJ,&h McDowel: isn': her actual ~e-in t.1e d:st:i.bution!lcsistics iniumy, co:1pe:it.::·:1 is so tifht that supphers j .n 't re~l client mmes- her siu.tatieon is ·•ery rea. mdeed l.llcDowell's COI.Tip!Ty' p-odu·:es biding o rtons for p : --aro:tceJrical :tn:l auto:1.1oti ; e products , ard cften tb.ose : a:tons :are ·:·::ing

g - ec_ter



redesigned and :eprinted particularly close to distribution. Asked if there's ever a time when Bonded Distribution has :::crr.e through in a clinch, she chuckles. " 0~ , just about once a week. They'll stay open longer, or open on <- Saturday, if we :1.eed them to. That's just the nature of the business. We try not to let that har:pen too often, but they take it in stride.· Such attention to cu3toner service is the primary reason that B·)cded Distribution <www.bon> has remained a Charlotte success story for over 30 years, according to its pres1dent , Scott Carr. "\Ve're very detailed, very dnven to rr_ake sure that thing get dcne right the firsL time, " Carr ays , emphaoizing that, industry-wide, the typical client contract is r::newed every 30 da13-so even the s.ightest slip-up coulc be costly "We're not perfect , bu when something comes up, we find reoolurion to it, solving problems as they o::cur," he continues. "We've had clien:s on 30-day contracts for over 20 year:; new "

Distribution companies traditionally h.w e served as a warehousing and shipping "arm" of their clients - companies that don't have or don't want to maintain the massive warehouse space needed to store items. Bonded Distr:bution, like others in the industry, recei..,es client inventory at the warehouse, sorts it, stores it , then ships it and tracks it to those destinations via fdl or partial truckload , airfreight, and package services such as UPS or FedEx. Client companies like McDowell's find it cheaper and more efficient to outsource these functions. Ctver the years , Bonded has gone beyor.d the traditional , adding special service uch a returns processing, contract packaging, labeling, and shrinkwrapping. Its clients' industries are diverse, ranging from grocery, to medical , to health and beauty, to retail accounts. Oient loyalty is "cyclical" throughout the distribution industry, Carr says, especially when the economy gets tight. "There was zero loyalty there for a while," he says. "People would change >june 2002 15

[distribution] companies at the drop or a hat , over [savi ngs of] pennies. They didn't take into account all the intangibles , all the things they'd need over the long haul. " Carr's pride is obvious when he says that Bonded may have had clients leave because their distribution networks changed or their customer base shifted or their manufacturing sites shifted" But we've never lost a customer to a service issue."

How It All Got Started Bonded Distribution has been owned and operated by the Carr family since 1972. cott Carrs father, Jim, had staned with General Foods as an accounting/ auditing trainee. Subsequently, he worked as export operations manager and then, in 1962 , was promoted to manage a new distribution facility to be built in harloue, .C General Foods was an innovator in distribution at the time with a "new" corporate concept of consolidating freight into single shipments to their customers. Once the startup was completed, he moved onto another facility in Ohio and finally back to New York as distribution development manager. Jim Carr was partial to his experience in the friendly town of Charlotte, however, and started looking for new career opportunities in the South. His strong resume landed him a distribution management position with a cookie baking company where he stayed for three years, "with designs or trying to start [his own company] in the commercial warehouse business," says cott Carr. He got the chance when an existing company, Terminal Bonded Warehouse , sought a buyout. Carr bought the company and leased its 30,000-square-foot warehouse , keeping the "Bonded" pan of the name for its brand recognition , and also because the word itself-bonded-denotes security: client packages would remain as secure as ever in the hands of the new owners. The new company had five employees: jim, his wife Robin and three others. Jim is still chief executive officer, and Robin is the company's executive vice president. ln the first year, the company


june 2002

built a strong network of shipping contractors, a reputation for integrity, and sales of $120,000. One of the Carrs' daughters , Barbara Woodall, remembers roller skating in the warehouse when her parents would work on weekends. "They'd give me a broom to push while l was skating," she laughs. Woodall "just kind of wound up" at Bonded after first working the retail Ooor for a department store chain and then as a travel agent. She started in the warehouse office, answering phones and performing data entry. Today she's the company's purchasing manager and also handles the payroll. Scott Carr, 14 years old and attending Carmel junior High when his parents started the company, worked summers sweeping Ooors, unloading trucks, whatever tasks were needed. "Growing up at times you want to do anything but be part of the business, " he recalls , thinking. "You have mixed feelings about it "

"We put a lot of stock into getting good people, and keeping them. We create an atmosphere where people can take pride in their work. Everybody gets along, and they don't mind coming to work." -Scott Carr Scott earned dual degrees in business and marketing from Western Carolina University, then returned to Charlotte to help with the family company. He first led a small trucking company that Bonded owned, often going on the company's many statewide routes to get first-hand knowledge of the state's highway system, and also discovering the stumbling blocks particular to trucking delivery services-plus how to overcome them. When Bonded divested the trucking company in the mid-1980s to focus on building the company's core logistic capabilities, Carr became a manager at Bonded.

The Company Today Thirty yea rs after its birth, Bonded retains an extended-family atmosphere-even though it now occupies six buildings throughout the city, totaling more than 900,000 square feet (and another, opening in October, will add 175,000 square feet ), and employs 160 people. Some of the management staff has stayed with the company for more than 20 years. Even the "newer" employees, as Carr refers to them, average between eight and nine yea rs' tenure. "We put a lot of stock into getting good people, and keeping them, " Carr explains. ln the late 1980s, when demand for skilled labor increased as the pool of applicants dec reased , Bonded began offering comprehensive benefits to its employees. Carr believes that the company's high retention rate is more likely due, however, to the work environment: "We create an atmosphere where people can take pride in their work," he says. "Everybody gets along, and they don 't mind coming to work." As a result of this supportive atmosphere, employees tend to feel part of the Bonded Distribution family, responsible for the company and each other. Woodall shares the story of an employee's daughter and her family who lost all their possessions in a tragic house fire just before Christmas 2000. "Bonded employees banded together," Woodall says, donating food , furniture, new toys, clothes and nearly $2,000 to the young family. Moreover, the team spirit extends throughout all levels of the company. Robin Carr, for instance , works out of a cubicle, like everyone else. "Some customers probably don't even know she's the owner, and she likes it that way," says Lynn Daniel , whose company, The Daniel Group, is advising Bonded Distribution on business development strategies. He says he has telephoned the offices as early as 6:30 in the morning, in order to leave messages prior to the workday, and wasn't surprised when she answered the phone . "Shes unbelievable," Daniel continues about Robin. "1 think shes been the heart

greater charlotte biz

and soul of that organization, along with jim. They're an extraordinarily neat team." Scott Carr declines to release Bonded Distribution's current annual sales. Daniel adds that business has

To reJe:t Bonced's ~p:.::d::d se:rvi::es arc ·::::. pat litie;, .he o_Ynpa..•y is in the p -oces~ o- trar..siticr:hg to a :1ew, ":~:ore ildusive" n3m.::-conied Logi ~ tics lr:c_-wt-io wiJ t::.: :n ~ .he

doubled since his company began working with Bonded in 1998-all without doing very much marketing or advertising; they have retained

quarter cf 2C,::J3 TI1e mn::: ::-..ange, says ::::arr, is ar: ::vol ution . c<:m : r;tru-

enough existing clients, and attained plenty of new ones through word-ofmouth referrals, to remain profitable .

is a fJI!-sc\.iCe ·:ha:in rnana;:;~ :not goup - nJ•:h more thn tr:lLi_ioe;,.i di;tributio:l

ccmpany'3 cncul name ;-_ tl:.e fits .

ing to

prc~re.::ti-le cliwt~. th ~t

JJ :ded

Jl.t th.: sane time , Bcudoc "'ill p_sh

bcyo-.d ..s tr:te.itioual bound:::.:i ~~. in.:re 3sing rr_:trketing efforts t=• and new : lients bc~c-rd the Charloce rarket. ;:;':1<1 beyon:i .h:: _:nth. ·'U yot: s·.and still, you dcr '. 3 ow," Crr :::xJ= ia 1.5 '-'ilh a smile, rd::rring to the o ::! sayir.g :!-at change is --1.~ o:uy ccnsta:n . "Lt'=· a cl cf:·.e- but it's .rue . Ard f ycu ::l:x- 't -trive toward thJt c.angc, .hen :'•JU'rE Stagnant." biz /<3-e~

R. '11Gr'X1


o Charlotte-tG._<:ej

fr::::la-ce N-·t=.r.

let's Talk Logistjcs With the pace of business becoming more rapid than ever, Daniel is helping Bonded Distribution through the growing pains that occur when any small company gets larger. As a result, he says, Bonded has added new managers to its already strong management team, controlled its labor costs, helped employees more clearly understand their responsibilities, and added new services, particularly those that easily allow customers to get information about their warehoused product. The most cutting edge, naturally, are those based on instantaneous transmission of information. Used to be, clients relied exclusively on the telephone or fax machine to learn about their order's progress or to sign off on authorization forms. Now, Carr says it isn't unusual for him to get 100 to 150 e-mails each day. "What did we do without e-maiP" he laughs , remembering that the age of electronic mail began only three years ago. "It's so much easier, and a lot more convenient than picking up the phone. It's enabled us to stay closely in touch with our client base, and to get authorization and paperwork done. We depend on it. " ince clients have become more computer- avvy, Bonded recently added a function to its Web site called LogiView. Using a secure password, warehouse clients can view their inventory status, obtain reports and enter their own orders. Meanwhile, shippers can view receipt, inventory, and shipment information about a single warehouse or across multiple distribution points.

greater charlotte biz

:o lo•Ly'> Jusiness '-'Crld, cc 8XI : ti~s arE cJnffiill.tly tESted Be r~ J'rejX!IEd for challengb1 .~ sitm: iJm rEqJi re.; a b ;: d ·- cw~dgE I a· ~JeS tEyQ[(Itl e b<.:;iQ .. take; 'bl l and insig-t to think:of real solutiJn,.. A: t1 \lcCJII-clnol cf B ~ re;:;. oJri>I E.~ 1nd ~\EC Jtive edu·:al c 1 prog-a.w Jfe ·nL re thu _a!a((•11 8:-.les. '{JHr J'ro~o~ will :r::u::§ ;itnations to I~ 1 )'J J :::n:lf l)'JU' 1bili .~ on :•uiL )"':•U School of Bus:.oes~ conU~r c~. so yc 11 on 1'1::~ k d-all ~ ~s t- mco n~ xi tl.t every d~ (•lftflSL'IU\'etSil)'OfCui• llt: P l e:.G~ gj\'3 " a call if ·,c 1 11 " 11 ·o .~ m a 1c.l. know more. [• scc•1er the leader .wlbi ..


june ::0:)2 17

ty casey ja :c bu 5=

nt Forget the beer and soda and think fruit juice, motor oil, chocolate syrup, and steak sauce. "It's hard lO walk through a grocery store and not pick up a product that we were someway involved with," says Ti:n Risser, co-owner of U.S. Boulers Machinery Co., Inc., "because we se ll tie machinery that caps the boules, fills the bottles. and cleans the bottles." Despite the name, U.S. Boulers isn't a manufacturing plant that puts out boules of beer or soda or any other product. bstea:l i.r"s :h ex npm:' that desi§r.S, engineers and makes tl-.e equhrocm fo:- coqaoies tlut ~.eed to fill boules and containers dtl- li::: Jid prccuc:s. "The name's confusing," o.:lmll!O -i, Riss~. "We're acrua]y on the from end of the pacb;irg indLst:ry" And, they've been there J.lor sere: U.S Bottlers is :::~le:rat­ ing its 90th anniversary as a f ntily-c:v. red p ·; conpny Tim

an_ 1s older brJt-ler To- ar~ tre bu-Ll· generau-, ·T· Ri5=s to run the coopany c.rd the) don't ph:- tJ be the lasL Each of h~T hss t»o young ch dEn ~·J just Tay wed TJ fc lL---vving in th :ong-st:mding amil;. we ti Jl. L's < .r.:~ditim th21 be~ h tbe 890~ .n ct:· age• w Lh a compan:· cc.lle C\"elli _lass, later tc lx-:_r-:1..:: lL in•Jis G ass CJtTp3T} In 1~12 ?r:hur ! <is3er tc·J-sht the eugil:fering :me mardactuir~ d .\ isic>n Jf Ovens and bl:.c•q:otatEd U.5. r;,-,·t!:·t t1am ·::.cturing Con par y -,~ b tsi::zes~ "JJs;c::: to h s son, han H ~nl} Rsser. and the lO a-ne5 Ar hu_ Risser. fa1her d Tom md r r::. -h~ bL~iTEss · hriv~d ir Ch c.:.?C (or se\-o:-t)' ye<.rs. but r the rr.d rC•s Jim F:isser Sa\-/ a need lC• u.:panJ. E~ hirec ~ ~inn ·c 13~:?T·'-l o:.1ri:ms arou1d the cou1ry, d re it w : 1oost. a hgh §TJWtb area, with a bLsines5-b: md y, _....., l;-fderdly >

