Greater Charlotte Biz 2006.08

Bank of Granite • Peninsula Yacht Club • Lorenz Architecture • The Cycle Xchange

august 2006

A Tripleheader for Charlotte Center City Pitches a New Baseball Stadium

Michael Smith President Charlotte Center City Partners

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Charlotte Center City Partners Last spring, Michael Smith came on board as president of CCCP. In just over a year, Smith and his colleagues have engineered a complex plan involving land swaps, relocations and the construction of a new baseball stadium.The ambitious plan on maps and the bulleted list of transactions make you wonder how it can possibly succeed. Speaking to Michael Smith, though, makes you wonder why anyone doubts it will.

In October of 1906, a group of Granite Falls residents decided to start a bank in their community.They invested $8,000; little did they imagine that bank that would serve the western half of North Carolina for the next hundred years. While times and technology has changed, Bank of Granite’s commitment to customer service remains deeply embedded in its culture.

20 Peninsula Yacht Club For Stephen and Dave Benson of Morningstar Properties, their first launch into the marina business has been a splashing success. Observing the similarities between the storage business and the way marinas operate, this father and son team is using a parallel strategy to make a success of the marina business. So far it has been smooth sailing.

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departments publisher’s post

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employers biz

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Legislative and Regulatory Highlights for Area Employers

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Smart Salvos, Select Strategies and Succinct Solutions

biznetwork

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bizview

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The Charlotte Region: The View from Another Perspective

executive homes

Paul Lorenz wanted to serve clients in his own fashion.Throughout his career, Lorenz says, he could see better ways for operating an architecture practice. In its fairly short life, the company is growing by 50 percent a year, and Lorenz believes that growth will continue because he and his associates provide personal attention and value for their clients.

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Luxury Homes above $350,000 on the cover: Michael Smith President Charlotte Center City Partners

42 The Cycle Xchange Owners and siblings, Brian and Jeff Clark, created TCX with a determination to harvest and merge the best genes from motorcycling and NASCAR: they have an intimate familiarity with both passions.

They have built TCX into a stable of maximum horsepower, high-performance thunder rigs, combining muscle with striking designs to impressive effect.

Photography by Wayne Morris.

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Corner of Fairview and Sharon Roads in Charlotte. Shopping Line速 704.364.4411.

[publisher’spost] Become An Ambassador For CharlotteUSA! Living here, we all know that the Charlotte region is an attractive place to live and conduct business. We are thrilled with its growth and its opportunity. But not everyone has learned about our region. Yes, we have an abundance of agencies and organizations that stand ready and prepared to assist any business seeking to relocate or expand its business into the Charlotte region, but they cannot do the job alone.

Our 16-county region has been dramatically transformed with the economic restructuring of the tobacco, furniture and textile industries. Large numbers of workers at Cannon, Continental Tire and Springs Industries have been laid off from good-paying jobs after years of continuous employment. As a result, we have an abundant workforce looking for new jobs.

Where will new jobs come from? Major sources are new businesses that relocate or expand into this region. It is essential that we use every resource we can focus on attracting business relocations and expansions into this region.

Business moves are strategically calculated. Usually, these moves are considered and explored in private, confidential meetings without any commitments until the very end of the process when the deal is closed. Every business has its own set of criteria when making choices about its location(s). At the same time, businesses are made up of people want to feel good about where they live and work. Their interaction with local people is immensely valuable.

Before choosing Charlotte for its southeastern financial services center, TIAA-CREF looked hard at Tampa and many other communities. General Dynamics Armament and Technical Products looked seriously at Pittsburgh and other regions before choosing Charlotte. Johnson & Wales was very close to moving to the Norfolk area before choosing Charlotte. Each had their own criteria, but their interaction with local leaders also had a huge impact on their process.

State competition is stiff for companies looking to locate major plants and operations.

Japanese automaker Honda recently chose Greensburg, Indiana, for its newest car assembly plant that is expected to hire over 1,500 workers. Google decided that Ann Arbor, Michigan, was a good place for a new facility that will add 200 workers per year for the next five years. North Carolina won a new Dell facility to the Winston-Salem area. Each of these site selections included a package of incentives from the states that attracted them. While incentives can make or break a location decision, good leadership and personal involvement make a huge difference.

You don’t have to be an economic developer to invite businesses into this region.

Each and every businessperson traveling to a business meeting or trade show or association meeting can be a great ambassador on behalf of this region. You only need to ask. You won’t know someone’s thoughts about relocating or expanding into the Charlotte region if you don’t ask! Be bold! Make it your personal objective to invite business owners, managers and executives to move or expand their businesses into this region.

To assist you as an ambassador for this region, Greater Charlotte Biz has partnered with the Charlotte Regional Partnership to publish its third annual economic development guide that tells executives all about the Charlotte marketplace. Entitled “Choose CharlotteUSA,” the 2006 issue has been mailed to owners, managers and executives at nearly every business location in the 16 counties that make up the Charlotte region. It is chock full of facts and figures that demonstrate why this region is a great place to live and do business. It also has critical contact information for those economic developers that can help people answer the tougher questions about relocation and expansion.

We are happy to shout about the attributes of this region and hope you are too.

Spread the word…New and expanding businesses are welcome in CharlotteUSA! biz

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August 2006 Volume 7 • Issue 8 Publisher John Paul Galles jgalles@greatercharlottebiz.com

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

Creative Director Rebecca G. Fairchild rfairchild@greatercharlottebiz.com

Account Executives Maria Abate mabate@greatercharlottebiz.com

Michelle Killi mkilli@greatercharlottebiz.com

Mimi Zelman mzelman@greatercharlottebiz.com

Contributing Editor Susanne Deitzel Contributing Writers Ellison Clary Susanne Deitzel Heather Head Lisa Hoffmann Casey Jacobus Contributing Photographer Wayne Morris Galles Communications Group, Inc. 5601 77 Center Drive • Suite 250 Charlotte, NC 28217-0736 704-676-5850 Phone • 704-676-5853 Fax www.greatercharlottebiz.com • Press releases and other news-related information, please fax to the attention of “Editor” or e-mail: editor@greatercharlottebiz.com.

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

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

© Copyright 2006 by Galles Communications Group, Inc. All rights reserved.The information contained herein has been obtained from sources believed to be reliable.

However, Galles Communications Group, Inc. makes no warranty to the accuracy or reliability of this information.

Products named in these pages are trade names or trademarks of their respective companies.Views expressed herein are not necessarily those of Greater Charlotte Biz or Galles Communications Group, Inc. No part of this publication may be reproduced or transmitted in any form or by any means without written permission from the publisher. For reprints call 704-676-5850 x102.

Greater Charlotte Biz (ISSN 1554-6551) is published monthly by Galles Communications Group, Inc., 5601 77 Center Dr., Ste. 250, Charlotte, NC 28217-0736.

Telephone: 704-676-5850. Fax: 704-676-5853. Subscription rate is $24 for one year. Periodicals postage pending at Charlotte, N.C., and additional mailing offices. POSTMASTER: Send address changes to Greater Charlotte Biz, 5601 77 Center Dr., Ste. 250, Charlotte, NC 28217-0736.

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[employersbiz]

Legislative and Regulatory Highlights for Area Employers

Background Checks: Challenges of the Criminal Records System Transience in the work force and improper handling of personal data are making it increasingly difficult to track an applicant’s previous residential history, which is necessary to identify the proper jurisdictions in which to conduct a criminal records search.

The professionally conducted criminal records researcher will first attempt to identify all names and name variations of the applicant, as well as addresses of both the applicant’s residence(s) and prior employer(s). The easiest method of obtaining this information is to simply ask the applicant to provide the requested information. However, experienced hiring managers know that not all applicants are completely honest, especially the “street wise” individual who knows how to hide a problem.

At this point, the social security number/name/address verification becomes essential to the professional records researcher. And with the improper use of and failure to adequately protect this type of data by several of the mega credit and data services firms, even access to and use of the SSN for legitimate use and with the applicant’s permission is coming under attack.

Once all the names and name variations, combined with the developed addresses, are compiled, a decision can then be made as to which jurisdictions to research for possible criminal history and which courts to look at– federal courts, municipal courts, military or other unique judicial courts?

There are several occupations, or employment categories which present additional challenges in conducting a thorough and accurate criminal records check: construction, service, hospitality and entertainment, carnival/fair, transportation, and migrant farm laborers, just to name a few.

Construction workers, entertainers, service, and farm laborers, may travel around the region to various job sites, and these sites may be across the state, in another state, or anywhere in the country. Transportation employees may be temporarily based in

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another location far from their permanent residence or the corporate or regional headquarters. Some personnel may rent condos, apartments or even reside in campers or RVs during such assignment. It would be cost prohibitive to conduct criminal records checks in all such temporary worksite jurisdictions even if all such locations were disclosed by the applicant or developed by the SSN/name/address verification process.

Regretfully, there have been a number of instances in which it is such “transit” workers who commit criminal acts and then “move on” to another location.

There are no easy solutions to the above scenarios. An accurate national criminal records repository available to the public and/or licensed investigators and professional background screening firms would help

address the problem. However, such access is not currently available.

This is where the human resources professional can put their experience and interviewing skills to work. That is, by asking the proper questions during the interviewing process when it is noted the applicant may have a skill or occupational history which was likely to have been transient in nature.

By finding out where those temporary work assignments were located and how long they lasted, the HR professional can make a more informed decision and give the background screener the proper guidance to ensure a thorough and accurate search of criminal records is conducted.

(Excerpts courtesy of Daniel E. Wilson, CPP, CFE, Asset Protection Associates, Inc.)

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Six Ways to Get Yourself Sued Many employers get sued, not because they did anything illegal, but because their poor management practices invited employee lawsuits. Here are the top six employer actions or omissions that lead employees to believe that litigation is their only recourse:

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No. 1: Tolerate poor performance, and then abruptly fire the employee when you’ve had enough. When an employee is suddenly discharged for unsatisfactory job performance after receiving consistently positive appraisals, s/he tends to suspect (understandably) that there is an ulterior motive for the termination – such as discrimination, retaliation, or some other unlawful motive.

No. 2: Don’t explain now; explain later.