Celebrating Nine Decades of Single-Family Ownership in the Botding Industry

greater charlotte biz

jun: 20"J2 19

c::::mr _u:ity, and a good iuality or lit~. lhe .rrn.. 8lggcsted vaticus cities it f. rizc-:a 'lo well as Liul ~ Rock Ark., Chat...:st 111, .C, and Cha-loLc. ~Nc rcld a family mc~:tins, " say~ -im , 'atx:l we all said 'i•J dese rt' ani 'no c.cer -"cLt1 .., :m R..sscr chose a s:~n-acre 5it~ ltl1 Sl ~c lr ~ reck

Road, o T Westinghcusc !louJ.:.··vard , in Charlou~ 1rd l:uilt a 65,C_•,J-:;c uarc-foot facihy. In 1980 1e rr o,.<.] oout -tO empl• a:1dthcir !ami. es fwm Chicago '"it1 a guan:.nteecf ~ h-·y odn't like it , tbe COmpany 'N•)Uid III(>Ve them bade -:-~L J•1dy took him. L p on the o Ter,"

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cc_tld b;r<::: irmghd l"-'C:::t:'· ?Ca:s Jgo • ::::' :.>l· n on fr·'111 st<L:1c<.-r::~e ·i to .:u.l<•-:1 c!.::sigo n·,ans wer :U::t•:tnt.E. lt als::l U , TE C< r: biJ j 11~ .2ad '1~ E:::,?;~ CY1~UQ tc:hnol.'g:· w_b :td"an:d manu ·:c ud~ tc.:hrriqL -:$ tO p :::·c-lcearc. ::1~ 1 'vt.r3tat<:-.::f tl- ~-a-: c.t-tip-.e-t. It me.n.; ?!OClpl aJC at _ut<~ e ::.di,·-: ry c sparE -:::3~ ;o.:l ec.- i· C;_ ~.- st:tXC 0 •:LSl:JI-lC'S ::.rare. t 1C :,-.-r]d.. It -cqt:...rc- a.saks.t~~lt3.;. t..n•hsLnd:> tlx. in<..'l.t:=:::r: z.nd l::i·· v~:: ·Th.~t t x c:::rnp111, r; c:p<:Jk: ·Jf dcsi.::rins ""l,.r]•cn ......:: r::t tc::::Jl:. :::-·o:r, ;::..·~ ha::: _) ·i.,fu 'lL 1 til 1cl.. ·:'ou ·,·c n:. s~ol.d

ljn§ 1· n-.

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rna e k'ore, ~ sc.y~ r;hiosopliGJI cl-ru!be. a:;

,.. ~ II :s :1 Les-sn \'~- u~ ~d LO Take wi'Lll ~s ll1 the CJLc O?,V::. V/e laC _,: m.•;c ·1:1 t.. b~om: <. :::.>to:n oles gn; -bcp." "· 'Y~ To ) Triana, a long-ti-ne :ompany met-bCI •vho is now \'.ce prescient of

.otdnrnis=:rat on. Triana s<~y:. U. 3. Bottbs is ~1 fa il;· business in m n: ways than :me. "E' _ry ·re who wor~ fJr the company, feels Jil<>" hey belong to -h: fn1ily,'' I~ says. Ton Risser agree~. 'This comprny is ~ umprised of pwple ·Nho h;;ve hee- VI· 1rking here a lo1 ~. tit"le. It·, m <'Xt ~d •. d familr at wor<. Tho:> re's <. lot tco-r e.aDl!On for US ln the C0111]1ary beco:~~.ts_ ·vc own it ; it's m•Jre than a job. " Cvc:- tre years in Cha .otte, Triam ;ays U.S Bculc ·s has evobcd fro-n a c~mpa­ ny bat b.tilt and sold a lo1l cf stardard e:qt.. p trnt to one that :c. sto11 designs mo- o{ its machines. '\\ : used to say 'H:~·s our tra··hine ; Jig-He out how tc• it your pwduction to iJ ... be says. "Now '"e tako:> yom product icc::ls and build th: machine ." W1ere the compary used to sdl 30 or -ut, :3tandard air :l~ aning mad ines a y:a- at :$22,000 LO $2':,000 , it now )'oJL

but: ~;s



:::Lstom-desigr.ed nnchinc for




I:., Tern ,~r d ~irn "·r;>v• i•t·· J:e~· •)'Vn:·rok ;srduJ.J. r:1c J..::.-s :::.·:rnally cvcr <:new ar ~1.bngc!se but ' t -e 1:::-uti1 .;::ss ·• C r~·'Ai 1g up, tb.n -..;o: k::c fo1r 'uo:>T [ad ~.:r> s~m:n... r 1 I cr-te l;~r Wlrk.n::. r:•r 1 :blJr a d::t.~ v-1:-.::n t v.a:: ·i~,.e, ' =a:-o~ £ m. ·=ad !:>lei me •.:J l-d~ 1 the c: .. ~e t i a mu1 i: a :>~.t t carae r He: really tr :ked c:::: into \-.:ctLir .~ f·Jr him . H =: .vo~ld tell ·_15 V'( con lei. c. ..;ha_c r::- ·w;> -,.ante·.~ ' from th:. ll T ~ w~ . ·e-e sna l we ~bip

p-3tt cipated in the ::us r;_ss.·· _A;s .>oon as the) f ni5b .:: schol. they V\.Crr: .o wor~ full time [o~ t.S. Bottler~. TiJr-, now 38, is tl:-e ulcle- b)· five years anc. l:r :arrie3 the l~ "P~o:.>ident" While tr e )O) .> never knE:'>" thei: grancfJther, vvh·· dio:d wh2n Tor vVas l-ee .hey h<.d p e:-r ;- L•f time to abscrb th - btl:-cr's h:~rc.."-cn style of nanagen.f1.L ·Ac was an exnemely =em mding per 'r:.:tionist: says Tim. '"Ee w:J.:. 1 genrus who -..~anted everyo::u: to be as 3n·an as he v.'ffi. He w-as a hc..rd gu~ ..J v:ork for." Jill Risse- retir::d gnd.tally:; he bcgm ta<in;: Friday; off, .::-en Vl·•ncla_;s and Ftic.. }S. until c1·entually 1:-..:: rnly lame in one Ja) a week. An ~x-t:ta~•. oli.::~r. he be• ugh: a sailboat a1d thzr an c 1j shrimp tr:1.1 .cr. Before he c icd in l CJ99 c·f cancer, h( lud turned O\'er .he re n:> of t.he busnes>. l'lllly to hs son::. ~}_is father and §;raid a:-_er bad both di~c. < -ound 65, so 1-e ah1::y= kT.::.v he nee~J to retire young if b ~ ,va.o going to h<JVea1)' good time fcrr cn·:J;in;z; i·," says Tcrr ·A so, h·~ wantec. us .set nto thr roe ~r d be cc-mfortable whlc 1:-c 'Nas still aroL1d. It hadn't been thu w3y br him.'' -, e change fro11 third,g-::neo ion

r,geo to a :urrem le1·~ of $13 to $14 mill on, the Risser Jrot "X -s s:1y Lhc ccnp:u-y hs fJu.nj a nine ir the 1.dust:y t..hct t cccu?ics \'cry lnpp ·arc they e:--:p::c L:> r:::-~1ain sl1all. "Slow and s;:c,;c, ~cts the pace ' s::.. ,s Tim. "\iv'e've ne\cr 1:>:-e~ a speed clcm::- _ \..!:: re ne-;e~ going tC rull e huge gro·.vth \../::·reno. Lkely to e.(.- hc-ve $100 in sJles. \\'c try tkl Ttake ::o'lsisreru... S)lid pro3ress." h <.n indust )' tlk: t has seen a lot c>CJ:JScolidation anj co<tpetition from gc·'.c ·nm::n>suJsidi.:ec :::_ rop_an co::npJnL s tile Rsse.r brothe:-s Jo:.Ei.:ve 1hcy are test served by producins "::;ual.ny ::Jrodu:.t an.J :J l:;-ing personalzed 5c:-·.-ic. They say JJo)Jt 85"6 Jf th(.ir brEi.re5s is frcm :-::p,c.., :nd there ·ore sat sfi~L custJmers. '·OLr machine~ :::1e bener thJn .:1~~ ~~cr wer~. but 1\c're ~ srrail pac <agin;; ,!top,'' S<.:·s Tom "'1'..': ui<e johs the big :orr.pani::s can't mal::: money OL U '\\e .>tJ.y lean, we car re5--ord no:-c :::juicl<l:r r we d~ign the mac: nes and make T05t of the pan:, wt. cont..-ol ou: owr. .Jestir y.' Tim wok a l·re:tt- from U.S. Bottler=. aloout thee year:. age to ot;trt a compUL1."

::m n:·, h p to fourth "13S ct ·nented by the .::ons<.:hl.ation Jf all t <f coo·l:xm:"'s stock in .1:-c: 1a.nds of the ··;;o trc· ·-er, ~1hout fou ;ea -s ago Tom ;md T':r: Jought the ;tocl~ ~~res tl- at were hek b> thclr 11lth::J and father a:-.::ltwc 3i'tc-5. -.1 was nc(cssar} tJ get trc ~ rl out Jf -he busines>. bccaLse the::- ._icl.n't want o J<-"1 cLpate,'· says -.JI1. "'.\'e \l·ere lucky 0 J( i Jle tO dJ it v-i.thot.:t • rrcn.J I g

-"cltw;:;re ·usineso o~ ; ·J,•,n. He clo.>cc i .IGI\l1, .1cugh ,j ust -c:fuJO the cve-,ts <•f9/ll and retumed liO il1L company. RLnning their m•n cco1Tpar y suits the h\.C• brothers. "\Ve're too irdepc -cler. to w:::>rk fot ::rnycn? el,c," sa)•.; Tir "\A'c"ve alwa:;~ l::~n QUI O\v n bcr;s." Alter butccr anc ucn )-~ars n.:sr:e:.::l.::ly on tbe job, he F-. sscr brothers lu"~ _ ~~nsc of o-wnershi J in _ r'it .ompany The~ ;:.n no lo:1ger "the- cclb;c Locys" or "r-e ·o,;s' son5.' They 1a'-'C 1 h.>..;Jry of forw::uc.



A tn•.>ugh U.S. Eottlers Ins g:r•)· troll ·._les oi' aJOUt 56.5 mj li::Jn t ~l yeatS

gr-=at:=r charlo-:te b :.

::r:l;!fCSS -~1 l- t..LiL



'V/e :n "'"- J"<~ t 1a1. •Ye ~a.• n1l:e c. irc-c:ncc .. -~l}'S Tc r: _ '·'J\~~ .:<m be· ~Le:c­ :;,e, v-c'ro:. 1-· of taLr.g ·~1.-nce~ •:r ~CIC,.Yi:ng Llj::. 'v'.',o'rc -ct g.. i:ng t:J bs:: ocr.: (.I•~ if we n~c : n-Ea <c-. Beth mw S<lJ' l.a \iOJ.J.:i:~g; ·c.?;::thct bJ.; i~s t.:hallt 1g:.-< b11 tr e .w .se J ·[;\mil·.> 'is oo ::arcng the.... it a~·crc@lE:S .my dCi.:nlties. '\. 'c're "'Cr,·cclt>~iou~ tha v-e clor-1 '".all to) d·J ,()!!rlhin.; in OJI h .!Shcss lif,_ th:t ·,,ouk.l lteJe-c ".i _h .:tr .Jens l:n•U1C <-;s T n · E·:c:n \.'h::.n ve 'rb.. aun~ eoc~ orl:-cr t:l cc; were 1-varc -...._ I? fJmil) Nl .h nz i5 t igger .lk'Tl us.· Ti~ o.1y= tL h::·L1ets o:mrpkment u:cl- other crd 'ring :lifrer~:-It 111..2n~s arc. 9-Ll; w tre ··U:>"inc2'. T_)- is Lx CoJ1~cr­ \.< Lxe one.., ""'h 1.:: Ti..r- is T..Jre :tggiT3St" _. 'There < c :: let ::f pa:itj-..·eo in shari"lg 0\\ 1eGh::::J," :o-a)S :-e rr:. ·· u en.:: els: i.; tcm.g tc 1- _vo: t1e =:ide >.~•: do 1· Jd~ c:::na<my. Ti:Jc ·d.ati.llsh:-5 .vc etc 1 c v:r th cstcn-.:r~ :.:~.J ~pL••cc5 a c diiTcren b~cau-c ..lis is cu: conrar~.'vVJl L.:: E••.:t~:;pJ~ .o a firth gcCl'l ix' &)tl: T::c <m:l r.n :,a-,-c J. son s-: l-c ::onfY-n: _(Jt.: lc.. ccm.inu~ to tc run 1::). ,,·c cous 1s Jr, says -=-=:n, --v:l·u is o


tc l.c _,, r7.