Employers who fail to offer any explanation for their employment decisions frequently end up explaining anyway… to a judge or jury. Employees usually view silence as a sign that there was no legitimate explanation for the decision.

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No. 3: Don’t let little things like policies and procedures get in your way. Deviation from an established policy or procedure usually makes employees feel that they’ve gotten the shaft. Once you break your rule, you set a new precedent unless you’re very careful.

No. 4: Slavishly follow your policies and procedures to the letter in every instance, regardless of your common sense and sense of fairness, no exceptions. Normally, it’s best to follow your policies and procedures. However, you generally should feel free to exercise your good judgment when a rule seems too harsh applied to a given situation.

To protect your company from claims of discrimination, be sure that you have carefully documented the reasons for the exception, and apply the same exception to comparable situations that arise in the future.

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Dads Look For Work-Life Balance It’s not only moms who crave worklife balance. About 44 percent of working dads are willing to accept a pay cut to spend more time with their children.

Indeed, 16 percent would take a pay decrease of 5 percent or more, reveals a recent CareerBuilder.com survey.

About 28 percent of working dads say work negatively impacts their relationship with their children. In fact, 30 percent spend less than two hours per day with their children after work. Furthermore, 40 percent bring work home at least one day per week, while 20 percent do so at least three days per week. About 58 percent have missed at least one significant event in their children’s lives due to work in the last year, while 19 percent have missed five or more.

Men may have less flexibility at work than women. About 40 percent of working dads say their companies offer flexible work arrangements, compared

greater charlotte biz

to 53 percent of working moms, and 18 percent of working dads say work style adjustments inhibited their career progress, CareerBuilder.com reports.

Meanwhile, fewer than six in 1,000 fathers stay home, according to Salary.com. Roughly 40 percent of working dads say they would stay home, if their spouse earned enough to support their families, CareerBuilder.com finds.

Stay-at-home dads would earn $125,340, if they were paid for their daily duties, Salary.com calculates. They fill the roles of teacher, maintenance worker, cook, computer operator, van driver, facilities manager, CEO, laundry machine operator, groundskeeper and psychologist. On average, these tasks consumed 81 hours per week. (Benefitnews.com)

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No. 5: Blow off those silly internal complaints! Employees who believe their work-related complaints have fallen on deaf ears feel compelled to take their complaints elsewhere – to a lawyer, a government agency, or a court. Even baseless complaints allow you to satisfy the employee’s desire to be heard, which can mean a lot.

No. 6: “Love means never having to say you’re sorry.” In fact, love does mean saying you’re sorry. Apologizing for employer mistakes, or employer-created hassles and burdens, acknowledges the employee’s dignity and is a sign of respect. Employees usually appreciate the acknowledgement and don’t take their grievances any further.

Don’t apologize if you don’t mean it (the employee will always know if you’re extending a phony apology). And try to back up your apology with meaningful action if appropriate. (Jill S. Cox, Constangy Brooks & Smith, LLC)

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2006 TEA Wage & Salary Survey Employers need to pay competitive wages to recruit and retain the best employees. The Employers Association 2006 Wage & Salary Survey is now complete. With over 300 companies participating this year and over 290 benchmark job titles, this is the most comprehensive report on local pay practices available.

Data are broken out according to company size, geographic location, and industry type. For more information, contact The Employers Association. biz The Employers Association is a nonprofit Charlotte organization providing comprehensive human resources and training services. Founded in 1958, the Association maintains a broadbased membership of over 700 companies from all industries in the greater Charlotte region.

The above excerpts were taken from The Management Report, the Association’s monthly newsletter. For more information, please call Laura Hampton at 704-522-8011 or visit the Web site at www.employersassoc.com.

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[ontop] Awards & Achievements Ruth Crowley, president of MotorsportsAuthentics of Concord, N.C., Fred Morganthal, president of Harris Teeter of Matthews, N.C., and Alan C. Simonini, president of Simonini Builders of Charlotte, N.C., have been elected to the national leadership of the Muscular Dystrophy Association.

Tod Thorne has been presented with the Old State Award for his commitment to the region’s film industry. Thorne is viceTod Thorne chairman of the North Carolina Film Council, a member of the Charlotte Regional Partnership’s Film Committee, and a two-time recipient of Order of the Long Leaf Pine, the highest civilian honor awarded by the state of North Carolina.

Autobell Car Wash Inc. has awarded 30 employees its 2006 Academic Scholarships toward the college or university of their choice, with this year’s gifts totaling $22,900. Since its inception, the Autobell Scholarship Program has awarded over $75,000 in academic funds to employees.

Charlotte’s Latin American Coalition has been selected ion as Charlotte’s most outdated nonprofit office and winner of Xerox Corporation’s “Helping Hands” Office Makeover Contest. As winner, Latin American Coalition will receive new Xerox technology, an aesthetic makeover from Cooper, and new furniture.

Advertising & Media Dawn Newsome, cofounder and partner of Moonlight Design Group, has been named to the Charlotte Business Journal’s 2006 40 Dawn Newsome Under 40 list of young leaders of accomplishment; Jesse Weser has joined the company as a full-time graphic designer.

Gotham Images, Inc. has been chosen as a winner in the 2006 Summit Creative Awards competition.

Rutherford Media Group, a Charlottebased advertising design and production company, has received the Award of Distinction from the Videographer Awards.

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[ontop] Internet marketing agency WebsiteBiz has hired Mike Wall as campaign manager and Chris Hunt as account manager.

Luquire George Andrews has hired Monika Weymouth as a senior account executive, Lacy Wilhoit as a media coordinator, and Mateo Wellman as a new media designer; and has promoted Shawn Gordon to media director and Gretchen Siebert to account executive, public relations.

Wray Ward Laseter, a creative marketing communications firms, has hired Dana Haydock as public relations account manager and Liz Ryan as broadcast producer/traffic coordinator.

Powell & Partners Creative has announced the addition of Vickie Honeycutt to its professional staff.

Chris Pisano has been promoted to national sales support manager with Welcomemat Services.

Business & Professional RolloverSystems, known for its independent, automated 401(k) rollover platform, has appointed Zerrick Bynum as the company’s chief financial officer.

HR XCEL, LLC, a national provider of human resource outsourcing, benefits administration and payroll services, has appointed Sandra Thomson as vice president, payroll services. Sandra Thomson Peggy Hey, partner in Poyner & Spruill LLP, has been named to the Charlotte Business Journal’s 2006 40 Under 40 list of young leaders of accomplishment; another partner, Patrick J. Fogarty, has been elected to a threeyear term on the Litigation Section Council of the North Patrick Fogarty Carolina Bar Association.

Kennedy Covington, one of the largest law firms in the Carolinas, is this year’s recipient of the Mecklenburg County Bar’s Outstanding Large Firm Award recognizing the firm’s Real Estate department for exceptional pro bono services provided to Habitat for Humanity of Charlotte.

Kennedy Covington has also been named an industry leader in six practice areas according

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[ontop] to Chambers USA Guide: America’s Leading Business Lawyers 2006: banking and finance, bankruptcy/restructuring (First Tier), corporate/mergers and acquisitions, environmental, commercial litigation, and real estate (First Tier).

Kathy Beetham has been promoted to chief operating officer with Fluent Language Solutions. Carolyn Wessel has joined the company as accounting manager.

The Printing Industry of the Carolinas, Inc. (PICA), a non-profit trade association serving the printing industry in North and South Carolina, has promoted Jeff Stoudt to interim executive director.

Construction & Design Bill Nichols, associate vice president for facilities planning for Queens University, has been named one of five individuals across the United States accepted into membership of Bill Nichols the Association of University Architects in 2006.

A.B. Robinson has joined Skanska USA Building Inc. as corporate senior vice president of Health, Safety & Environmental.

A.B. Robinson Tyler 2 Construction has announced the promotion of Lynne P. Ferretti to vice president of operations.

Johnsie S. Beck has been named president of the newly formed Sakrete of North America LLC. Johnsie Beck

Education & Staffing Gaston College has received a superior rating on state education performance measures for a third consecutive year, according to a new annual report from the North Carolina Community College System.

Mecklenburg County Manager Harry L. Jones Sr. has been elected to the Board of Visitors at the University of North Carolina at Chapel Hill.

Queens University of Harry Jones Charlotte’s Board of Trustees has announced six new board members: Angi Clinton, Kathie Grigg, Lyttleton

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[ontop] Hollowell, Michael Marsicano, David Pope, and Brent Trexler.

Associate professor at the University of North Carolina at Charlotte, Teresa Dahlberg, has received a $2 million National Science Foundation (NSF) grant to pursue computer science.

Teresa Dahlberg Financial & Insurance First Trust Bank has announced that William D. Elder has joined the bank as senior vice president/senior loan officer; Deborah J. Rouse has been promoted to assistant vice president, and Rosemary Harrington has been named branch administrator.

First Charter has promoted Ann Snipes and Joyce Eddings to the position of banking officer; Melanie Robinson, Gary Toler and Ethel Milliken to assistant vice president; Frank Rhodarmer, to vice president and trust officer; and Joyce Hester to vice president.

Debra Potvin has joined First Charter as vice president and commercial credit analyst.

Ramsey Jones has been named president of First Citizens Investor Services and IronStone Securities Jones.

Ryan L. Donaghy, a financial Ramsey Jones services professional with Hinrichs Flanagan Financial, has been elected as a Qualifying Member into the 2006 Million Dollar Round Table; James Richard Culberson has joined the agency as a financial services professional.

Carolina Postal Credit Union, headquartered in Charlotte, has earned statewide recognition with the Dora Maxwell Social Responsibility Award for its community service programs from the North Carolina Credit Union League.

Government & Non-Profit Bruce Wilkinson, CEO of Decision Support Inc., has joined the board of directors of Junior Achievement of the Central Carolinas, Inc. Bruce Wilkinson The Cabarrus County Convention & Visitors Bureau has received three Destination Marketing Achievement Awards from the North Carolina Association of Convention Visitors Bureaus.

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[ontop] Robyn Crigger, CEO of Compass Career Management Solutions, has been installed as the 2006-2007 president of the National Association of Women Business Owners (NAWBO) Charlotte Chapter.

Dan Mauney, LaWana Slack Mayfield and Rodney Tucker have been named cochairs of the Human Rights Campaign’s 2007 Carolinas Dinner.

Eric Dudley, founder of internet marketing agency WebsiteBiz, has been elected to serve as second vice chair for the Charlotte Chamber Eric Dudley Center City board of directors.

Health Care Carolinas Healthcare System hospitals have earned 63 top awards for patient satisfaction in an annual survey conducted by Professional Research Consultants, a national health care market research company.

Presbyterian-Novant Health has received the 2006 President’s Award, the highest recognition presented to only one healthcare organization in the nation by Professional Research Consultants, a national healthcare market research company.

Arl Van Moore Jr., president of Charlotte Radiology, has been named chair of The American College of Radiology’s Arl Van Moore Jr. board of chancellors.

Real Estate Commercial/Residential Joseph T. Lesch has been hired as an entitlement coordinator and Sandra Jo Kell as a land development coordinator of First Colony Land Development, LLC. Trinity Partners has announced that Charles Jonas will join its Project Leasing Team.

www.voyss.com

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Retail & Sports & Entertainment Founder of BET and majority owner of the NBA’s Charlotte Bobcats, Robert L. Johnson, has announced an arrangement with Michael Jordan in several media, entertainment and financial ventures. Jordan will become the largest individual owner of the Bobcats after Johnson, as well as the managing member of basketball operations for the Bobcats ownership group.

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[ontop] For the 14th consecutive year, Charlotte Copy Data has won the Pro-Tech Service Award given by Konica Minolta for exceptional commitment to customer support and service; Barry Houser, vice president for technical support, has won an individual Pro-Tech Award, one of only 25 Barry Houser service managers nationwide.

SouthPark’s BRIO Tuscan Grille has hired Chef Michelle Toburen as executive chef, and Greg Roach will serve as the general manager.

The Capital Grille has received the highest overall score among 100 restaurants rated in the Consumer Reports Best Restaurant ratings.

Technology Peak 10 has announced that president and chief executive officer David Jones is a finalist for the Ernst & Young Entrepreneur Of The Year 2006 Award in the Carolinas region.

John DiCristo and Jon Szymanski, managing partners of Internet solutions provider, ClickCom, have accepted NAWBO's National Chapter Corporate Partner John DiCristo, Jon Szymanski of the Year Award.

ProfIT/CS, a division of Decision Support Inc., has hired Buford D. Beadle as consulting manager; Currie A. Dail Jr., vice president of professional services, has earned designation as a Microsoft Certified Professional.

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Tourism & Travel Interim marketing director of Discovery Place, Dee Grano, will replace Leigh Jenkins Goodwyn as vice president of marketing and communications. The science center has also announced that The Dead Sea Scrolls exhibition has proven to be the most successful exhibition in its 25-year history. biz To be considered for inclusion, please send your news releases and announcements in the body of an e-mail (only photos attached) to editor@greatercharlottebiz.com, or fax them to 704-676-5853, or post them to our business address – at least 30 days prior to our publication date.

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Charles M. Snipes President and CEO Bank of Granite

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by casey jacobus

[bizprofile]

Still the Best Bank in America?

Bank of Granite’s Rock-Solid Customer Service Has Stood the Test of Time

100RS

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B rani Y G ENTURID A CF SOL E O RVIC SE

Pictured above (top left to bottom): The first Bank of Granite Office in 1906, Granite Falls in 1950s, Lenoir Office, Hudson Office,Whitnel Office, Granite Falls Office, Hickory Office, Forbes Article featuring Bank of Granite as perhaps “The best little bank in America.”

greater charlotte biz

Granite Falls is a small town in southern Caldwell County with a population of about 5,000 people. It is named for the nearby waterfall on Gunpowder Creek, which was first used to power an iron works and later a cotton mill. The town’s history dates back to before the Revolutionary War when it was known by several names, including Bard’s Forge, Catawba View, Lovelady, and Summerville, before being incorporated as Granite Falls in 1899.

In October of 1906, a group of Granite Falls residents decided to start a bank in their community. They invested $8,000 and obtained a charter to organize Bank of Granite. Two months later when the bank opened, Ms. Lula Hickman, a Sunday school teacher, was first in line to make a deposit. On opening day the bank’s deposits totaled $901.68. ® august 2006

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This year Bank of Granite is celebrating a century of solid service to its community.

The bank’s operations have grown to 277 employees in 21 offices in seven North Carolina counties, with assets of $1.1 billion and 52 consecutive years of increased cash dividends for its shareholders. And, while the times and technology has changed, Bank of Granite’s commitment to customer service, community, and helping neighbors remains deeply embedded in its tradition and culture.

“We believe in building relationships,” says Bank of Granite Chairman and CEO Charles Snipes. “Through the years we’ve been the bank that has been willing to work with entrepreneurs to establish companies and help them grow and be successful. I am personally working with the third generation of management in several local companies. Our dedication to the community never changes.”

Building credit In 1906 Theodore Roosevelt was president of the United States, a first-class stamp cost two cents, an earthquake destroyed 75 percent of the city of San Francisco, and the Ford Model N was America’s most popular car. Not many Granite Falls residents could afford the $500 for a new Ford, though; and

Bank of Granite Corporation 25 Third Street N.W. Hickory, N.C. 28601 Phone: 828-345-6802 Principal: Charles M. Snipes, Chairman, President and CEO Employees: 277 Established: 1906; this year marks the 100th anniversary Business: Bank of Granite Corporation is the parent of Granite Mortgage, Inc. and Bank of Granite. Bank of Granite is a community bank, headquartered in Hickory, which operates 21 full service banking offices in seven North Carolina counties.

Granite Mortgage, Inc., headquartered in Winston-Salem (founded in 1985 as GLL & Associates and acquired by Bank of Granite Corporation in 1997), is a mortgage banker which operates mortgage origination offices at Bank of Granite locations and in central and southern Piedmont North Carolina. www.bankofgranite.com

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pictured (l to r): J.A. Forlines Jr., former president;Warren Buffett.

“The Bank of Granite has shown that you can have happy customers and happy shareholders at the same time.” ~ Warren Buffett

the town was still mostly dependent upon the horse and buggy. That may have been part of the reason residents wanted a bank in their hometown. Little did they imagine that they were also establishing a bank that would serve the western half of North Carolina for the next hundred years.

Warren Buffett has called Bank of Granite “the best-run bank in the United States.”

U.S. Banker Magazine agreed. Bank of Granite has been featured in Forbes Magazine and in an Eye on America segment during the CBS Evening News. It has received the top business-friendly ranking in North Carolina in a report by the Small Business Administration’s Office of Advocacy. In 2005, it received the SBA’s Community Bank of the Year Award for North Carolina.

However, the bank’s first 48 years, from 1906 to 1954, were rough ones and the bank fought just to survive during difficult times. The very year after the bank was founded, a national financial crisis known as the Panic of 1907 hit the country. In 1914, when World War I began, the dollar shot up and stock and bond prices collapsed. In 1916 devastating floods hit Caldwell County wiping out whole communities. After the war, terrible inflation gripped the country’s economy. On October 23, 1929, the stock market collapsed and the Great Depression began. With the loss of $30 billion, many community banks across the country failed.

Then came Pearl Harbor in 1941 and the U.S. entered World War II. After all the tragedies, disasters and problems, Bank of Granite’s fortunes sagged and its owners decided to sell the bank in 1954. A group of Caldwell County citizens rallied and bought the bank. The new directors brought in John Forlines Jr. as president and chairman of the board. Forlines, a 1939 graduate of Duke University and later the Stonier Graduate School of Banking at Rutgers University, had wide business and financial experience, including four years as a financial officer with the army during World War II. When Forlines joined Bank of Granite, it had just one office and total resources of just over one million dollars. It was almost the smallest bank in the state – ranking 223 out of 225. Forlines’ mission was to grow the bank – to strengthen its financial services, to help strengthen the economy of the area, and to make the bank profitable for its new owners.

Forlines was a remarkable man whose leadership and vision built one of the country’s best known, most profitable and strongest community banks. He orchestrated Bank of Granite’s first expansion into Lenoir in 1959, which set the stage for future growth. In 1969 the original Granite Falls office was relocated to its modern Main Street facility. The next year Bank of Granite opened its first Hickory office.

Forlines’ own prominence in the banking world also grew. He served as president of the North Carolina Bankers Association and held a number of high level positions with the American Bankers Association. In March of 1980 he appeared on the cover of United States Banker and was featured in the lead article. But, he also shared his talents and leadership with the community, serving on the boards of First Presbyterian Church of Lenoir, the Caldwell County Chamber of Commerce, Catawba Valley Executives Club, North Carolina Citizens for Business and Industry, and Caldwell County Hospice. He headed the campaign to raise $1.6 million to build the civic center in Caldwell County.

Investing in people In September 1982, Forlines made perhaps the bank’s best acquisition of all time when he persuaded longtime competitor

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and friend Charles Snipes to join Bank of Granite as executive vice president and chief administrative officer. Snipes, a native of Lincolnton, N.C., had a resume not unlike Forlines’. He, too, was a graduate of Stonier Graduate School of Banking, as well as Lenoir-Rhyne College in Hickory, and had served three years in the U.S. Army Security Agency. A senior vice president of First Union National Bank when First National and First Union merged in 1981, Snipes was on the brink of starting his own bank when Forlines convinced him to join Bank of Granite instead.

“I was ready to launch a new bank to serve the Hickory, Conover and Newton area,” says Snipes. “I had the investors and the people all lined up and I knew that in three to five years the new bank could be very successful. But with Bank of Granite, I knew I could make a difference from the very beginning.”

Forlines told his board he wanted Snipes to have the same authority he had. He allowed Snipes to grow the bank and to make changes where they were needed.

Over the next 24 years, the two leaders grew the bank to 21 offices and over one billion in assets together.

“We became a great team,” says Snipes. “We both believe community banks can make a difference in terms of positive growth in the community, by keeping small to medium businesses profitable, by helping our neighbors and by building relationships.”