Tl,o· b[()t ~lC he,- '·1111 _ ti-c 1 ch:!d-m .J Jo ~.vix1t<.:' --r n c:.keo tlt( m -,ar1J) ; b L Tin sa·.s c '"'ill C.•) o•c t:'l ng fe-r 1- is kc.~ th<.. h :; f 11:0 didr 't :::[_, or hrrr. 'Tl m ko- m:. c' get joh;; i1 01hct places, -o t ey .:::tr ·ppreo: ~·c: th : b G reo:; a clth sp zc-c mo1~." s.l~'S Tim R ~s..-. biz Cc:~;er ja:::oo.J~


.s <.._,

~1 : r'ort.::-t.csa'


jJne 2):)2. :2. 1

by ross yoc key

usiness Po\ve Prope s Queens ou'r

only a

ou B lyO

opl ire

mu t

d m

e pr si ea y of h1 beloved Qu ndi

H t



ou br1 good.

mo es o

s Colle

afte 24

po erful troik

o rd of Tru te


am I


Hugh McC~I

L w1 , pr

of the \llcCol School of Busine to ta

n w n m_ Q



n U iv


ty of





thr e ome has been m

place and moving fa t smce

F bruary, long befor



eel Queens of Charlotte in the top tier of

business school rose from $800,000 to

Southern universities - not colleges. Name changes stopped phasing McColl when the NationsBank moniker

O\'er $14 million. She looks at Charlotte's

was dropped in favor of Bank of America. He and his people decided that was good

cleaned out his coli ction of

for business. And what's good for business is a large motivating factor for this

one man' tre sures from the

triumvirate. McColl is a seasoned financial execu-

b1g office overlooking the

tive known throughout the Charlotte business community. Browning is just as

hor eshoe. In April, the

seasoned an executive known throughout the corporate community. But Lewis is a newer arri,路alto the Charlotte scene.

school's trustee

heard from

four and agreed to chang







name of the1r little school to

Pamela Lewis started managing things when she was thirteen, running her father's


grocery store, and more recently ran the management department at the University


Univers1ty of Charlotte

www qu

n .edu .

McColl and Wireman both had been agonizing for some time about that first name , Queens (originally Charlotte Female Institute) , and its less than heman image. Even Lewis said "Queens" had to go, when she accepted the job of heading the McColl School of Business two years ago. "We have an image problem in our geographic footprint , our market, of being a girls' school," admits Lewis. "BUL a lot of people wanted to preserve the name 'Queens' because we have nearly a hundred-and-fifty-year heritage. We found with focus groups in the field that if you change it to 'university,' that mitigates the issue of people thinking of us as a small girls' school, because the 'University' gives it more breadth and diversity than the term 'college."' The distinction is that universities offer post-baccalaureate degrees while mo t colleges don't. Queens currently offers masters degrees in organizational communications, education and nursing. There are two MBA programs, plus the new Master of Fine Arts in Writing, Master of Divinity, and Master of Ans in Christian Education. Small wonder that for the past six years U.S. News & World Report's annual education survey has list-


JUne 2002

of Central Florida in Orlando, before becoming dean of the prestigious Lebow College of Business at Philadelphia's Drexel University. She's the lead author of

big business trees and sees branches sagging with low-hanging fruit. And when it comes to harvesting funds, Pam Lewis grasps the lessons of history. Queens' history begins in 1857 , when Charlotte's well-to-do white Presbyterians wanted a school to "finish" their daughters , like Davidson was taking care of their sons. So on weekends, boys from Davidson would ride the trains and the buggies to their "sister school," where the girls would be arranged, all laced and crinolined, in the parlor, to pour the punch. Queens was on College Street then; Myers Park had another half-century to put in as cotton fields. ln time , it was discovered that gifts to all-female schools were less substantial than those of their all-male ounterpans. "The Davidson boys gave a thousand dollars a year to their alma mater," Lewis says with a little grimace, "the Queens

of which she is currently preparing the fourth edition. Selling for $99.95, the text-

girls gave a hundred dollars a year. Today Davidson has an endowment of $350 million and we have an endowment of $35 million. What you can do with one

book is required reading at two hundred business schools around the country. She's

is very different from what you can do with the other." The tailspin only began

45 and bubbling with energy

ending when Queens finally admitted

Management: Challenges for the 21st Century,

One of the things McColl and Wireman saw in her from the first was Pamela Lewis' flair for fund-raising. During her five-year tenure at Drexel, gifts to the business school rose from $800,000 to over $14 million.

At first Lewis turned down the offer to move to harlotte. She now believes that her change of heart was one of the best decisions of her life. She eats and drinks Queens, literally, since nearly every day includes one-on-one business breakfasts, lunches and dinners. Getting on her calendar is a challenge. One of the things McColl and Wireman saw in her from the first was Pam Lewis' flair for fund-raising. During her five-year tenure at Drexel , gifts to the

male students in 1987. "Queens has always had to rely on tuition to operate. Solution: expand offerings. That's how the business school and Hayworth [Evening College] got started, to generate resources. obody wanted to do that. Nobody said, 'Wow, let's have a business school I' These were pure liberal arts people. It wasn't a strategic move , it was a dcfensi\'e move. They looked at those as kind of appendages. 'But what we really are is a liberal arts college.' And so we became kind of fragmented, with three very independent operations. " Lewis actually widened the rift when she took over the business school. "l came here as McColl School clean and said, 'Queens College doesn't have much to offer to me in terms of building my brand. l'm going to invest in building the McColl School brand." The business school, with its scent of prosperity and profitably, might have become the dogwagging tail.

greater charlotte biz

'Yiem:m pc:rsis.e::l h his goo~ cf coc.-~rng

·he class:roo11 to t-1e "'-.JH-

plotc . ··.vJut makes a g:::cd busiress re-son is V'"lut makes o good citi~cn,;_ gt:cJd hurnx.1 Jeing" he sai:l, '\Vc '-"'<-n o Eiucatc stu;'le:ms so tl-a_ hey knew n.•b e: ide.::~-, h:1xe p~ocuct·~ crecr5, cn-...::;ra::e glcl>1l c t z~mhi?- Wr: 'W'211.l to vac:.::in · lE: stL:..~n-= w :b tb~ virus of curiosil:o-"

eve decided lllle're better to§ether than we are separately.

Let's find those linkages, let's change the visian oi the C!)l~ge lo what we're b'ying to

do .

Mv challenge is til get pe-ople ta t:h' nk of us as a


e::l cational instibltion., which we are." -Pamela Lewis

._,r..iE:r \"-'ircnuns tu dage. bep:_r t::> ;e:c that "hbrra.l ats" \<'as ~ssndal to h2r o:bcol:; idenun S:-e bes;~n s.rengtterr.-.;?_ t )nds ..vith tre othc:r are<-s:-

Q.ee1.s, to .he ~oir of ::ai:--5-:ng ·urrari-

tit::> :cculty in tc tcx::h a1. ' I _::Coil. ElGL-.ple;

pc..:: cipns in :be: S.eCL ' t \lBA p·oga-:n t<1=2::. cour:;e ciiJ.e:,J A.m:-<Gr Capit:~li:,-rr. t~h ty I:r. C:nJT!rs !Qe:.., n Oxfcr: gt:~.::ILate ,_-bo i= on~ of (·.J~s' f.:::-m "'letth C.= oi & F:ofess)rs oft!".: ',',_,-;-. ~c~ :otudn.ts wtiL:: rqxms 01. cigl:-J.e:'nth-cer:ru-;: ec:nomic -:heo;o JSreflx:e:d n the collap>:: o:- E-ron an:i the :;:n ;;9ing te:clc ir ~~try- ;md l1 ~ir vnt •; s ctiLiq_a:d ab-~ witb. .heir co~pr~k-3:-.Jn. "\~:e'u de,jcled t<llcr .O.:?,::ther tr..=:n w;: are sep:otely. ~- s ·inc tl-:cse li -:-.-<~cs, l::t's cn;;~e r: e -'i·~on of .re: cc:l::se to ·.vbat we're t:;i:t;,:; to dJ. ~;_! c-- is to gc peop e t~· thi::1k d us as :n- in~.ra tce ec._ca.t:onl ins .. tui:m. v.. -ia "''E :ue. -=-r.:: nanagcr.c-:t t"'"'-c ;; QLecn; L -i.~rsity has its ·A-oTk :_t :~«:.! fer it, e:s-::::;;:c 1.l)- in tl>: uncergtad\U.e p-ogram; tbJ.t a-::: a t1.e J1eart •Jf any S" :..bcrJ! o:r:s c'Hll a-<:ng;:: :'c· ~ femae-nale E l J is CO:-Il ..11 =~.L'C:lS ::~- 74:25. The srlloc· ~ re'w'lt ac .•~c:-i str:.t.:gic calls -eotoc•s. ilg l:k. j-,.sh.nm class >-~a ·5. cnly 211 - q!;hty "Y-rcent fn~J.l::J to L,)J, f,Jrr:rpctC..l.ll ) - vnom are :uLe. ~~ ::015 . •Goiu ·::nv--rd, our ft~s pr· T.L> is u ::IJild c_r .md~r5raduar( o.tucl:n... popLlaiiY1 \'.'c e;~] ; 1eed to -icul: · _ au:

en to lm.::-.. b inw ning fnsl:m Tl ·:Lssc ;, i::1 - · ::> 1::~ of .J size (1al can :cp us com::>:::ti~ "'·2 I nd t:1at will r:11k. t-is a r:1cr~ \i ··-:u-, in\~-lved ca:::l[;U3. -~.ecud.

iD:3.iUJtiorL Right TI•>v, ~-~Jt•rs h<.s

we .Nml to se e:th.dy add graclute -r-?;tarr~ Lo better :?rvc t:e nee:.;.eof he .:on-:.uni:y. Qn:'::ns 1 .s :m i.m-·c:·Ita1... -c lO?ay in tenus c•-b'iq~ a..• _.;3., :o:;c·..rrce and ccn:m..::1'ry :J:;s_t. Vl/t · nn .o ·e rc~<Jnsib e ··i·iZ2L5 of .h~ o.::rr:JL~it> by ::t~.:;~iLg ·.~r: tbox nc._:h -12 ::t"ld then CFctirf · .lo:s ir. c.r ~>:arple, Qut:ns -:. tli•c:si .: Law _c[.._ .--,1~ -· ts )u ou ram·," srri.l::;.

a .Jt:a.l :otui.ent •cp_lati..·- · f 652. C.:rtpne tr..;ot o :he: Univers'ry o. ::;_~_-mou.Js 3.·:'52


a.::,j 2 lms 3,900.