Snipes believes that a community bank is more flexible and able to respond to customers more quickly than its bigger competitors. Longtime customer Steve Mull, former owner of an independently owned and operated grocery store in Hickory, got that kind of flexible response when he requested a loan from Bank of Granite in the early ’80s.

“I went through an extremely difficult time in my profession,” says Mull. “I needed a loan to go forward or I was going to have to file for bankruptcy. Although I didn’t have the assets to do what I wanted, I did have a strong business plan. Charles Snipes said he believed in me and gave me a ‘character loan.’’’

With the loan he got from Bank of Granite, Mull was able to turn his business

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around and was later honored as “Small Businessman of the Year” by the Catawba County Chamber of Commerce.

“Bank of Granite is more than just a bank,” says Mull. “All the success I have had, I give credit to Charles Snipes and Bank of Granite.”

Paying back Customer service is at Bank of Granite’s core, its legacy and its top priority for each employee in each office, regardless of title or office location. Snipes sets the standard by

• • •

keeping an open office door and answering his own phone when his secretary is away from her desk. He also calls each bank employee twice a year – on his/her birthday and on the anniversary of their date of hire.

“Bank of Granite is a very special place to work,” says Snipes. “We are truly a family here. It’s a good heritage; it makes people proud of where they work and determined to continue the legacy.”

At Bank of Granite, community service is more than a single project or something that’s done once a year; it’s ingrained in the ®

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culture. Employees sit on many nonprofit boards and participate in dozens of community activities including Rotary Club, Habitat for Humanity and March of Dimes. They also put in hundreds of volunteer hours through mentoring and tutoring to students in schools throughout their communities.

The bank achieved 100 percent participation in its 2005 United Way Campaign resulting in record pledges. Snipes sets an

example for his staff by serving on a variety of nonprofit boards in Hickory and the Catawba Valley region, including, among others, the Boy Scout Council, the Art Center of Catawba Valley, Catawba Valley Community College, Lenoir-Rhyne College, and the Catawba Science Center.

In addition to celebrating its centennial in 2006, Bank of Granite is also experiencing a change in leadership. In January

100 YEARS

Bank of Granite A CENTURY OF SOLID SERVICE

Past Presidents

First President D.H.Warlick

Second President Dr. O.J. Corpening

Third President J.W. Hoke

Fourth President W.E. Poovy

Fifth President A.A. Cline

Sixth President T.E. Poovy

Seventh President J.A. Forlines Jr.

Bank of Granite Timeline • October 1906 Bank of Granite obtains charter •1954 Resources are $1.2 million,five employees, one office; Bank purchased and reorganized by group of Caldwell County citizens • May 1954 John Forlines Jr. joins as President and Chairman of the Board • February 1960 Lenoir office opens • September 1961 Hudson office opens • July 1970 Downtown Hickory office opens • May 1972 Whitnel office opens • September 1982 Charles Snipes join as Executive Vice President and CAO • September 1982 Resources $62 million with five offices in two counties • February 1984 Newton office opens • October 1985 Springs Road office opens • July 1987 Viewmont office opens • May 1987 Bank of Granite Corporation becomes a bank holding company • July 1989 Morganton office opens • November 1991 Hibriten office opens • January 1996 Long View office opens • April 1997 Baton community office opens • November 1997 Acquisition of mortgage specialists, GLL Associates, becomes Granite Mortgage, Inc. • March 1998 Mountain View office opens • May 1998 Vale office opens • 2003 Vale office sold • July 2003 First bank acquisition; Bank enters the Charlotte-area market with three offices: Uptown, SouthPark, and Lake Norman/Cornelius • November 2003 Matthews production office opens • April 2003 Boone and Wilkesboro production offices open • December 2003 Conover office opens • October 2004 Winston-Salem office opens • January 2005 Charles Snipes named Chief Executive Officer • April 2005 Matthews becomes the 21st full-service banking office • January 2006 John Forlines retires after 52 years with the bank; Charles Snipes named Chairman of the Board • 2006 Banks assets are $1.1 billion, more than 275 employees, 21 offices in seven North Carolina counties

2006, after 52 years with the bank, John Forlines Jr. stepped down as chairman and now serves as chairman emeritus. Snipes’ role was proportionately increased to include chairman in addition to president and CEO. Centennial activities at the various bank offices are scheduled throughout the year with seasonal festivities where customers are welcomed with food, fun and prizes.

The culminating event will be held October 12, celebrating the day Bank of Granite was chartered, when the community is invited to Town Square in Granite Falls for the burial of a time capsule.

“It’s because of our customers, our shareholders, and dedicated employees that we’re celebrating 100 years,” says Snipes.

“And it will be because of them when we celebrate our next 100 years.”

Snipes expects Bank of Granite to continue to grow by expanding into high growth markets. The bank made its first acquisition in July 2003 and entered the Charlotte-area market with three offices; Uptown, SouthPark and Lake Norman/Cornelius. A lending office in Matthews became the fourth Mecklenburg County full service office in 2005. The bank is preparing to open a lending office in Statesville this summer, its first in Iredell County, and is applying with the FDIC and the North Carolina Commissioner of Banks to convert the office to full service.

“You can’t stand still in any business,” says Snipes. “While we don’t want to grow too quickly, our strategic plan is to look for the growth markets. We can grow to assets of two or three billion and still be a community bank, if we don’t lose what brought us here.”

As the bank continues to grow, Snipes says it will need to change its infrastructure and embrace the latest technology. But, to stay true to its vision of community service, it must also attract and retain the best available talent.

“It is all about people,” says Snipes, who affirms that the bank aggressively recruits the best candidates to head up new offices.

“We’ve been fortunate to hire great people who understand our history, philosophy and culture and can continue to operate in the same tradition.” biz Casey Jacobus is a Charlotte-based freelance writer.

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pictured (l to r) Stephen E. Benson Chairman Dave Benson President Peninsula Yacht Club

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by heather head

[bizprofile]

Getting Their Feet Wet Morningstar Sails Smoothly Into the Marina Business The dog days of summer are upon us, and what better way to cool your toes than boating on Lake Norman? If you’re a member of the Peninsula Yacht Club, your day on the water is a short drive from Charlotte’s center city and a friendly hello away.

For Stephen and Dave Benson of Morningstar Properties, their first launch into the marina business has been a splashing success. Upon purchasing the marina, Dave was quoted as saying, “This looks and feels like a business we would be able to understand…This is such a well-known property – the best and the brightest in our own back yard.” And just a couple of years later, his course has proven seaworthy. ®

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Navigating New Waters Dave and his father, Stephen, have always loved boats but it was only recently that they decided to add them to their business portfolio. More than 20 years ago, Stephen Benson practically created the concept of branded mini-storage by applying the name Morningstar and a consistent business approach and pleasant feel to mini-storage locations throughout North and South Carolina. The storage business flourished, so much so it was hard to keep track of the acquisitions and divestitures that made it a success. Along the way, son Dave joined Stephen to handle the responsibilities. Sensing what they believed to be the storage industry peak, they had begun weighing new real estate ventures for Morningstar.

About four years ago, the father-son pair began actively looking for a new market for expansion. As it happened, their love of

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boats – racing boats, sail boats, antique boats, any kind of boats – led them straight to Peninsula Yacht Club, located on the grounds of one of their former haunts.

“My dad taught me how to sail, introduced me to the water,” says Dave. “We used to go out on the lake, and come back wet in some fashion,” he laughs. But the choice of marinas as their next business expansion actually had more to do with similarities between it and their existing business than any sentiment about their shared memories and passions.

“We would go up to the marina on Saturdays, take the boat out, and have a look around,” says Dave, “and one day it dawned on us – it looks a lot like storage.”

Explains Stephen, “More and more people are putting their boats in buildings where they’re stacked up like shoe boxes.”

The boats are lowered with lift trucks and brought to the dock, ready for use. It’s efficient in terms of space, and it keeps the boats in good condition.”

In addition to the functional similarity, the Bensons saw that the industry climate was similar to that of the storage industry.

“There are no huge corporate players,” says Stephen. “It’s mom and pops generally. It’s a business that’s under the radar for the big players.”

The Bensons also saw a parallel between

the condition of the marina industry today and that of storage 20 years ago. “Ministorage was in pretty sorry shape, and at a very low standard. Security consisted of a mean dog – a Leroy Brown – and the buildings were suitable for storing only what you might keep in a garage.” Morningstar changed all that, building masonry buildings and adding flowers and grass, to create an atmosphere and facilities suitable for bringing your mother and storing her heirloom clock.

Likewise, while there are many beautiful, well-run marinas around, Stephen believes much can be done to make them even better. “The market is pretty unsophisticated,” he explains. “Good software is not widespread, and most people still think of marinas as a place to store and repair a boat. We’re more interested in creating a place for a Saturday afternoon with the family, or a group out at a social event.”

In addition, they expect to bring a more focused approach to operations, and apply principles of consolidation and scale to achieve a higher level of business sophistication. And, of course, they expect to build the same sort of brand recognition and loyalty that Morningstar Storage already enjoys.

“So when the Peninsula Yacht Club fell into our laps,” says Dave, “it was a blessing.”

He explains that they didn’t set out to buy a yacht club, nor do they expect all of their marina properties to attain the same level of luxury as the Peninsula Yacht Club: “But it’s taught us a lot about what people are looking for. It’s been a great proving ground for us.”

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It’s also a terrific flagship for them, garnering a lot of attention among the upscale boating crowd. On six and a half lake-front acres and boasting a luxurious full-scale dining and meeting room and a friendly staff, the Peninsula Yacht Club serves 950 members and last year hosted 42 weddings and receptions, setting a standard among high class marinas.

Since that first marina acquisition in 2004, Morningstar has also acquired the Reserve Harbor Yacht Club in Pawleys Island, S.C., and the Bahia Bleu Marina, Savannah, Ga. Sink or Swim The similarity to storage has borne itself out for the Bensons, but not without at least a few “snappy” surprises. “You don’t have to deal with a whole lot of alligators in the storage unit business,” laughs Dave Benson. “But that’s exactly what we deal with at one of our South Carolina marinas.”

More mundane challenges include a larger seasonal labor component, food service, and a more prominent people and

greater charlotte biz

events aspect. At the Peninsula Yacht Club, their flagship, people and events take a front seat.

As a private membership club, the marina has to provide value to members beyond the use of attractive storage space.

So the Morningstar team instituted Friday night movie nights in the pool, Mad Hatter tea parties complete with etiquette lessons, Easter egg hunts, and mystery nights where attendees are challenged to act out – and solve – a whodunit-style mystery. “It wasn’t done before,” says Stephen. “Events were lean, so our idea is to build value for our members.”

In addition to regularly planned events, members can enjoy lunch or dinner in the dining rooms, or plan special events such as weddings and receptions. “It’s not just storage and a shop,” says Stephen. “It’s more like a country club, but instead of a golf course we have docks and a lake.”

While the Bensons agree that the endeavor has been mostly successful, they attribute part of that success to the skilled and talented people who work

with them, as well as the patience of the Yacht Club members. They also attribute it to good planning: “We started looking about five years ago, trying to understand the business and where we would screw up,” chuckles Dave. “Because we knew there was a chance we would absolutely screw up.”

Now, of course, all of their marina locations are doing very well, thank you. As a matter of fact, Stephen adds, “We are aggressively out there looking for more properties,. From Baltimore to Florida, we’re planning to add between six and eight marina properties each year.”

The only downside, says Dave ruefully, is not getting to spend as much time on the water as they’d like. “We thought that by getting into the marina business we’d be hanging around the marina from time to time. But the bottom line is, it’s a business.

So you’re talking to bankers and looking at numbers just like any other business.”

That’s not to say that the Bensons never get out on the water, though. In fact, they own a couple of antique boats, and Dave ®

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Peninsula Yacht Club, Inc. 18501 Harbor Light Blvd Cornelius, N.C. 28031 Phone: 704-892-9858 Owned by: Morningstar Marina Management, LLC, a division of Morningstar Properties, LLC in Matthews, N.C. (also owner Morningstar Storage Centers); Morningstar’s marinas also include Reserve Harbor Yacht Club, Pawleys Island, S.C., and Bahia Bleu Marina, Savannah, Ga. Principals: Stephen E. Benson, Chairman; Dave Benson, President Employees: 300 Members: 950 Founded: 1974 as the Outrigger marina; renamed in 1995; purchased by Morningstar in 2004 Coordinates: N35 28.12 W80 56.20 Boating Facilities: Marina has 405 Slips, ranging from 25-45 feet in length; each slip is equipped with water and electricity hookups, a locker box, and larger slips have wiring for cable and telephone; pump-out, fuel dock, and shower facilities; Business: Full-service marina (including 20,800-square-foot clubhouse, pool and store) developed by Crescent Resources (a real estate subsidiary of Duke Energy Corp., situated in a well-protected deepwater cove with easy access to the Lake Norman’s main channel.; full service dining room, lounge, and expansive patio where the emphasis is on casual good times and exceptionally good food;. ideal for business or special occasions such as weddings, meetings or family gatherings. www.peninsulayacht.com www.pyc-events.com

races speedboats for fun. And both men have diverse interests and backgrounds outside of storage and boating.

Going With the Flow The success of Morningstar belies its humble origins. Stephen Benson graduated with a B.S. from Augustana College in Illinois then obtained his M.B.A. at the University of Illinois. From there he followed a diverse but entrepreneurial career path which included working for International Harvester Company in South Africa and Paris, and subsequently joining his brother-in-law to become one of the very early Wendy’s franchisees, developing and operating several dozen Wendy’s Restaurants in Pennsylvania, New Jersey and Delaware. The restaurants were sold back to Dave Thomas in 1979 and the Benson family relocated to Charlotte. After that, Stephen started up Morningstar Storage in 1981 from scratch.

Dave Benson earned his master’s degree in art history from the University of Virginia and spent a few years working for Christie’s, the art auction house. But just as the marina business doesn’t mean spending all your time on the water, he discovered that the art auction business is more about business than art, and decided to go after an MBA with an eye toward helping in his father’s business. In 1996, he joined the business his father had built from scratch in 1981,

Morningstar Storage.

In the process of building the Morningstar business, the company has acquired and divested itself of any number of properties, usually selling in complex transactions to much larger companies. So much so, in fact, that the company has been asked by the media if it is getting into the buying and selling business. It is safe to say that the Bensons are on the constant lookout for good growth opportunities.

Sailing Forward Fortunately, following a strategy of staying close to home to develop the storage business, the company grew from a few storage locations in the early 1980s to more than 60 today. The name has become associated with pleasant service, attractive grounds (they’ve won several landscaping awards), and quality facilities.

Although they won’t be able to stay quite as close to home with the marina business, they plan to apply many of the same successful strategies: Creating and updating facilities to be pleasant and high quality; hiring effective management for each location; applying technologies and best business practices across the board; and gradually building brand recognition and loyalty.

Despite new challenges, the plan is working for Morningstar, even in the face of economic realities that many predicted

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would cause a downturn. The cost of gasoline, say many, keeps people at home, driving down business for marinas and other leisure activities. Stephen says they haven’t seen that happen at all.

In fact, he says, “It’s just the opposite.

Instead of a family trip to see the sights of America, people are going to stay at home

and ride around in boats.” Adds Dave, “It’s a great amenity right in your back yard.”

Business is good, and the Bensons are enjoying themselves. “We try to take the business seriously, but not ourselves,” laughs Dave. Stephen takes it easier these days than in the early days, but there is nothing he’d rather do than work with his

son on the business.

Dave agrees: “It’s a real treat to get to work with my dad. And we’ve got a great team at Morningstar, so we’re going to keep that rolling. Yesterday storage, today marinas, and who knows what’s next!” biz Heather Head is a Charlotte-based freelance writer.

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Buyer must qualify as a Bruster’s franchisee; see www.brusters.com.

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photo: Wayne Morris

Michael Smith President Charlotte Center City Partners

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by lisa hoffmann

[bizprofile]

A Triple-header for Charlotte Center City Pitches a New Baseball Stadium County Land

Mass Mutual Land Wachovia Land

Three Key Elements 1.The Park Optimize the location of the West Park with frontage on S.Tryon St.

2. Baseball Bring baseball back to Center City Charlotte

3. 2nd Ward Neighborhood Plan Jump-start the city’s Second Ward Neighborhood Plan

greater charlotte biz

O

ver the past few years, more than 50 development projects have been announced, broken ground, undergone renovation or reached completion in the city of Charlotte, representing investments of more than $3.6 billion.

These projects comprise thousands of housing units, 500,000 square feet of retail space, and 2.3 million square feet of office space. This kind of building boom doesn’t happen by accident; the urban core of Charlotte is pulsing to the beat of organizations committed to the city’s growth.

Charlotte Center City Partners is one of the organizations that works every day to promote the ® august 2006

27

city as a viable business arena and an

CCCP’s Triple-header

exciting place to live and play.

Founded in 1979 by business leaders, center city residents and city govern-

1. The Park

ment, its exclusive purpose is to

Proposed Location: Church, 3rd, Mint and 2nd Streets • West Park would be shifted to a synthetic version of Civitas’ (County’s park consultant – Third Ward Neighborhood Plan) first choice for the Park location, which was previously unavailable.

• West Park will connect to Tryon Street along a 25-50 foot wide Park Promenade with a Gateway on Tryon.

• West Park will also have connections to Tryon Street through the Latta Arcade and along 2nd Street.

• There is also an opportunity to connect to the Wachovia’s First Street project through an easement along Church Street as the current Power Building is redeveloped.

This easement will provide connectivity to the South Tryon cultural campus, Wachovia’s new 1MM square foot office tower, Duke’s headquarters and the Green and therefore the convention center.

facilitate and coordinate public and private development.

Last spring, Michael Smith came on board as president, moving from his prior position as chief financial officer at the Charlotte Chamber of Commerce. In just over a year, Smith and his colleagues have engineered a complex economic development plan involving land swaps, relocations and the construction of a new baseball stadium in Third Ward. Viewing the ambitious plan on maps and the bulleted list of transactions involving so many different parties makes you wonder how it can possibly succeed. Speaking to Michael Smith, though, makes you wonder why anyone doubts it will.

2. The Baseball Stadium Proposed Location: Mint, Graham, 2nd and 4th Streets A Man on a Mission Smith grew up in Greensboro and attended the University of North Carolina at Chapel Hill as an undergraduate.

He attained an M.B.A. at Kellogg

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• Affordable family entertainment with 71 home games per year is the perfect complement to the seasons of our Bobcats and Panthers.

• We suggest the City offer a similar arrangement as they provided the Panthers: a long-term land lease and necessary infrastructure improvements.

• The Knights and private sources are willing to fund the balance of the construction costs for a $34M Stadium.

3. Second Ward Neighborhood Plan Proposed Location: Marshall Park and Board of Education Property between 2nd and 3rd Streets • The Second Ward Neighborhood Plan would be initiated on the Marshall Park and the Board of Education property.

• Mass Mutual would begin to fulfill this plan vision with a mixed use project that may include office space and introduce more affordable housing options.

Graduate School of Management at Northwestern University in Evanston, Ill., and moved ahead in corporate positions at Lucent Technologies in Dallas and AT&T Communications in Chicago. Despite his corporate success, he yearned to settle back in his native state.

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While the city provides a long-term lease on the land, the Charlotte Knights and private investors would build a new baseball stadium at an approximate cost of $34 million.

The proposed baseball stadium would be located in the Third Ward and bordered by 2nd, Mint, 4th, and Graham Streets. Furthermore, it would be built adjacent to a new multi-modal transportation center, a new park and available parking.

“I was pretty committed to returning to North Carolina,” Smith says.

“Once you’ve lived here, you want to stay here.”

He took a job in First Union’s capital market department and moved to Charlotte. When he decided to become CFO of By-Products Interactive, a

greater charlotte biz

Chicago-based start-up, he commuted to Chicago rather than uproot his young family.

Smith left the Chicago start-up shortly after the 9-11 terrorist attacks.

“At that point they needed an accountant, not a CFO,” he says, so he took stock of what he wanted to do next.

After some soul-searching, he decided he wanted to do something missionbased, something with the potential to make a difference in peoples’ lives. He became CFO for the Charlotte Chamber of Commerce and stayed for three years.