::X ecilll :•:ncern, th_


s beuer product differentiation. There were at least nineteen other "Queens Colleges" on the planet, from Oxford to New York to·)S to Melbourne. As for "Queens Uni,•ersity," the only others are in Belfast an:::l Kingston, Omario. But while name reccgnition is important, the secret to successful marketing lies in the branding. "The maJor branding will be around hoV7 we help you achieve your personal potential," says Lewis. "We want people to Lmderstand that we're here to provide an ilnovative way of learning, one that levcrages our location in this city, one that treats you as an individual not a number, and one that provides you with an educational experience that you simply : annot get elsewhere. Because of that experience, you are going to expand the posoibilities you have within you. "Typically, any great city has a great priv'lte institution, emphasizing the social sciences. Like Emory in Atlanta, Rice in Houston, Vanderbilt in Nashville, SMU in Da.lls. Queens has an opportunity to fill that void and that will be our goal. 'Queens is poised to emerge as the

premier - r_·;ate ns iLJ ~ cn 1n this cty. We're a "--~t corrplemert to C?CC arc! U CC. -,.,;~ hdp ~tilnt:\.;t~e the i.nte lectual cap:· U.. O.rgnizaLcr_s Nill nevEr exceed tre qL:.~li : ;-- of tl-.£ people in them, ar:.. •:::it -::s are t:re ~me. To te that ovcuxclterrr_, 'c. ...,,_, ·:ity,' we need ""orl:.-d:.!33'1g a:td eacership. \~~·re gorr_g to :c our JBrL u seed tha , .: d.elib:rateb build ·he intcllecu:u -::apit3.. ' Her • oior is st-ared by boarJ chairman Hug_ \1cColi, ·Nho o1ys the na:ne change is '_ ·; st a s~tt.' " Quc~3 bs bem in:_Jortam to _he city in the -:as Our p~r~ident, Billy Wireman ~sstoo::l up :::r:cl beer coLntecl on m<. _a-s nf soo:ial jLsticc. The school ha~ p.a~ed a ~ey rcle in bringing powerful =:p;:akers here. prO\.iding a forum th::·'s xen \~ll-re:eiv2d by tl-.e public. Gc:ID;; -:Jn-acl. <.--:_Leens wou-d like to bee:: me e~r mce engage:cl .,-.·th the city, p: Tlicn1arly thr·Jugh the :msi.:-teos school, in ~ ~rr..:; cf :eacl.:::,-,:~ip Lra.nirg and bring:-g in top thrnJ..E:J·s in 5trategic thinking. We telie"'c that ::oulcl t=lay a

m:~.j :r

role n 1e:lpir..2 pco-·Ie h-::c -1--arpen thir skills in tht~ cJ-:.c.ic·ns." ::y helpifl?; to b~ ld 1 ~·- <>J s h • v-ithin thr co~mtmiry, McCJ I sc.:T:', Q..L:t'l3 can he p ::: harl(lltE. t:ecoLe: a l.::a:ler [-, t 1e na.i.::n . He ..c-<s off sJe.s ·-:qui ·'J1; >uch leodc·ship, "isues v.~ 111 s-n ~· [ _.::derst<ne. loose y: a : quoii.y, <\'.Jt.c : =Jl-1:'1ity, larc- _oe pbn::1ing, j--o-3, o r:y ch dhood edx:::.t.lon, copi ~.g v..-- )- n·::\· tab t .~owth. TI-e .jry has a ready ±n -ied .. L>:-~ But we k \'C other r -::eds. r ee::.3 th1t -m· Cdk:gc of h.rt; :mel :-.-:i~ :- _cs car g:i in'ccl"ed in p1i1osop1 cal u-_d sr-ci:.~l iss1~~. a go•)d u.nder=.._<:rc ng co.- il.,._ory, poi ·cal scirnce, rcli.:ic•n 1,. .h.•rc•Jgb un.:l::.tst.ancling of the:e oLI;jects ...-i. . nelp us .3.:::hieve 8) pea::.e in _,_r : onn.Ltnity, nd that is >5 imp::::n:n ~15 ar> ~- ing thrr~ is. We'•;c pt a 30.::iety .vhcc nobod:,'s rea:!; talkir;; to '-- :·b-•c.l ,_ vvhat is i_ tie Unil."c. :=:tate:; is d.c> -g tha:. Takes otl--er rcopli' 1-at ~ us·· 1 h'; i~ the =ct of thi:-tg we ne ~cl tc ad c. -ess. Ll h ~ s t.::J sta rl at the bcal cv:o:L beiTUSc if yo .:. car 't get it r ght at hon.:, you--e nJ _ pi..n~tc .~et it right ltlywherE. e:lsc.

ll tech ine. ~Tecnline wall ~ec is a--ailable in rhree ; izi!s .and J lo(Jr!'3¥ o'lamh:11.e a,d wr.od fhishe!. \"ou caJ see it at the Tech/he shJWroOfT~ open Mond•y thr~ Satudar. B-vd . . Ctar.otte,

C 28209 • 704.JH .6S'.!:;

htc://V'IWW.wcrkspa,:especiali;ts com


june 2002

g r e ate· c h a -J :; t-: -:: b i z

"We really do have a good faculty at Queens, a marvelous faculty - I could name them all, but I'd forget somebody For a little school, it's remarkable , because our faculty has the ability to make a difference in intellectual discourse surrounding the social issues of our Lime, using their understanding of history and other countries as a backdrop. The hardest thing for our society wday is to engage people in a truly meaningful, calm, dispassionate discussion over an issue. At Queens we have the wherewithal to make that happen. " Ambitious expectations for a little school that many had given up for dead in the late 1970s. Some of its trustees saw no way out of a debt hole nearly $2 million deep. The piddling endowment was almost dry Fewer than five hundred students, all of them women. They talked about turning iL into a prep school, about just turning out the lights and selling the real estate. Instead they brought in Billy Overton Wireman, the wide-smiling, crinkly-eyed savior of another little school, Florida Presbyterian - renamed Eckerd College after Wireman pulled in a $10 million gift from the drugstore magnate jack Eckerd. A few trustees remembered Wireman from his days on the University of Kentucky basketball bench, assisting coach Adolph Rupp, not a favorite name in North Carolina. They brought him in anyway, and Queens has never looked back, growing into Queens University Billy Wireman's loafers would look funny on Pam Lewis' feet, so she doesn't think about filling his shoes. She can't help but to have noticed the way Wireman worked the students under the cherry trees and on the benches near the Diana fountain , heard the guys say, "Hey, Doc", and the girls go, "Hellooo , Doctor Wireman." He's been their president too, not just the board's. But then, a good predecessor doesn't leave you the business without leaving you a bit of a challenge. biz

lanVergertcan e imin.:b? :lw:s~ c :JrgEs uif ~e.arn E-SS :elephone c: nd help ~or : u5il)€55 bHone. moret:~t£-le ctive. Contact s: tx:. learn abo.rt 0 11 ser•Jice!i.


L402-A Stl.lart ~ r drew Boul£,,.rard

sy~tem ;:

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Clta ct-,; 'NC ;;8:! ' ., • 7 4Si- :':::57 • TJ II Free 800.E9.1~£. w..,.,-lnv~rg~1:..r :n1



ng.Teleptoce S.,st~ns1Voi~





f>-~e•. ·elc:b~ ser_.b~3nd ~UJJort

Ross Yockey is the author of thirteen books, including McColl: The Man With America's Money and On Any Given Day with Joe Martin. He lives in Charlotte.

greater charlotte biz

ju1e 2002 '27

Peter Browning, dean of the IVP:Coll School of Busi1ess at Queens University of Ctlarlotte.

He bimself is a study 1n lrade:sl:_ip, a stud) in change.

":·m quite excited about vlhat we're delivering here. It\; 1111 magi.:, hut it is fundanrntal an il is difb 'llt. ... Our ahillt\' to de \'::r sonu:tl-ing ahmc and OC)'l)lld

Jing collabora:ion of ethers towacl a cannon goal." The. Browning definirion of leadc.rsl:i.-r:: el:citing wJling collal::oraticn c~ oners toward a common goal. He peaches from h .s :1ew academic :hair what he's practiced in business for J;:: ye:ns. Eis leader5hip in busi:1ess is t: t stdf of three differ~nt bu ; school ca;e studies.


''I· .\t allthtr.oc l 02,000 ill hers ..trc geniag e. ciL's me. \Ve·rc on that tr:.:k an I thin I< •• "re domg that lx·Her t1an an·'(nl' rise H•ltmd. The bottom line: wi- t' our ~u:!enl'>. Do they hl<e w tal tht ~ e gettit:g· Do we hare more} inf rl·o..,e ao·e gond benchmarks.~ That nunter, 102,000, w:~ich coue:; up ev: n m::lre Jfter. than the Th-::r.: Cs, is . h ~ total of new MBA dq:; ·crs awa::::led each year arcund the coLmry. "Stu ·Jff the elevator on an up:-e- floor .. f :my high-rise in uptovn ChHblte," Bro.vning says in his animated , lct's-jog-c v r-u-the-Y style, ''an ::I the odds 3re that the ~erson waiting to ?: on will have m MBA.· " En 1952 tl.- ere were 3.500 MBA gra _wtes. 1r_ D98 there were 102 ,0)0 , plu= g)me 3CO,JOC still in school or in -par -t me MBA program~. " He lov~ .he.;z numbers; they represent a :::hal , en~ - Peter r rcwnmg has climbed :no nlains- a::tual geo?r.ysical m-:: rm~ air..s -just ·x : aLse they were tierc You an see t 1e: pi: tures on hi:: officewal >. This ~ta?h y sical mount ntL?,'J.CS hirr. ·1 · you're ir: business, that rea[:; ;pee.~. to the m.cessity oi' getting m-:--e haL j JSt the v13A degree , jecause W'ler. t's < l said an :1 done it's back to yo·.1 and ·ou - skills anJ : our ability to <. p,?ly ho~ ;kills. Th<:t's really what the ·llcCol Schod i3 all abou , and that's -.vhcre we're g::Jilg with our leadersh:'J :nitLtive and :n. r Three Cs . We wam 10 h elJ= 0.1r stud·:n:s , when they gra:iuate. lJ b.: _, a better ?OSition to apr.;ly whu they\·~ l ~ arne:l , as we[ as to have a C:ecp~: under=ta.::d:ng of :hemsdves, L'lci; intcrper:'<lLal skills, and how th(_y :an .,e _ter fows and develop tho5e ~kill=. 3c they leadership in it5 l:rooclest term.;: .he ability to elicit the


une :.C02

aLeadership takes place at all fevels. This isn't just about leading a bank or a power company or a manufacturing or service busine$S, this is about leadership in your church or your nonprofit or any group you're involved with, as well as within your business environment wher~ you're trying to make a living How do you elicit the willing ::ooperation of ot .. ers in a common cau5>e?" -Peter Browning

Browning got studied for the first tine in 1985 , by a group ::Jf inC.ustrial psy::hologists from Platt & Associates u:1cer contract to the Coniinen:al (CCC's then-new mme). They rep ~•rted that his intellect was in "the ver: superior ranEe " that he was 'a b ::-d-driving ir.di.vidual for whcm 3t:c:ess i:1 an orga:1ization is extre:neJ:; . mr:o: tant. " They said he cared about ::Je~le and could :notivatE them by 'the instilling of enthusias'Tl and ener,;~ n ethers to think and believe as he :loe;;." TJ-.e shrinks' sole caution was ·or .:~r.y people out there o · a mind ;et "lOt tc be motivated , w 10 were ·apt t·J be confused, over\\. helmed. and left tehind by his style." So thJse thinkng abou some afte-b cu: s brt:sh up on bool<ke::ping, abot.::t JJ ..:tting in a couple of years and walkiq; :off \.ii:h those three new irutials, need not 1pply to Peter 3rownins's )usir.ess

school. :-te's boki:~g for people who ro: only expect to be motivated 'Ju whc also pia:. to ooti'-llte others. "Le<:dershp tc.ke5 pbce z. t 311 ievds , ~ he says , sippi:J.g a Pepsi, sitting at the round tcble in the corner office ~ust vacated ::JY Pamelc. Lewis , QueEns' new prt:siden. Hi= eye; flash. his fingers drum th2 sod1 can. "-::-his isn t ust ab·: L: leading a ban.z or .a power compan:; .:::- ::. manufacturin;b or 3ervice busiru:ss, tb:s is about ~eadcrship in your church o::your noDproft: or 3ny group ycu're involved with as 'Veil as your l::usiness enviwnrrent where ycu're tr:_;ing to 1mke a livir g. How do y::Ju eli: .~ the willi::g CO•)pention of otl-.ers in a wmmorr caus ~ ? U1derstanding accm.:n ing. that = imp:::ma::J.l. Underst:~rding micro- a-.d mc.croceconomics and statistics and 'Tlarke:ting, that's also impo ·:ant. But there are a let of other peo~:=l : ·,vho offe - tho5e th ngs. DeveloJ=ing leade:ship is :nore diff·cul:. " Tapew-tapetG. "But thats whu wt 're about."

"Step o-:t the elevator on an upper floor of any high-rise in uptown Charlotte, and the odds are that the person waitil'lg tn get on will have an fJIBA." -Pe\er Browning

Quee:1s is ::leve:loping leacers in two di Tereni Mester of Busiru:ss Administ<Hior: degree program:. There's tl:-e traditio1al moonlighting verswn, d asse: on weeknights f:J ~ fot.:r semesters, and there's the so-cal.ed Executive: MBA program. EMBA students get mud the: same conter t marketin&, acc:mndng. economic;, s:rategic cnalyss, a:-~d, of course., leadersh.p - 25 the evening warriors, bu: they get i• in d ffermt doses, i:J :::>oJminute cbsses ::JVer two years . The EMBA crovd i:: bor~ one day a \o\eek. a:ternatin.; Fricays 3nd Saturd:~ys but they put i 1 evning ho·.trs on other days, wor-:ing "'ith their study §roups an:l, natu ~ally, :;tud: ing. Either vay, its going to c::>st p:.Cnty in dollars as well g r e a t.e r c h a r I o ~ t e

t z


time; t:Je E-,P-A, for e~::~.nplc wsts

' Nm in tl:.e 3cnse tlBt you ·:an -),

a11.)ut S-to_t,t)CC, plus :ra.·el c:Jcn~~ for

, To·., tun tc less•Jn f o Jr. ' t:ar you

- -e sun1rcr tr-p :1brJad Th:3 is sc•oe-_mg y{lu ha-E. t• want dt:E;,Iy, \' !~rally

_ hemsehr~37

'·Our stu:L:r :s' __'ley're 11· .r k 1 g


they'~ '

1clp indf\.idU3l:; bcncr

n-<- --ie:i _:ger. >r-

"Ily tnq have nildren. :;c rhcy'r: gi•:-

~ [a

11i!U- ,

r.; _bo .:: t

:he or !=' ns

_1f lod :rs:11p d--._L i~ = p:::>li·~ Jti: '15.

und ~ rst.nd

is ku ,] o _ r- ag.c,"

' Tc:.:::hi -: ~

\es In our lcacership

:;ajs . "[:

..:ourse, : 1~y do that o•.• er tl c coJrse

v.ur dis ·rat

.n d __F,

year They spend : il1C selling --'at;:

points on thamclves , tlucLgh 360-

~· )u-_::n


_c ;:h _l(.m in 3·-•m:::

'"a}. .1.: 1 ~ th.rr - - ·mev<-s y. giH: th<..-m 3 ltde :JK•rc ~~;1:-r. J--e 0 .hem nur:-df:.:::ri·, c h " - 3t Jcy'r<:- C·)ing, _ L u


L1E; up tin: c to ?JtSue ar M3A

::egree rC\:ie'<'-o. I'm doi11g ny 360 r. 3hr


And •vhy <:rc rlwy doi- g t -~t'' Bec::lus~

r.ov.' for ~ ver;-body he · e., set the; all ·:a -::.

the} feel tha _ -.v -tcn · hey r~ :lore

he: >'l

then givE me

h.: mo ·e effe:: ivc in anie ;ing : --.e


gram in 1t l"ational G:;psurn. I put

s::n1•:h Yl" h<:. ·-~ c "' 3.;! o- cncgi;: r-!, : '•JJ an: or~n ng ,:: t:: L thi--k ng ~-, · tl:irgs it ways :' _1u -:a ,'0':~ thL-J ~ht a':o·_t


<: ,p~rattons.

fc ~ dback.

1 put that p-0L


Browr:i113 pu . in a year-a:; Executin: in Resicc:nce 3t the McColl School

He's stiU hoking dow! tha job , as w~l as Lis positior 15 non-ex~L ­ tivc chair:nau cfNucor C.Yp., the S4 billion urnp:m,• that g1oew



nation's _argest re ::ycler and largest

_- h_ i-::r~ r : e:.

ChH!Jtc in J 966. The -e a:e a lot·· =otrer b:ard'> tral won 't let him off. to_,_ he'; tea ~~l ng t!-_r~c. -''<)-hour ..1~­

cs J S211TSte- io the re.§Ub - MBA

r -::>-

gram , t:Achi<g young l:ausi.1css pc0plE. Jbout tre di Te-ence be:. wen leadi ng


. . . T~ _ hc-<.

~oG l ·.va,' tc ·:u:~k

abc ut tad ·:-.1< L"'L ('r31- p I yo_, : ar ge : an .ndi-•ku _l c._, lad <~t h1-:JS<'lf c DC. - rt.Ll . iss·_c in CT V C. :; b:::y }E\ erl 't th::ug::1 ab _ - t - J::~ c l.'ay thn'o fu-daT .e nt u, :'· u',t: hcfp·cl rb~T - Bu . ycu 3l- L! a:. "Jell- e::cu~ th.o e>,:prc5~ion - :an 't dv ·t • •i -l. ::>o "-;, or 1 \ 'd:o .ap: or

steel ma ::mfa ~: uer sicc relocating to



l:·efJte. _;nd. ~' ' "

~onoc::J. "

Bcfo -e th~) asked l'Wm o be dean ,

"O•r st•dents' rei:~l world is that the,·re woridag, they're married. uenerally they have children so the}·'re givinfl up persona time tD p•rsue an MBA. An why are they doing that? Bee; use they feel that when th~y'.re don~ the}11 be more e•ie~tive :in their .aspir ltions." -Feter Brevming

1 : ~c


ex stu:i;-. 'Tl.:3c <~...c .c ns



n't :::xi5L.,

pcsic.: -:-t, :.>a.rue a

Lc"' is, _h.Jug -: =·-.- nig!lt nm Cl•ni 1c~ Bw"·n:n.§; to ..a -<: ~ jc J '·[_ wco. ::1 •21alIe::1ge,~ ;:-e 5~- 'l :1n '- - hirr. t".ic. Th.: lirot t :,•• h:: urrai me COIVI. l Sl\\hc:t as 1 go .: .,.,~ be:..nse L tLneJ JoV"n : 1c jot tl c : - s IDIC, _.;;o · nJ >

3-o-:"niu!;. 1 10ks at bs -vatcr _ He s

k·r Pc.rre a Lcvii.s


-st -:n~,;ic f•Lmring

session. lt it ak: afternco-_ bu: bl:i b uc

oxford s 11 rt L:x ks like- h~ r ickec ~ 1he

deaoer" d~r l nd1 •T:sp

.Ip a

<C:: 1 f·

n-clock 3ky. ~here are rc p ns tbc his suits :dso h;l\e


bn toda,r

3 rowcirg i~ ~ll shirtsl.x,~ :o and sw-. i1- c kntMs vhat h s s.1.dent:; :rrc

-•Jinf bc:caa:-c he did jt lm,self -inish .:-.g h 5

r.m~ <lt


Ur~hE:.-~ity 0 -

::::hie<:go wh e he ,vase v.or--dng 1 l'<c·.v York. 'It's ru S"'lallth ng : thrc-Lgh ll. Vie had



horm, : con-.nuteu t:-e I;as._ t we-, c:assrs. l



~· --eig .l _

c nhc : ua-,·cling f::Jl' wock

or stu:lyinF cv · ry nig1t lc- two ytars.


YOll \H . ~ exp ~ cltll2,


is a 1-consL-ming. c::o1·1mic l -01dit. nc:-..1.

1 ~1


; .



} ::lLI-IUrnc. T1er -:oou -c[bz.c.

thercs m ~)r~ tc it- it \ "h -· you ;a-e onJ w : Iat yoL are ,gob n _o •,•;it'-1 that ci:see. " -;1

t "l:J.clzrsh.p'- th


ag1.n the

f!old-platec. lL ~1k he ,\ . oG the 1\t: Cor, ::=cbcx.,Js


tc hang or_ .:?ilt ca-,


Don•t be forced into reacting to change . ..

An ic pat Chan e! As oul placement specialists, ThE Transom -ecm can help }'our compa~ face lle cllaJlging tides of busirEss trend3. By preparing_ for situati 11n before th 3y occur, the options for solutions 'NilI be gre1tet and the trans3tion smoother. The TransitiiJn Teatt pnvides the follo~Ui ng s ervices to a~sist your com ~ ny .a nd its errpl ~ ees : • Prof3ssiolallndividua & ElEcuti-re Outplacerr en! • Lar~ & S11all Group Ckl:pllcement • Strategic MJiysis and Eva uations • lnte ·net .l>b Search Wlli<Slop • Caner Co.m>eling/Co;,chir g • Pre-Retirement WorkS'lep~ • Tra sitio• Center & Sj:'e ~i ali zed Workshops

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·::ach i: ? une :.0::2 3 1


T:-IE BEST SWING IS THE ONE YOU WERE BORN WITH YOI' r body hr,s always known how to hit a ball with r sti=k. At Targeted Golf. we help you call on that JJc:ttu ra/ abiliry to improve your golf game. We focus on what matnrs, the use of the clubface to impact the bal. With the freedom of this singular focus and sopl15ti=ated J<edback technology, you can become an :IC;-Jmplished player. Contact th e Targeted Golf Learni1 g Center tcday, and discover the player wit hin yo u.


d-:cisi._ n ol


turned out to be th_ b-.:~t Ue. 1 wc-J..ld be l e s ~ l1L.-


h· if 1 chcn 't say I "'-"3 worr:e:i a·•out 1is k:iq; :Dle to fit ir. \.Vould

he be imp<:.tlC:L \-·ith the lCademiL ~r_·;in.:: nrr:e-.t7 !:s this goi-_g LO be ~ g:•o.:: fit fo - this ~-<Lst-y guy, "'·ho's -Ln sc many bigcoT£_J:aries 1 He is a t:erf: ct -i_ He's a tc:..~T- pbye ~ lik:you c::tru1c oag<n: . It: b- nf;S a "Jew way T t<ink I~ to 'JS tl :u: -~ r,.aJl:: a .~ reaL a:ldhon:

'If you ca• get an ~ndividual to look af himself and that issue in a V\.ay they havefl'l ~hough· abo:.1t berore, a way that's I"E!!all v func:amentd, ou've he ped the~~~. But 'ou sure as ihe I - en::use the expressb n - can't do it"" it:h a book :)r a videctape or a case ~tu.::Jv. Those don't e11ist." -Peter Brow n ing

Blair, Bohle & Whitsitt PLLc

Say3 Qu~n; Chairm;w1 Hugh 1--'ILColl. n.111r~<~ of BroJfli"'lg's new s:l ool , "In 1! .-.m ior. I ,.,.-_,s :I.L f r-t th•u we woer 't g: ing to ge _ 1n1, tc:ausc. he'd 50 tc"l. engag.:.d in pclGL n-g :t mnrb ~ r o - ot:Je- thi <gs give Pamela le"'is credit f.r thJt. Parr_ ~la reslly .v _n _ -'Ut and got en her ov. n. Initially h~ ·:le:J:urn.:d, b ..1. - cr persistc"l.ce pa.d of . =-::e3 go "'lg to l~ke us a w=nder ·Ll leJL "vk're pretty c aj.g_nnmcd :orunatc t. g ~ t him .''

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Peter Br•1\..' C. ng's gone a lot of n.ilc:s c:;ince he started ;cllingjar lids ir, Dl-tt·Ji 3.-1 years age. Hi nrg 6•) h3n't s cv.r::d 1 n do•,<>n. l~aly he's still got wha_ _l L: kcs to src l.U ncati>Jns Ji:rJ;ing, To-mtains a -~ Ll nfung -ar:ds, c.nd w -i-e up '-"hocv.~ r tl~hl 'lee:: kincl n;S. Jut yo.t can' 1.£~) :von:ler ng 10\'\' :ar. he =. nd bs tca21 c:rs: inspire ;o-r..e!hi :- g as i.:np.1 Jab!.:: 3~ hcdcrship? What's rc:v. ar: d difb-e"L :Uou·_a xrsor ·.viJ.en tc "r she emc-p !rom tlli' M::CJll Sch)ol pipe!~; "1 hrpe LluL -vl· cn the:, gradu<Jtc haw a tl•lt::-Ufh t.:ndcrst"r_ding oJ




gr:!ater ch.c.r o-:te ti::o.

financial st.:nements, capiBloock;ct.i!k. the fund Imentals of firc.n -e, c:os accountilg, f nancial acco_mt-n;, rra keling, s·atistics. But a bt



have that. Do you better L-:-~dcrs~.<:nd how you interact with ?eCJ!e'


extraordinarily imponart n b.ts ne~s";;_, because ::'cu're trying to d see-n f::Jrsu.::cessiOn j:l<:nning who 1ou- nextleaJ~ r~ arc, and t's hard to mcasu:e. t's errotional indligence, ther~ a::-e


lot of

thmg3 th 1t go into it. WaiL a nirutE. ·• he is late, Erm\ ni1g charges cut o; his office to the: cc:sk chis


issue of

Barbara v..:ilscn. 'That n?v


Biz," he


S 1e :i8J._

es our thr April 2002 issut. of th~: rrc.g.lzine. A Vv()':lan with gro:y eyes ir a lavender utleneck and lir_en ja::J:et, smiles frcm the cover - St.QarL1e Freeman, preEident of Caroli:us \1ejj.:< · Center. "She~

one of our gndLate3,"

Browning exclaims, hardly res ra neJ. The


has grirpci hnn ag:::ir-.

He flips rages with aban:lLn. CHc.:re _t is." Bendk-lg over the desk, he re<.ds '"At that pc·int, Freemar w:nt



school anJ obtained her lvfBA fr.;m Queens Co Lege, which Jltc red hu perspecti\-e.' You hear that: 'Af!eFd .:.c:-

pe1speclivr.' That's what we rc 13lJ._ing about" H_; has a student-b=K.:~rrarl, as


·"AccCJr::ling to Freeman, the _1lC!St imponant thing learned in geci~ h:r MBA: ''To understand tbt in rnl ::k·:.5ion there not only the numbns :md target y:JU're shooti::Jg fo::-, bL t knowing 1ow the decisicn \v!l inpac people. So you have to IJa•:e c: b;llaJ:.L:d :lecision about what you to JCcomplish. " That. That's \.ihJ.