“While contemplating a move to Center City Partners, I had the opportunity to talk to the likes of Krista Tillman, Jim Palermo and Michael Marsicano, and it became perfectly clear to me that Charlotte Center City Partners offered a unique opportunity to really serve the region,” he says.

Tillman is president of Bellsouth’s North Carolina operations, Palermo is executive in residence at Johnson & Wales University’s Charlotte campus, and Marsicano is CEO and president of the Foundation for the Carolinas. All three sit on the board of directors for Charlotte Center City Partners.

Smith became president of Charlotte Center City Partners in April 2005 and quickly set to work.

A Plan Takes Shape Charlotte Center City Partners is focusing on several major objectives for the urban core of the region in the fiscal year 2006-2007. It plans to create and implement a retail development strategy through the work of a specialized committee. Smith feels that it’s time to bring more retail outlets that are compactly positioned to serve the city’s residents.

The group also plans to work with the city and the Department of Transportation on a parking and wayfinding study that will reveal ways to provide consistent parking signage, more public and private parking decks, and to develop a parking consortium among local businesses.

“Not only will this make the city more visitor-friendly, but it also improves air quality when we can prevent having people circling around the city looking for a place to park,” Smith says.

In addition to its ongoing commitment to support growth of center city’s job base, the organization also plans to ®

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“Not only will this make

Charlotte Center City Partners

the city more visitor-

128 South Tryon St., Ste. 1960, Charlotte, N.C. 28202 Phone: 704-332-2227 or 1-888-4-CHARLOTTE Principals: Michael Smith, President; Moira Quinn, Senior Vice President of Communications, Chief Operating Officer Employees: 15 Established: 1979 Awards: Holds six International Downtown Association Awards for excellence in economic and cultural development initiatives.Also holds the International Economic Development Council’s Partnership Award for its work with First Ward.

Business: Dedicated to the promotion and enhancement of business, cultural, retail and residential initiatives in Charlotte’s central business district through the support of existing and relocating businesses in center city and Historic South End and the production of various events throughout each year. www.charlottecentercity.org

friendly, but it also improves air quality when we can prevent having people circling around the city looking for a place to park. ” ~Michael Smith, President

launch a marketing campaign to raise awareness of South End and uptown across the region.

As Smith and his staff turned to economic development, he reviewed the new park plan proposed for Third Ward. He thought its proposed location

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would prevent it from meeting its potential as an active, safe park.

“I don’t think Charlotteans are going to walk two and half blocks down Third Street to the park to spend 20 minutes on their lunch hour or between meetings,” Smith explains.

“We began to review the adopted 3rd Ward Neighborhood plan and review the recommendation of Civitas (the consultant) for the locations that would make the park more accessible.”

Smith looked to an adjacent parcel of land he thought was a better locale.

Bordered by Church, Third, Mint and Second streets, the 5.2-acre park could easily be connected to South Tryon Street by a 35-foot-wide park promenade with a gateway on Tryon Street, making it more accessible to workers, residents and visitors. It seemed like the perfect solution. There was only one problem: the land belongs

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to Mass Mutual Financial Group.

“We started talking to Mass Mutual and thinking about some of our other priorities, and what might work for them in terms of a land swap,” Smith explains. “Mass Mutual is highly invested in Charlotte and agreed to consider a swap.”

Wachovia owns a portion of the parcel and is agreeable to allowing Mass Mutual to purchase its portion if it will become a park.

Back in September 2001, the city of Charlotte launched the Second Ward Neighborhood Master Plan Study as part of the Center City 2010 Vision Plan. This study revealed a want and need for mixed-use development incorporating a pedestrianfriendly neighborhood with affordable workforce housing, connectivity and open spaces.

“This area was once known as the

“This plan has taken shape over the last months, and provides new energy behind a series of initiatives that will optimize the location of the West Park, bring baseball to Uptown Charlotte and initiate the grand vision of the Second Ward Neighborhood plan”, says Michael Smith, President of Charlotte Center City Partners.

“This is a remarkable public/private venture.”

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Brooklyn Neighborhood, a vibrant African-American community, but has since become primarily a government district,” Smith says. “The Second Ward Neighborhood Plan could bring vibrancy back to the area and honor its history.”

Charlotte Center City Partners examined Marshall Park and the Board of Education property in Second Ward as a possible offering for a land swap with Mass Mutual, allowing Mass Mutual to build a new urban village with a park in its center for the Second Ward.

To assemble the land in the Second Ward, Charlotte-Mecklenburg Schools must agree to relocate its headquarters. The County would compensate CMS for their land through funds created by the future property tax paid by this development.

“It’s a great opportunity for the school board to update an outdated and inefficient facility,” says Moira Quinn, senior vice president and COO for Charlotte Center City Partners. ®

T

hroughout the year, the Hood Hargett BCA hosts a series of business-tobusiness development events, business entertainment events and business training events exclusively for its members and their employees and customers. These are membership events, not available to the general public. You must join or be invited as a guest of a breakfast club member.

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Over the past few years, more than 50 development projects have been announced, broken ground, undergone renovation or reached completion in the city of Charlotte, representing investments of more than $3.6 billion.

Among the many new/ proposed additions to the Charlotte center city skyline are the following: Courtside, 230 Tryon, The Avenue, The Vue, The Park, M Street, The Renwick, 5th And Poplar, Skybox Townhomes, The Citadin, 210 Trade, Trademark, 1st Row, Luxury Lofts, Quarterside, The Garrison at Graham and Court 6.

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“We believe this gives the school system some choices it doesn’t have now.”

In early 2005, the Mecklenburg Board of County Commissioners asked Center City Partners to lead a AAA Baseball stadium site selection analysis.

Attendance at the AAA ball club’s games was sagging and talk of moving the stadium to uptown has waxed and waned over the years. The Site Selection Committee recommended three potential sites as South End, Memorial Stadium and the Third Ward park site.

Smith says. “As we began to piece together our land swap proposal, I revisited these recommendations and then contacted the Knights to measure their interest and appetite for funding a Stadium, if the premium location at 2nd – Graham – 4th – Mint were available. The Knights organization shifted to being willing to pay for the new stadium privately only for this location in Third Ward. It suddenly became clear to us what an incredible opportunity was becoming available.”

The projected cost of the new Knights stadium is $35 million, and the prospect of encouraging such an extraordinary investment in Charlotte energizes Smith. If the deal goes through, the Knights would be the only team in

the International League to own its own stadium.

Meeting the Bottom Line If all this sounds like a life-sized chess match, it is. If this proposal is successful, it could trigger many new projects in the Second and Third Wards. Citizens and elected officials are bound to have lots of questions, many that center around one big concern: How much is this going to cost us?

“This is a good investment for Charlotte. Financially, there’s no new

“As we began to piece together our land swap proposal, I revisited these recommendations and then contacted the Knights to measure their interest and appetite for funding a Stadium... The Knights organization shifted to being willing to pay for the new stadium privately only for this location in Third Ward. It suddenly became clear to us what an incredible opportunity was becoming available.” ~ Michael Smith, President

ask of the taxpayers to move the West Park – that was already in the budget in the other location,” he explains.

“The land swap would remove the burden of operating expenses for Marshall Park from the city and give it the opportunity to massively stimulate develop in the Third Ward. By offering the Knights a land lease deal similar to the one it offered the Panthers, the incremental contribution would be the infrastructure to facilitate the Knights’ $35 million investment.”

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Baseball Explainer How Can We Make This Happen?

1. Mass Mutual and Wachovia agree to make their property available so Charlotte can achieve the ideal park site for our main urban park. Mass Mutual agrees to purchase Wachovia’s contiguous land along 2nd Street and Mint.

RESULT: Land is assembled for a 5.2 acre park site 2. City swaps Marshall Park with the County for the current West Park site.

RESULT:The city has a pad for baseball 3. County & CMS swap Marshall Park and the Board of Education property for Mass Mutual’s assembled park site (see #1).

RESULT:West Park is in an ideal location 4. Mass Mutual develops a mixed use development on the Marshall Park and the Board of Education property (Second Ward site) consistent with the Second Ward Neighborhood Plan.

RESULT: City begins to realize the vision of the Second Ward plan 5. CMS is compensated for their land value through property tax proceeds created by the Second Ward development (see #4) and the proceeds are dedicated to build a new headquarters for CMS on the site.

RESULT: CMS build new headquarters across from the Government Center

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“Aha!” you’re thinking, that’s going to cost us! Smith has an answer at the ready. Center City Partners has been talking to landowners around the proposed ballpark and they are sharing development plans that hinge on the approval of this proposal. The plans include about $900 million of development.

“The city will recoup more than its infrastructure costs within a year after this surrounding development is built out,” he projects.

The Third Ward Neighborhood Association, Friends of Fourth Ward, and many of the city’s major employers have publicly opined in favor of the transaction.

Smith meets weekly with city and county officials, CharlotteMecklenburg Schools representatives, Mass Mutual and the Charlotte Knights organization to update and inform them

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“Bringing baseball back to center city will provide affordable family entertainment during 71 home games each season. Having a beautiful, accessible urban park will improve the quality of life of the people who live, work and play here.” ~Michael Smith, President

and keep the negotiations flowing. Like a house of cards, each piece of the transaction rests on another.

“Michael presents a compelling case based on facts and hardcore numbers,” Quinn says. “This is not just based on dreams and speculation.”

There’s more at stake here than just the city’s economic growth, according to Smith.

“Bringing baseball back to center city will provide affordable family entertainment during 71 home games each season,” Smith boasts. “Having a beautiful, accessible urban park will improve the quality of life of the people who live, work and play here.

Realizing the vision of the Second Ward Development Plan will recreate a vital and vibrant section of our city and provide affordable housing for the people who help keep this city running.

These are the tools that are going to allow us to mature as a community so we can become a place where it’s easy to recruit and retain the best talent in the world.” biz Lisa Hoffmann is a Charlotte-based freelance writer.

greater charlotte biz

Carolyn McKinnis Business Development E-mail: cmckinnis@landam.com

Hunter Meacham N.C. State Manager E-mail: hmeacham@landam.com

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Paul D. Lorenz Founder and CEO Lorenz Architecture, PA

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by ellison clary

[bizprofile]

Designing His Way Around

Lorenz Architects His Business Method to Suit the Client Explaining his business model, Paul Lorenz resembles Frank Sinatra crooning “My Way.” The driving force for starting Lorenz Architecture, PA, was that Lorenz wanted to serve clients his own fashion.