:lo here. \ve help them :na<:e l:·a: ;1 ~1~c decisions. ' He sh 1k~s hands and r:.she:s c)ff c. 1is strategy meeting saying :_ha Pm1::[;l .s going tc kill him. Still ~acket.

!l.C si~

of bs

Meet Peter BrO\vuin!;. d ~ar biz

Charlocte cuthor Ross Yockey •e:J:hEs wnting in t1e E.<ecutive NBA progrcm :Jt the McCoJ: S::hool and is v--ork-n;~ :Jn h1s / of Fine Arts in "iG1un -:Jt Queens Gniversity. ~reater



3550 Highvway ISO E • Denver, NC 28037 704-483-5546 • Fax 704-483-1356 www.lakenormar marina. com jt_ne

2002. 33

;'The Management


The Employers Association Provides ValubiE R.esources fe r B..J :;i1ess Owre ' S.

Ma1c.g er~

arj Executives

In an ever-changing business world, it is . man1~mert

their mc•st rece rTt onlin: r;!port: as '"'e I

· mportam

an::! :·Yn=uter : -a ring, and c hun 3n

as th-:!i r 203 I eelef ts

resot.rce; advic-:! h:>: in e. In :>artic:Jiar T e

• NC. Unemploymerrt Tax Ra:e U <ely

Association is a not-for- profit Charlotte

Employe> Associa1ion, •: on: xts the most

to [)Q ubleo. 01 March 8, Ccngre5s appro'.€::1

$8 l:ill tol in fu1cs t ·:> t:ols-te - laggrng s:a:e


maintain a source of factual

informa:ion on a timely basis.The


organization that serves a; a unique source

com?n:l-ensive b3l be nch Tiark·te-;s n

for human resources and training services

th reE c n for ·nag es

targeted to keeping area member business


owners. managers and executives abreast of

salari~. poli.~ ies ,


1rc benefits.

Ee cw is a se ~cti::m of t~ m.;1rom

unemJ:I o:tynert r-us t Cc.rolin ~

5Lr ·t~y :

fund~ . Aith o ugh


recei•e::t $247m II on in federal


i: p· obablt





current deve lopments and concerns in the human -esources arena. Founded in 1958, the Association

ma i ~r­

tains a broad-based membership of over 700 companies from all ildustries in the

WI-er compar,;d :o The En,:lo:.-er Ass:>ciation's ~00:• Be nefi~ 5urvey, :h e resu t:s of t his sJr.oe:- 111dicat,; s:::me htere stin~ trend; •n e~oyee be -.eft:s, part c,ja-i) i1 the a-ea of healtl- care. He ~e a -e a few cf tne hisflli&hn from :he u :•datied Benef ~ Str 'iey:

greater Charlotte region As a memberdriven organization , it strives to "Build a Better Business Cl imate" by providing serv·ices to management that help companies

• Companies are spend ing .-ore per e m ployee on health ca'E, 21% of respon::lin~ compa - es h lCOO pa d $3,500 o- :nore per e,..:lc:yee per )aar f:o r ltealtl- c.are e>, com1=a ·ed wi:h l?h r:T -espordilf; C•Jrrf:anies n 2)) I.

create and maintain posit ive and productiv=: employer/employee relationships. The Employers Association is one of over 70 non-profit H R associations around the country


HR service.s

to thei r regional memberships, and through the Employer .Association Group (EAG) , sharing informat on with the other members of the EAG . Members of the Association who need national data fro r different geographical areas have this

• EMployees are shari11J mere of the eM: of pre-ni~ s . In ti-e :;.ooo sur ~. 44% o=respcnding cx:rr1=anie s wi:l- z. PfC paid 100% of em F b~~ t-ec:l:h care premi.Jos.Th<rt 1=er:~ta,ge draj: pe:l tc 33 ~ in 10C· I.Aiso n :;..JOO, 40% of responcing compt n es with<. PCO paid t n-.o.een 75-~9~ of en,:lcyee healt1 ca· e pr:!miLms. (Cmpared with 45% :11 ::o"ll, aries in 2JO • Copc.ys are in::reasin~ ? 1%- c·f respondi~ :ompanies ..,;!;h a PPC in the 2()(<() survoe)' recpin!d tt:~i · e~loyees to pa)< a m~dical ::~rl:e copay of between $1!:.CO to $1=: . ~~. c=mpared to 4l:b of nspc n::li1: •:orrpa• es in 2D:li.Additk'lall)'> .31 )' l5f ::.l ·:spcr:d ng corrpanies i1 2.1()0C reqJ red ;. $20 ()) to $2-4.~~ copay, vw1ile tl-a.t percl!f"~~ in:: to 1~% i 1 ~0::: I.

access through reciprocity arrangements with these other organizations. The EAG , under the auspice:; of the National Association of Manufacturers (NAM) ,

• Employees a~ sharing more of the cost for dental coverage. 34!f of -espo- de1U in 2()(•1 paid fo- r oc~ c·i :mFioyee prem urn;, conxred 2001.

t il 2~


has its offices in Washirgton, D.C., and monitors closely the actions of the federal government on matters affecting employers . It general ly makes survey information availab le to EAG members

There --ave b: en S;>me c~anges mc:de to i-: :: al ::>f those cha'lges: • f1ax jmum Ea.~ningsTaxatl:: $8~.~00

~e:urir, be1efit~

i1 th-e- :sar 2002. i-ie re



for no cost or low cost in exchange for member participation in the surveys. The Employers Association offers its members various services including: a mont hly newsletter, TI-e Management

Report. informing members on new legislation and trends afiecting human

• Retirement Earnings Test Exem~KAmounts:As of ja11.1ar·, 20tXl, the rement Ea-nill&s Test ha; l::een elin inaoed lcr incP.iooals age; 65-E,. t r;!ffil n5 ir effect for thcs;! ages il:! throu ~h ;.1. The rn ximu., arroom. :hose ndividuals ~.on deor th~ aJE of E:S cJre eam wi:hcLt having th:ir socic. sec J ;ty be~ reduce: is now $1 1,280/:re:a ~ No:e: On: ddlar in berte-'its w I be wit1he c tor eo.·ery $2 i· ~3rning~ a:>Ove ti-e I mi:. • MaK mum Sadal Securitr Benefit: S .660/m:.nt· .

resources, a comprehensive W eb site,


june 2002

gre a te ' chrlot : e

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prevent the state unemployment tax rate imposed on employers from doubling next year. The federal money raised the balan::e


of the state fund to approximately $609 million. State law requires the tax rate b:! doubled if the trust fund falls below $80J million on August I of any year. North Carolina paid out a record $136 million in January 2002. As the state continues to struggle with the loss of jobs, particularly in manufacturing and textile industries, the fund is not likely to reach the $800 million threshold by August 2002. Today, the tax rate paid by North Carolina employers is 1.2 percent of the first $15,500 in wages paid to an employee. The impact of the potential rate increase to 2.4 percent for an employer with I0 employees earning at least the base amount is a tax payment of $3,720 instead of $1 ,860. In addition to the financial costs for current employers, the increase may also have a negative impact on the state's ability to compete for new industry and jobs at a time when the need for additior al employers is critical. [The Charlotte Observer] • Can Employees Collect Unemployment? Member companies that require a mandatory temporary shutdown week may wonder whether or not employees would be eligible to collect unemployment during this time . Mary organizations in textiles and related industries have made it a regular practice to shut down their operation the weeks of July 4th and December 25th. The


•• •




North Carolina Employment Security Act permits employers to designate up

Ronald George Vance • Gary K. FI.:..not:se • Frtxle rick C Garges

to two weeks per calendar year as vacation weeks . The Employment Security Commission does not consider employees as "available for work" during these

"A Worfd of £~perienu, A Wealth o.f Knolvfed9e."

periods. Thus the employees are not eligible to collect unemployment, even if the vacation period is without pay. Employers must give employees reasonable notice and specify the shutdowns

At Vance Flouhous~ &:. Garges ~ we pride ourselves on offering a full complement of accounting and consulting services.

as vacation weeks. • Vacation Shutdowns. South Carolina employers should be aware that vacation

Industr;; Concentrations-Automcbile Dealerships, Real Estate, Non-Prcafit and Constn.oction

shutdowns may be treated differently by the South Carolina Employment Security Commission. Employers that schedule shut

greater charlotte biz

2115 Rexford Road , Suite 100 • ChM:otte, North Carolina 18211 704.369.7200 • fc.x 704.36.?.. 0 +1 1 • w-.vw.vfgcpa.corn june 2002 35

downs should clearly communicate their policy to employees in writing. ( • Youth Employment and Driving Restrictions. Employers considering hiring young employees for summer jobs need to be aware of federal restrictions on teenage driving while on the job. Sixteenyear-old employees are now completely prohibited from driving on public roads while working. Seventeen-year-aids may only drive under specific conditions. The Teen D rive for Employment Act amended Car.:e-n from naturally rolling terrain the:t boasts rro; e thc:n e gfrtx- f l'le "'ee-l o ~ - on change, fle renov. ned Regeot Park Golf Club ~ con:;i5.ts t y raied ame"1£ t he best in the Carolinas. For more than six ~·ear3; -:he club has receh·::d "6est of Charlotte" status by various publ catioos . In 2000-21))~ , i:!Egenl Fa-k GoU Club wa awarded four stars~ GoH Dig esc: "PLa c~s tro PLay." In 2C02, the excitement cont nues .. • Jl.len sand Ladies Locker Facilities • The RP Grill • DW! irl£ Pav lion • Golf Club Storage anc Club R-3p.air • Golf Car Stnrage Limik!d Annual Membersh ip Plans now c.vailable.Let us s bo!IV you ...,hat golf ~lue truly means .• .Piay gol for less than $170 per month, including weekend green fees that are normaUy $50. ACTNOW! ~--~~~~ •:A:Intact Kevin 3t 800-671-5550, e>:tension 2, for deia Is.

the child labor provisions of the Fair Labor Standards Act (FLSA) and became effective October 3 I , I 998. The regulations provide several guidelines for seventeen-year-old drivers. They requ ire that driving be only occasional and incidental to the job. This means no more than one-third of the youth's work time in any workday and no more than 20 percent of the youth 's work time in any workweek may be spent driving. They may only take two trips away from the job site in a single day to deliver goods and no more than two trips per day to transport passengers other than employees. The Department of Labor has published information to help employers make sure teens work safely. For more details, see the Department of Labor web site at

Golf Instructio n HR Manager's Legal



C·:> !::let ::JlGA Te .:tchlng PTofessional, u 1..ra Cc-.-ington. for Sun:.mer Golf bstruction S?e -1als!

interest in the online reports include:

Other topics that may be of • Will you be ready when a friendly Occupational Safety & Health

Pnctire Ball Bonus Card

Admini stration (OSHA) inspector

Fi "¢ Larg-= l!u .::k e:s of Practice

on your door?

R:;alli. $ :~C

... r eg.

~ 37.50


• Companies need to decide in advance whether holiday hours will count towards

Get un-fu.e r.ips from Regent Park Goltacade~ Professionals at ~-nbc:> and each ~ aturday a:td 5unda:.r mor ning at 8:20am 00


computing weekly overtime . • Employers of younger people for summer jobs are also subject to state employment laws. NC/SC Youth Employment laws regulate youth employment and especially hours of work.


Onr Bru;iness is Golf! :"( 4..547 .0023 OC3.5 47. "1300 • 800.671 .5550 5055 Re;Jent Parkway Fort i I, SC 2971 5 _ ,·w.rege nq,at'ltgolfclul:: .com

The above information was provided by The Employers Association. For more information regarding these laws and regulations call Laua Hampton at The Employers Association at 704-522-8011 .

g re a ter ch a rlotte t::

[bizdigest] State approves Construction of Huntersville Hospital

Local Company Acquired By Mars, Inc.

North f't::cklenburg Will Have More Convenient Access to Health care Services Presbyteri3n Healthcare has been issued a Certificate cf eed by the N.C. Departm:ot of Health and Human Services, Di-..ision of Facility Services, to build a 50-bed hospital in Huntersville . "We ;o re thrilled to finally begin the process o{ b..Jilding Presbyterian Hospital Hunters-.oile to provide the citizens of North M::: ken:JUrg County with more convenie1 : access to quality healthcare services,' :;a d Ed Case, president and CEO of Presb)t=ran Healthcare. The of Need for Presbyterian Hospital H...l~er; ville was issued as part of a compreher si"e ~ettlement agreement between =>-e~byterian Healthcare and the Division of F~cility Services that resolved 6 separate p..dicial and administrative actions and 3 otlla- disputed matters. " Thi~ is a ~nsible and constructive way to re ~ o e our differences , and to put an enc to m..Jitiple cases which were consuming ev:: r increasing amounts of time

RENA OEM Sales Will Continue to

and money," said Bob Fitzgerald, director, division of facility services. Under the terms of the Settlement Agreement, Presbyterian committed to make certain changes in the Huntersville project. Most notably, Presbyterian agreed to reduce the size of the project from 60 to 50 licensed acute care beds, with I0 additional beds being available for observation purposes . In addition , Presbyterian will reduce the number of operating rooms in the North Mecklenburg service area by delicensing two outpatient operating rooms at its North Point Surgery Center. Construction of the Huntersville hospital is scheduled to begin in June of 2003 and be completed in May of 2005 . The facility will have a total of 165,000 square feet and cost an estimated $55 .7 million . Located in Huntersv ille at Exit 23 off Interstate 77, the hospital will include an emergency department, five operating room s and labor and delivery rooms .

Operate Locally After Acquisition RENA France , a manufacturer of specialty liquid air pumps , with headquarters in Annecy, France, along with RENA OEM Sales located in Charlotte , have been acquired by Mars , Inc ., an international conglomerate headquartered in Hackettstown, New Jersey. Mars companies include leading brands in pet food, snack food and other packaged food products . RENA OEM Sales primarily targets OEM opportunities for small pumps in products like table top water fountains, medical devices , landscaping applications , aromatherapy and a variety of industrial applications . RENA OEM will continue to be based in Charlotte and continue to be a part of Aquarium Pharmaceuticals who distribute RENA brand products throughout North America.

CHARLES &COLVARD'路 - - - - - Created - - - - - -

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greater charlotte biz





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june 2002 37

Former Governor Jim Hunt Honored Japanese Government to Award Prestigious Order of the Sacred Treasure The Government of Japan announced today in Tokyo that former North Carolina Governor James B. Hunt Jr. will be awarded the prestigious Order of the Sacred Treasure, Gold and Silver Star. This award is conferred upon outstanding individuals who have made significant contributions to the promotion of friendly relations with Japan. Governor Hunt has played a vital role in the promotion of economic relations between Japan and the U.S. and in the enhancing of American understanding of Japan. He continues his efforts to promote this relationship through his current position as a member of the law firm Womble Carlyle Sandridge & Rice, PLLC. Hunt practices law in Womble Carlyle's Raleigh office. While serving an historic four terms as governor of North Carolina, the relationship between North Carolina and Japan has greatly expanded . Governor Hunt established the North Carolina Japan Office in Tokyo more than 20 years ago. Today, North Carolina is home to ISO Japanese companies that employ 17,000 people. In 1981, Governor Hunt also established the Japan Center at the North Carolina State University in Raleigh, the Center has expanded to seven chapters across the state. The Center has helped increase public understanding on Japan in addition to assisting Japanese nationals and businesses adapt in their new community. As a member of the Commission on US-Japan Relations for the Twenty FirstCentury, a privately funded non-partisan group of former senior government officials and advisors, Governor Hunt played a key role in furthering U.S. - Japan relations. The Commission was organized because of a shared concern for the future of U.S.-Japan relations with the objective of encouraging Americans to think of Japan as a competitor and also a long-term ally.

Study shows Most Out-of-Vvork Professionds Are Lhanging Industries Many Others Are Starting Their Own Buoi lesses Three in four out-of-work business people changed industries in order to find new joJ!S and about one in six started their own bu~iness, according to a global stud~· of 14,030 people from 35 countries. The study w01s conducted by DBM (formerly Drake :!eam Morin), the leading human resource consulting and outplacement firm . Tre findings released today show job seeker~ are successfully transferring into new car=ers and industries, but not without crEctivity and flexibility. Securing employment after a layoff or downsi"Zing today requires a new approa.:1," says Scott Foisy of DBM . Succes ~ful candidates are repackaging their knowlecge and skills and are transferring them to new jobs and new industries, or even ~hg them to become entrepreneurs.''

Facing an increasingly competitive employment environment, many individuals in tran~i :ion sought opportunities outside their previous industry or functional area. The glcbal findings show that during 200 I, over 4"' percent of people changed function and 72 percent transferred into different indu;tries, compared to 49 percent changi~ function and 74 percent changing industriEs in the U.S. 'In £Oday's competitive employment market. ndividuals need to explore oppo ~­ tunities in industries and functions outside of thei - :lirect experience," says Foisy. "SimJitaneously, organizations are hungering for leW ideas and perspectives, perhaps explainir.g why so many of our program particip311ts successfully secured positions outside their previous industry or functional area." The percentage of individuals choosing self-erT'p oyment swung back to its 1997 level of 16 percent, (I I percent in the US), after hitting a low of seven percent in

' r D

800-753-4238 Info@


Integrated Busrness Solutions

1999. Men (I B percent) >Ne-e mere w 11ing than women { I I per:e-r) to :h:·se this option, which includes ;tartirg a business, buying a franchise or oferinE; consulting servic~s.

Tips for Changing Careers in a Changing 'No rid I. Plan for a longer job ~ea.-ch. Chc.ngir .£ in dustries requir=s researc1, whi::h requires time. Assess you - finan:ial siLI ation and make realistic de:isions. You may have to con:;ider ar in.:erim pmition or part-time work :o xidge. o your new career ard ga n ... aluab e e><p"rience. 2. Stay grounded in reality. Succes~ful career change is based on ~ettin~ rea i~ ­ tic goals and making an 1c•est a;sessment of your ski Is, then m1tching :rose against the current rrar~:et conditions. 3. Forget aboL.t ads and :secrch fi - ms. With the except on of entry-level ::>Ositions , companies run ad~ t::• recr Jit prospects with specific experience This is also true of search fir"Tl ~ who are paid to find highly experienced :alent trat matches the job :lescrip: icn exactl·1. 4. Network. net.,...ork, net.,...:>rk. Networking is tne key to a•y success=uJ job search , espedally in :he case of a career change. (According •o DBM s latest research, 60 perc~nt: of indi\'iduals cited networ~ing as the source of their new jobs.) T he m:st effec:ive way to transfer s <ills to a -.ew fie Ia or new career is by us·ng y·:>Ut conocts. Companies are more wi lin~ to totk-= risks on people who are re'errec t:; them by who cc. 1 accou lt =cthe candidates' abilities c.ncf potential. 5. Learn the la'lguage. Eve!'). field has it~ ::>wn culture and anguage ..C.ssess your ;kill set and align it with inc'ustry needs :hen translate yo.Jr skills in: o lan .:su;~ge :hat resonates within that ildustry. S. Learn the business. Profe;sionals : oday are expected to hotve an ur der5tanding of their :hosen inJ:.ustry c Jr-ent issues and chal le1ges "": teed . . cad -=very article you can find 01 the im:us:ry, so that you can levera~e your skills n offering soluticns to ind...stry chc.lenges and demonstrate th ~ value )'OU 'Nould add to an :>rganizati::-n. 7. Find a mentor. Mentoi"'S frOVide guidance, facilitate introdLctbr ~ and endorse your cap:ab i li:ie~ . 3. Volunteer. Gain experien:e in ne new field by volunteering )'Our ~ ::!rvice.s.

ent Technolo 38

june 2002

greater cha.rlotte b _

Charlotte To chdown Club's Celebrity Golf ClassicThis Month Chris Mortenser,l.ward-Winning ESP~--J Journalist, to Speak in July The O.:~rlotte Touchdown Club's Celebrity Golf Cl3ssic is once ag;tin being held at Cedal"//·ood Country Club on Monday, Juni! I0, 200:?., sponsored b> Vance Flouhouse & Garges and WBT-Radio. All proceeds will benefit :he Charlotte T::>uchdown Club Scholar.;hip Fund for tile benefit of student athletes and local at1letic programs. Ce ebrities will i1clude Mark Richardson, President of tre Carolila Panthers, Bill Rosinsk ,Voice of the Carolina Panthers, Donnie Shell, Four-Ti~ Super Bowl Champi:.::>n for the Pimburgh Steelers, Delano L ttle , Sports Anchor fc.r WBTV CH 3, Mark Rodenrnuser, Former Long-Snappi!r for the Carol in• Panthers, ChLck Howard, Sports Anchor for NBC 6, Ka-1 Noonan, Former AI IP-o Wide Receiver for the Miami Dolphins, Natrone Means, FormEr Running Back for th-: Carol in• Panthers, GeGid Williams, Former Defensi·,e Lineman for the Carolina Panthers.. and Ed 3radle>·· Former Defensive Lineman fc·r the Pitt!burgh Steelers The Celebrity Gof Classic and the SpeakeG Series Luncheons provide excelle'1t atmosplleres for enter.aining business associates anc potential customers and creating ne::workinE opportunities. The guest speaker for the second of :his year's Speakers Series luncheons :::>n July 16, 2002, w II be ESPN's re1owned Chris Morten~en <www.> . Chris Mo-censen, an award-winring jou- nalist, provide~ reports for ESPN's "Sunday NFL Countdo"Vn," "Monday NFL Count-cown," "SportsCenter" and ESPN Radio. Since first appec.rirg on ESPN in 1991, h~ ras provided reports for the network's Er1rr:' Award-winning prograr1s "NFL GameDay" and the "Outside The Lines" series. He also served <:s analyst for E~PN's coverage of the NFL drcft in 1991 and l 992.

He previously covered the NFL for The National ( 1989-90), where he was one of the first writers hired by editor Frank Deford. From 1983-90 Mortensen filed investigative reports and covered the Braves ( 198385), Falcons ( 198S-86) and the NFL ( 1987-89) for the Atlanta-Journal Constitution. In 1987 he was honored with the George Polk Award for his reporting, and he remains the sole sportswriter to receive the award since Red Smith in 19S I. Since starting his career with the South Bay (Calif.) Daily Breeze in 1969, Mortensen has received 18 awards in journalism and has been nominated for two Pulitzer Prizes. In 1978 he won the National Headliner Award for Investigative Reporting in all categories. The author of the book "Playing for Keeps: A True Story About Football, Playoffs and the Mob," Mortensen attended El Camino College before serving two years in the Army. He was born Nov. 7, 1951.


bron ko=--=-=-==


Charlotte Touchdown Club- - = ,

2002 Charlotte Touchdown Speakers Series Luncheons and Events Tuesday, July 16, 2002 Chris Mortensen, ESPN Award-W inn ing Journalist, Adam's Mark Hotel; I I :3 0am-l : 15 pm.

Tuesday, August 6, 2002 Larry Csonka, Hall of Fame Running Back, Miami Do lphins

Tuesday, September I 7, 2002 John Bunt ing, Head C oach, University of N orth Carol ina

Tuesday, October I, 2002 C huck Amato, Head Coach, N.C. State University

Tuesday, October 15, 2002 Jerry Richardson, Owner-Fou nder, Carolina



Tuesday, October 29,2002 Don McCauley, Former Runn ing Back, ColtsTar Heels Monday, December 9, 2002 Bronko Nagurski Trophy Presentation

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 Rocco at 704-34 7-29 18 or visit the Web site at

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Eouc'\TI CN

\>1si t our V/EDs ltE, .edukcnted ...:: or ca I 704--687-242" fer nre infc rmation m 1hese pro;Jralls and for a :oTr: ~te­ i s~i n ; of other Jrograrr ; .


Prepare for Property-Related Hazards Study Finds Many CFOs,Treasurers and Risk Managers Need to Do More A new study of Fortune I000 chief financial officers (CFOs), treasurers and risk managers across a broad range of industries reveals more than 50 percent say their companies are not well-prepared to recover from a "major disruption to their top earnings driver," and less than 25 percent of respondents believe their current contingency planning efforts are adequate. More than 75 percent of the nearly 200 respondents indicated such a disruption either would cause sustained impact to their firm's earnings or threaten their business continuity.The 'Protecting Value Study' was conducted by commercial and industrial property insurer FM Global, the National Association of Corporate Treasurers and management consulting firm Sherbrooke Partners to better understand the role and value of risk management in major corporations. Most respondents indicated that property-related hazards encompassed the majority of threats that could impact their firm's earnings. Such hazards reported included natural disasters, fire/explosion, terrorism/sabotage/ theft, mechanical/electrical breakdown or service disruption , rather than casualty-related or other hazards such as product tampering or political risk. Moreover, the study found significant differences in how CFOs, treasurers and risk managers see the risks threatening their firms compared with their superiors' views. More than one-third of CFOs, treasurers and risk managers believe their company's senior management team lacks a complete understanding of the impact a major disruption would have on their firm's earnings and shareholder value, their level of preparation for such risks, and what is covered by insurance in such an event. Additionally, the study discovered a clear difference of opinion between risk managers and CFOs/treasurers regarding contingency planning efforts, underscoring the need for beuer communication between these groups. CFOs and treasurers say they are less confi-

dent in their company's contingency planning efforts and consistently understated the scope of such planning completed compared with what their risk management counterparts state. The results also indicated significant challenges have yet to be addressed , including scenario planning and identifying production bottlenecks - even though contingency planning is a core process now instituted across most of the participants' businesses. On the insurance front, 50 percent of respondents from companies with less than $1 billion in sales report they have "fully transferred" to others the overall risk associated with their top earnings driver, including damage, liability and business interruption. In sharp contrast, only 26 percent of respondents from companies with more than $1 billion in sales ("Fortune I000") cited full risk transfer, while the remainder of respondents chose to retain some risk on their balance sheets.The comments of more than 80 percent of respondents indicated they consider the events of Sept. I I, 200 I, largely an insurance event, underscoring the need for adequate coverage and thorough disaster-recovery plans. "It is a mistake to overlook or under appreciate the value of good risk management efforts," said Ruud Bosman, executive vice president of staff operations and planning at FM Global. "The results of this study indicate there are real , ongoing property hazards that affect a company's top earnings drivers. In particular, the potential impact property-related hazards can have has become more prominent as traditional insurance markets become less willing to indemnify all the associated risks after Sept. I I . "The Protecting Value Study serves as a benchmark that financial executives and risk managers can use to convey the importance of prudent risk management in addressing property risks. We encourage them to use these findings as a framework for important discussions at the highest levels of their organizations."