Lorenz logged 13 years toiling for others, briefly in Buffalo, N.Y., and then in Charlotte and Concord. He was with Carlos J. Moore and Associates in the Cabarrus County seat when he finally lit out on his own.

Throughout his career, Lorenz says, he could see better ways for operating an architecture practice. “I wanted to do things differently,” he explains. “I thought I wouldn’t be happy until I had my own office where I could do what I wanted to do – and do it right.”

He started Lorenz Architecture in April 2003, probably the absolute bottom of the Charlotte region’s slog through recession.

Still, his company grew. ®

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In a little more than three years, Lorenz has built his workforce to 10 employees and put together a fairly long list of projects in several areas, including churches, retail, office, medical and motor sports. From 1,000 square feet over an antique store and a coffee shop on Union Street, Concord’s main drag, the company is growing by 50 percent a year, he says.

Lorenz believes that growth will continue because he and his associates provide personal attention and value for their clients.

“At other firms, the client meets with somebody and then gets passed around from person to person,” Lorenz says. “You end up with somebody who didn’t start out with the project. I didn’t like that.”

So Lorenz does it differently.

“We make sure the client stays with the person who knows the project,” he says. “You get a better project that way.”

That’s not all. At his practice, Lorenz says, all telephone calls must be returned the same business day.

Clients are updated at least weekly. If important decisions are necessary, the client will hear from a Lorenz associate every other day. And Lorenz vows his project submission times will be 25 percent faster than any competitor.

Does the approach work? It did with NASCAR’s Robby Gordon. When the driver of the Number 7 Chevrolet wanted a quick job on a paint booth, Lorenz got with a contractor and knocked it out.

“Because of that, Robby wanted to meet with us and get us to do his race shop for him,” Lorenz smiles. “I don’t think he talked to any other architects.”

Lorenz justifiably calls the Mooresville headquarters for Robby Gordon Motorsports a “big project.”

Now in the design phase, it features a catwalk that allows fans to gaze down on the shop from a second-story perch, about 30 feet up. It also includes a museum, a race shop and a round glass area for car displays. According to Lorenz, the

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85,000-square-foot structure will be finished by winter.

It’s not the firm’s only motor sport venture. The fabled Wood Brothers racing team sought out Lorenz to retrofit a facility in Harrisburg. “They called us out of the blue,” says Lorenz, whose company showed them how to gut a 100,000-square-foot plant that made plastics and turn it into a display center for fast cars.

Designing the Venture Plunging into the entrepreneur arena at 40 wasn’t hard, Lorenz insists.

But he admits it was scary.

“The business came together pretty quickly,” Lorenz remembers. “I didn’t have any clients and I was in a 10-foot-by-10-foot room with Lee Shuman.” His first employee, Shuman is still with the firm.

Lorenz and Shuman banged on a lot of doors, promising quality, value and attention to detail.

“Hard work is why this business is succeeding,” Lorenz says. “We were customer-driven and we made sure we stayed in contact with our customers.

We’re still like that today. We try our best to communicate and be responsive. We work an awful lot of hours, but I feel it’s important to turn around a product when we promise.”

Lorenz firmly believes that reasonable fees and delivering value are key to growth. The firm offers project consultation without charge or obligation, as well as developing fees for feasibility studies related to site, floor plan and elevations that are appropriate for the project.

Where did that value-added mantra originate? “My dad was a hard worker,” Lorenz says. “I think he instilled a hard work ethic in me.”

The elder Lorenz was a high school principal in Watkins Glen and Ticonderoga, New York. The younger Lorenz pulled a three-year tour in the U.S. Army before attending the University of New York at Buffalo, where he earned a bachelor’s and master’s in architecture, finishing in 1992.

By early 1993, Lorenz and wife

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trust + strategy + integrity planning + insight + experience

“Daniel, Ratliff & Company is very efficient, thorough, and always produces excellent work. They have been our accountants for a number of years with no problems. Such a pleasure to work with.”

– John Campbell Mallard Head Golf Course

Michelle, also from New York state, were itching to get away from Buffalo.

They researched Atlanta, Charleston, and Charlotte.

Atlanta was saturated with architects, Lorenz says, and he found Charleston a bit too set in its ways.

Then he and Michelle visited Charlotte.

The Queen City happened to be hosting the NCAA Final Four college basketball tournament.

“My head spun around,” he laughs.

“I said, ‘We’ve got to move down here.’ We sold everything we had and came down.”

Lorenz joined Meyer-GreesonPaullin in center city Charlotte’s Latta Arcade, then hooked on with ClarkNexsen Architecture & Engineering, before connecting with Lincoln-Harris Properties. For three years, he served retail and commercial clients at Charlotte business cohuna Johnny Harris’s company before moving to the Carlos Moore firm in Concord.

Early on, Paul and Michelle Lorenz had picked Concord for their residence because they liked the pace and the town reminded Michelle of her roots in New York’s Finger Lakes region. Since he moved his professional career to Cabarrus County, Lorenz finds more chances to be with Michelle and their 6-year-old daughter Olivia.

Building from the Ground Up Maybe half his firm’s revenues come from what Lorenz calls the “Ecclesiastical” field. Among the churches he’s planned is the project he’s most proud of so far. It’s Cornerstone Baptist Church in Kannapolis, laid out in a half-circle and featuring an exposed wood structural system.

www.danielratliff.com 301 S. McDowell Street Suite 502 Charlotte, NC 28204 704.371.5000

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it all Adds up.

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Cornerstone Baptist Church

NorthEast Urology Clinic in Concord

A Lorenz design that has been built is NorthEast Urology Clinic in Concord. The medical office was occupied in April. Tim Arey, owner of Arey Properties and Windsor Construction of Concord, brought Lorenz into the project and enjoyed working with him and his firm.

“We hired Paul to sit down with the doctors and do the design process from the ground up,” Arey says. “He was very attentive. He’s responsive, honest and offers good value for his fees. I’m fond of Paul.”

Locust Town Center in Stanly County

Lorenz also likes his company’s design for the Locust Town Center in Stanly County. It’s a three-building,

Lorenz Architecture, PA 37 Union Street South, Ste. D Concord, N.C. 28025 Phone: 704-793-9933 Established: April 2003 Principal: Paul D. Lorenz, Founder and Chief Executive Officer Employees: 10 Business: Architectural firm focused on providing extraordinary customer service, creative and responsive solutions, and a commitment to finding construction and fiscal alternatives; specializes in the design of motor sports facilities, commercial offices, churches, historic preservation, retail centers, master planning and custom homes. www.lorenzarchitecture.com

Although it hasn’t been built, Lorenz feels it will be. The congregation of 200 is expecting to grow quickly to 300.

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Lorenz Leads With Casual Approach Lorenz speaks matter-of-factly and without notes or aids as he discusses the company’s history and future aspirations. He often presents almost as informally to prospective clients.

He acknowledges he sometimes loses a project to a company with a slick presentation, complete with PowerPoint slides, but says his simple approach keeps costs low.

As he sits for an interview in a cubicle, several of his associates can hear every word, but that’s alright because they include long-time friend and former college classmate Jim Fulton, lured from New York to Concord about a year ago, and Shuman, with him from the beginning.

Shuman interrupts Lorenz to ask about parking tickets on Union Street, where parking is free for two hours.

Lorenz shrugs. “Sometimes I take a chance,” he chuckles. “I get tickets when I park on the street.”

But the casual Lorenz manner belies a detailed strategy.

Though he is the firm’s sole owner, Lorenz is planning to bring two or three others into ownership roles. He’s got a profit-sharing plan, a 401(k) and group insurance. He won’t tell figures, but says revenue grows by 50 percent a year. His intent is to plow 8 percent back into marketing. And commitment to professional associations and civic organizations is a priority.

Every associate must understand the firm’s vision and how he or she helps accomplish it, he says.

What’s that vision? He puts it in everyday language: “We’re trying to be very customer-driven while providing

greater charlotte biz

real nice design work. We’re trying to do something that most firms don’t do – be responsive and competitive.”

In five years, Lorenz believes the firm will have 12 associates and will be in larger quarters, though still in Concord – historic downtown Concord, Lorenz emphasizes. “We’d like to buy a building and renovate it,” he says.

Another option involves the former Paramount Theatre, gutted for a mixed-use project he’s working on with Len Sossamon, a former Concord city manager. It’s on Union Street, too, and might make a nice office address.

Lorenz shares more ideas. “Maybe down the road, we could have an engineering component, civil or electrical,” he says. “We work with a lot of young people and we’re trying to stay on the cusp of technology, so I’m hoping to have somebody here who can do 3-D animation.”

To him, the hardest part of running a business is handling growth. “It’s deciding when to bring somebody on and at the same time keeping the payroll going,” he says.

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“We’re trying to be very customer-driven while providing real nice design work. We’re trying to do something that most firms don’t do – be responsive and competitive.” ~Paul Lorenz, Founder and CEO

Having more people at the company could help Lorenz, now 43, slow down a bit. Right now, Lorenz says, he’s working in excess of 60 hours a week.

The rest of his time is with family, leaving idle his former passions of fly fishing and woodworking.

But the schedule is fine, Lorenz says, because he finds architecture rewarding. “I’m going to have buildings here that will be seen for hundreds of years,” he muses. biz Ellison Clary is a Charlotte-based freelance writer.

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mixed-use retail/office center that will include law and medical offices, a pharmacy and restaurants. In all, it will encompass 80,000 square feet.

“We’re trying to give it the appearance that it’s been there for hundreds of years,” he says. “The materials, brick and wood, are products that were used 100 years ago. That’s one we’re real proud of.”

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Born to Ride: pictured (l to r) Brian Clark Partner Jeff Clark Partner The Cycle Xchange, LLC

There is perhaps no man-made sound more distinctive than the blistering brrrrooom of a V-Twin engine, followed by the deep, throaty echoes popping in the custom muffler chamber of a Harley-Davidson.