UNC Charlo tte to Develop Prototype for Supercomputer Memory Chip Yasin Raja to Lead Collaboration Team The Air Force Research Laboratory at WrightPauerson Air Force Base, under a direct appropriation from Congress, has awarded $1,675,249 to Yasin Raja, physics and optical science, to complete work on a 3-D high-density non-volatile memory chip. Raja is the lead researcher for a team consisting of Stuart Smith, mechanical engineering; UNC Charloue research associate, graduate and undergraduate students; and collaborators at the International Technology Center in the Research Triangle Park, NCA&T, the University of Florida and William & Mary. The chip on which they are


working will have eight to I0 times more memory than is currently available and it will pack all that supercomputing memory in a chip the size of a sugar cube. Size and power are just two of the chip's valuable features. 'The best thing is that it's nonvolatile, so if the power goes off, users won't lose memory," Raja said. "In a hospital, if a computer is monitoring a patient's vital signs and power is lost when the patient is being transported between rooms, the chip makes sure the data isn't lost. It's like RAM that doesn't go away when the computer is turned off."

greater charlotte biz

bits Afton Village. a new " Traditional Neighborhood Development" on the outskirts of Concord, announces the upcoming opening of its first "Main Street" shop, Kudos Cafe, slated to open this June. Kudos Cafe w ill be the first of approximately 30 shops that will join the Village 's diversified commercial district for both resident and neighboring area along Poplar Tent Road off 1-85. The cafe is being opened by Katrina Latimer, a local caterer with over 16 years experience in the catering and food service industry . .. In an effort to become a national as well as a local real estate resource for area consumers, Dickens-Mitchener & Associates has launched a "National Property Search" addition to its web site, The site currently features I 00,000 homes from across the country, with additional properties being added on an ongoing basis. Unlike other national homes web sites, this site offers a property inventory which is updated daily and is housed on the local Web site, rather than via a link to a national site.The service is available as a result of Dickens-Mitchener's affiliation with RELO network, the country's highest-producing national real estate organization ••• Barnhardt, Walker & Day, a full-service advertising, marketing and public relations agency in Charlotte, was recently given an Award of Distinction in The Communicator Awards 2002 Print Media competition. The Communicator Awards is an international awards competition that recognizes outstanding work in the communications field . Barnhardt, Walker & Day won in the category of Marketing/Promotion/SelfPromotion for their " Selection" self-promotional campaign ••• Baker & Taylor, the leading supplier of books, videos, music and services to public, school and academic libraries, has entered into an eBook distribution agreement with the

Houghton Mifflin Company. Houghton Mifflin Company is a unit ofVivendi Universal Publishing, the thirdleading worldwide publisher. The eBooks from Houghton Mifflin Company will be made available through EDm, Baker & Taylor's eContent delivery and management solution. ED provides public and academic libraries with a turnkey solution for delivering eBooks and related services to their patrons, and will be available later this year.

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www.lnfov.corn june 2002 41

First Citizens Bank has named Scott Angel managing director of the bank's Private Client Group in the Mecklenburg area, where he will focus on providing banking and wealth management services for individual affluent clients. Angel is a graduate of the University of North Carolina at Chapel Hill and chairman of the Business Division for the Arts and Science Council in Charlotte. Westin Hotels and Resorts has named Jon Kimball to be the new general manager of The Westin Charlotte opening in the fall 2002. Kimball 's I5 years of experience in the full-service hotel industry has been with some Scott Angel of the most renowned hotel properties in the world, including The Century Plaza Hotel in Los Angeles, The St. Francis Hotel in San Francisco and the Four Seasons Hotel in San Francisco. Kimball earned his bachelor's degree in hotel administration at Cornell University. Located directly across the street from the Charlotte Convention Center,The Westin's new 700-room hotel will become the city's official convention center hotel. Rea Construction Company has announced several promotions and organizational changes. Bill Copeland and Jim Ferrell have been promoted to senior vice presidents; David Grey and Ed Spencer have been promoted to vice presidents; David Fletcher will join the South Carolina area team and assist Bays Mitchell in the area's management; and Jeff White will assume Fletcher's former responsibilities of Carolina Prestress, a Rea subsidiary. Copeland, who joined Rea in 1974, has served as operations engineering coordinator, public contracts superintendent, construction manager, area con-

struction manager and vice president of the Charlotte area. Copeland is now senior vice president and will continue to operate from the Charlotte office. Ferrell, who is also a licensed CPA, joined Rea in 1977 as controller. He was named vice president in 1989, and in 1998 he also took on the responsibilities of president of Carolina Prestress. Grey joined Rea in 1991 and has since been involved in numerous bridge projects, including the reconstruction of Interstate 85 and the design build project on Interstate 77 in Charlotte. Grey is a member of the American Society of Highway Engineers. He is a registered civil engineer in the states ofVirginia, North Carolina and Georgia and is a licensed general contractor in the states of Florida and South Carolina. Spencer is a 17-year veteran of Rea and has more than 30 years' industry experience. During his career with Rea, Spencer has served as commercial contracts superintendent, commercial company manager and Raleigh area manager. He will now serve as vice president and Raleigh area manager. Fletcher has more than 24 years of experience in the concrete industry. He joined Carolina Prestress in 1998 as general manager. Under his leadership Carolina Prestress has exceeded its business plan forecast and has kept its overhead costs below budget. White joined Rea in 1994 and now serves as general manager of Carolina Prestress. C ricket Comforta ble Wireless has named Windy Pierce sales associate for the Charlotte market. Pierce will be responsible for direct sales and marketing initiatives outside of the retail store setting.

Windy Pierce

Continued on page 44

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continued from page 42 Pierce brings over five-years of sales and marketing experience to Cricket, having worked in various retail sales and project management capacities in Columbia, SC. Kiawah Island Resorts has appointed j anice C . Pollock as its newest Senior Account Manager. Pollock has been appointed to establish a full-time presence and identity in Charlotte for the AAA Four Diamond-rated Kiawah Island Inn, The Villas at Kiawah Island Resorts, and a new oceanfront luxury hotel scheduled to open in February of 2004. janice C. Pollock As the resort's first Charlotte-based manager, Pollock will focus on presenting Kiawah Island 's legendary golf, superior meeting services, and coastal amenities to Charlotte-based Fortune 500 companies, professional societies and Charlotte-based associations. Pollock attended the University of North Carolina at Wilmington, and has worked in the Charlotte hospitality industry for the past 16 years. She joins Kiawah Islands Resorts from The Curry Company, where she was a meeting planner/account executive. A former director of sales at The Park Hotel, Pollock is a member of the Meeting Professionals International and Executive Women International. UN C Charlotte graduate C edric Br yan M axwell '83 , the starting center and emotional leader of the Forty-Niners' 1977 Sunbelt Conference Championship men 's basketball team , is the university's 2002 Distinguished Alumnus . UNC Charlotte Alumni Association president Donnie Koonce '81 , vice president in the private bank at Bank of America , presented Maxwell with the award May I I during the university's commencement ceremony. In a series of dramatic upsets, the 1977 UNC Charlotte team fought its way to the Final Four of the NCAA Championship tournament, losing in the semifinal to Marquette. In the 25 years since playing on the Final Four team, Maxwell has had a remarkable professional career. He has appeared in more than 930 games, mostly with the Boston Celtics, and in 1981 he was named the MVP of the N BA Championship. Today, he has a successful career as a respected commentator and analyst for the Boston Celtics radio and television networks. Peter Bergen 's $38.5 million in sales for 200 I have landed him the prestigious Top Producer Award from the Charlotte Region Commercial Board of Realtors. Bergen, director of Real Estate Services for KIRCO Realty Services Group in Charlotte, also has been named the CRCBR's top Industrial Producer for the second year in a row. Bergen closed $46 million in sales in 2000. Robert G. Taylo r KIRCO 's Hayn es Peery also won the Two Million Dollar Club award from the Board for his achievements in 200 I. Robert G . Taylor of GVA Lat Purser & Associate, Inc . was recognized for third hi land sales in the Charlotte metropolitan area by the Charlotte Region Commerical Board of Realtors. Taylor has consistently been recognized for top land sales over the past three years. Lat Purser & Associates has also hired Phillip D. Ch ambers who will specialize in tenant representation , landlord and leasing for office clients. Chambers was previously with Cater & Associates in Charlotte. Karnes Research Company announced the expansion of its Charlotte area coverage through the hiring of a new market analyst/consultant. The addition of a new analyst dedicated to tracking and providing Phillip D. Chambers consulting services for the Charlotte market


j u ne 2002

and its surrounding counties will allow Karnes Research to expand its current offerings of feasibility, market analysis, demographic services, and custom consulting solutions in the area. Vann Blankenship, Jr., the latest addition to the Karnes Research team and graduate of the University of North Carolina in Chapel Hill , will provide consulting services to clients in and around the Charlotte area. In addition to being a Charlotte native , Blankenship also brings years of experience in commercial real estate valuation. The Charlotte Symphony Orchestra has appointed Heather M. Hayes as director of development. Hayes will plan and oversee implementation of the Annual Fund Campaign, corporate sponsorship campaigns and will be responsible for foundation and governmental grants. As director of development, Hayes will also manage the CSO Board's Corporate Council and Development Committee activities, as well as the staff of the Development Department. Prior to her position with the CSO, Hayes served as associate director with the development consulting firm Vandever Batten, Inc ., where she focused on capital an d endowment campaign management, assisting such clients as Children 's Theatre of Charlotte, Children & Family Services Heather M. Hayes Center and Charlotte Country Day School. Larry Denbrook has been appointed as president of Ceca Door Products. In his new position, Denbrook will assume responsibility for managing the world's largest manufacturer of steel doors and frames for commercial , industrial and institutional applications. Denbrook holds a BSBA from Central Michigan University and an MBA degree from Butler University. Ceca Door Products , an operating unit of ASSA ABLOY North America Inc. , has over 1.000 employees at five manufacturing plants and nine distribution centers. jeremy Icard has joined Colejenest & Stone, P.A. as a civil engineer. He received a bachelor's degree in civil engineering from North Carolina state University. Prior to joining Colejenest & stone , Icard worked with B.K. Barringer & associates in Mooresville , N .C. Joe Gibbons has joined First Citizens Bank as a financial services representative in Charlotte. Gibbons received joe Gibbons both his bachelor's degree and master's degree from Appalachi an State University. Keith Baumgardner has joined The Bainbridge Crew as a project manager. A native of Charlotte , Baumgardner received as associate of science degree from Davidson Community Coll ege. He also has a General Contractor (GC) License for both North Carolina and South Carolina. Baumgardner was an award-winning home builder before joining The Bainbridge Crew. The Tower Club in Uptown Charlotte has hired a new membership director, Amy Sullivan. Sullivan graduated from UNCC Charlotte with a degree in Business Administration concentrating in Marketing. Sullivan previously worked at the Uptown YMCA where she served as senior membership/marketing director. Sullivan will be responsible for the Young Professional Membership Program as well as individual membership sales at The Tower Club. Barbara B. Flynn, professor of operations management at Wake Forest University's Babcock Graduate School of Management, has been elected president of the Decision Sciences Institute , an international nonprofit professional organization for researchers , managers , educators and students interested in decision-making techniques and processes in private and public organizations. Flynn will serve this year as presidentelect and begin her one year term as president in 2003. Flynn has served as the organization's vice president and treasurer, has been a member of its board of directors and executive committee, and is editor of Decision Sciences Journal of Innovative Education. biz,

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Greater Charlotte Biz 2002.06  
Greater Charlotte Biz 2002.06  

Greater Charlotte Biz