It’s this engine that distinguishes itself from the high-pitched squeal of racer cycles, and most enthusiasts consider the V-Twin the heart and the soul of a true motorcycle.

Enter TCX: the sanctuary of all things V-Twin and chrome, mechanical and magical, passion and performance.

TCX, short for The Cycle Xchange, is a humming custom motorcycle shop off the beaten path in Matthews that is fast becoming one of the most respected names in the industry.

The showroom, service and parts areas are fashioned in a classy set up that breaks the mold of the bike shop stereotype - clean and organized, spacious and glittering. But through the doors behind the TCX counters beats the heart of a lion, hell-bent on perfection, performance and a killer ride.

High Octane

TCX is a lot like a pipette full of motorsports recombinant DNA; it was created with a determination to harvest and merge the best genes from motorcycling and NASCAR. 42

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by susanne deitzel

[bizprofile]

TCX: NASCAR-INJECTED CYCLE PERFORMANCE Owners and siblings, Brian and Jeff Clark have an intimate familiarity with both passions. Both have been devoted riders for 15-plus years. Brian developed his business acumen in his father’s (Dale Clark) successful bond business, while also being an integral part of the 1999 Dale Jarrett NASCAR Winston Cup Championship Team. Jeff Clark became one of the most highly respected faces in the fraternal pits of NASCAR as jackman for Davey Allison, Ernie Irvin, Rusty Wallace and Dale Earnhardt Jr. While still working for ‘Junior’ as a gasman on the weekends, Jeff is perhaps better known for his talent as an engine designer/builder and car tuner. If it weren’t for both brothers’ down-to-earth manner of speaking and friendly smiles, you might think there was motor oil running through their veins!

Together with their staff, they have built TCX into a stable of maximum horsepower, high-performance thunder rigs, combining muscle with striking designs to impressive effect. The custom-build motorcycle nest plans on hatching about 15 to 20 custom rides this year to the tune of anywhere from $18,000 to $200,000 or more, apiece. That is twice the shop’s output for last year, its first in full operation, and the sky is the limit from here.

Industry reports indicate that motorcycle sales are at their highest level since 1979 owing to new interest by a wider age group and more women riders, and the broadening appeal of motor scooters and other small, less-expensive two-wheelers. New motorcycle sales were a $9 billion industry in 2005, and the Motorcycle Industry Council reports U.S. motorcycle sales are up for the thirteenth year in a row. Analysts say explosive growth in the custom cycle sector in recent years has contributed to the overall trend.

And that is a pretty good thing – because the brothers probably would have done it anyway! ® greater charlotte biz

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Dynoroom simulates Talking Shop the best conditions The Cycle with regard to temperXchange’s 12,000ature and airflow, and square-foot facility the drum that moves appears expansive the cycle wheel is condue to its layout and trolled by an eddy curattention to order rent controlling factors and neatness, but like weight and resistBrian Clark says they ance. It reproduces the will soon outgrow effect of the number or their current accomriders and terrain conmodations and plan ditions, like hills.” The to add on to the setup is outfitted with building within the sensors that read next year. fuel/air ratios, engine Currently TCX’s temperature, torque full-service shop and horsepower, and is boasts a general tech ventilated with a fresh pictured (back row, l to r): Ed Judge, Jeff Clark, Chris Mason; area, fabrication air duct, and exhaust (front row, l to r) Steve Brown, Andy Smith, Brian Clark, Mike Kelly room, a ‘clean room’ ventilation system.

Explains Brian Clark, “When you get for engine work, a welding room, and Says Brian, “The Dynoroom has a new bike, it is strongly suggested that the piece de resistance – a $100,000 become a huge asset to what goes on you put at least 500 miles on the engine soundproof ‘Dynoroom’ used to test and here, giving us a set of checks and balbefore you do any serious riding. The tune cycles after their assembly. ances that is both reassuring and rewarding. When a bike goes up on the ramp for a dyno-run, we get to see everything in action.” Since it is a pretty unusual (and pricey) feature for a shop, a lot of bike builders bring their bikes in to seat the cylinders and piston rings, break in the bike, and check out their own handiwork.

Custom design for frame detail and fitting goes on in the fabrication room, where steel skeletons are mocked up with cardboard templates before any metal is tacked on. The engine ‘clean room’ is where intuition meets precision metrology, and the expansive (and impressively clean) shop area corrals the talents of a crew of All-Pro master motorcycle mechanics that have been hand-picked for their keen eye, nimble fingers and obsession with performance.

Winner’s Circle While Brian Clark has had his fair share of glory days under the floodlights of NASCAR tracks, it’s hard not to notice his high regard for his brother Jeff’s contribution to the sport. “Jeff is probably the most famous, ‘infamous’

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person at any NASCAR event. He has spent 18 years working with the best in the business, and giving everything he’s got to the people he’s worked with. He’s a master, but a great guy with a lot of humility. As a result, we have a lot of friends who make what we do possible.”

By their own admission, the Clark brothers’ friends would make for a great kegger. Pinky pals include the illustrious roster of pro-racers the duo has worked with, including champions Jarrett, Irvin and Allison, not to mention the top-rated most famous sports figure in the world, Dale Earnhardt Jr. Jeff Clark also apprenticed under NASCAR legend and purported “God Of Horsepower” Robert Yates. To be sure, there is a strong brotherhood to these relationships, cemented firmly in place with the championship rings that TCX proudly displays under glass at its front counter.

These major NASCAR influences can be seen on several of the eight lifts in the TCX shop, but the most heralded projects are currently focused on the partners’ trademarked “Burnout Bike”

The Cycle Xchange, LLC d/b/a TCX 1030 Industrial Drive Matthews, N.C. 28105 Phone: 704-708-5828 Principals: Brian Clark and Jeff Clark, Partners Employees: 10 Business: Custom and customized motorcycle repair, tuning, service, manufacturing custom pipes and custom motorcycles.

Colorful hybrid of NASCAR performance paired with biker zeal. Product range: $18,000-$200,000 and up. Motorcycles serviced by a team of professionals who won the prestigious Daytona 500 six times, pulled into Victory Lane nine times at Talladega Superspeedway, and earned a Winston Cup Championship. www.thecyclexchange.com

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and a Dale Earnhardt Jr. bike custom designed for the Make-A-Wish Foundation auction.

The Burnout Bike was created not only as a work to showcase design and power, but also as a piece of performance art. At major bike rallies all over the country, sporting types retire to a ‘burnout pit’ where two cycles are pitted against each other in a standstill engine blowout, the winner of which is

traditionally the bike whose rear tire doesn’t explode.

That is, until the Clark brothers tinkered with it. By outfitting the rear assembly of their Burnout Bike with a custom right swing arm and NASCARlike lug nuts, rather than doing the walk of shame carting a fallen bike back onto the trailer, the Clarks’ team makes a dramatic pit stop tire change, to the awe of the audience. Now, arguably, ®

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Priced to sell quickly at $990,000 Offered by the Girl Scouts, Tarheel Triad Council For more information, call 336-274-8491 (Greensboro) or 800-672-2148 (within North Carolina)

august 2006

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TCX is the undeniable winner regardfor, what else? – a seven-day stretch to are proudly displayed in the service less of the burnout outcome. Featured record and capture the essence of the reception area of TCX, as well as in NASCAR Illustrated, the TCX motorsports scene. deceased cycle celebrity Indian Larry, Burnout Bike caught For those familiar the attention of with the American Budweiser, which has Chopper/Orange since contracted with County Chopper the Clarks take the bike franchise (and at to legendary Sturgis on this point, who its behalf. isn’t?), the similariThe Dale Earnhardt ties between it and Jr. Make-A-Wish bike is TCX are limited to also a wicked exclamathe fact that they are tion of NASCAR styling in the same indusand fanaticism. Its rear try, like a clean swing arm and shiny shop, and that the lug nuts also allow for team equals family. rear tire removal, and it The OCC and offis outfitted with a shoots are geared ‘Nacaduct’ (a cut in on mainly to ‘themed a NASCAR chassis to bikes,’ with notorifacilitate premium airously outrageous flow; on the bike it is bells and whistles Jeff Clark and Brian Clark stand beside a new motorcycle under construction more for visual effect created against a inside their shop off Monroe Street in Matthews. and a way to camoubackdrop of freflage switches), its oil tank pays blaquently emotional storylines, whereas paying a fine and firm tribute to the tant homage to the nose of a race car, TCX reads the whole story in the bike.

Clark’s heroes and friends. and its D-ring wheels are cut to resemNo more, no less. ble a race car. Add to that a splashy Comments Brian Clark, “Our dediFull Throttle orange paint job, fat tires, and the cation is not just to the look of the TCX has been touted in just about penmanship of Dale Earnhardt Jr. on bike, but to the ride-ability and the every major motorcycle magazine on the rear fender, and you have what performance of the ride. A lot of peothe market, their products have been could be sold at a market value of ple don’t realize that people spend featured in the now-ubiquitous upwards of $150,000. hundreds of thousands of dollars on Discovery Channel “Biker Build-Off,” But lest we forget we are talking bikes made simply to roll on and off of the Speed Channel devotes a fair cycles here, one can’t fail to mention a trailer ramp and sit in a showroom.” amount of screen time to Jeff Clark and the manic contributions of icons of the TCX’s bikes have killer paint jobs, the Dale Jr. Bike, and the relatively motorcycle trade as well. When TCX’s and designs that will knock your boots fledgling organization has quickly tumnascent business began by manufacturoff, but are FAST and most importantbled off the lips of industry heads and ing custom mufflers, they ran into perly – safe. “I cannot tell you how often enthusiasts alike at national bike rallies. sonalities like Dave Perewitz, Billy someone purchases an expensive bike The press is chomping at the bit to get Lane, and Matt Hotch, known in from one of the privateer bike builders at the Clarks, and they are also gearing motorcycle circles as gods of thunder and walks it into our shop because it up for their own television show on the and style in their own right. won’t stay together. We do a lot of Speed Channel called “Seven Days,” Autographed and group photos of all where Jeff Clark is recorded at venues (Continued on page 50) ®

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bizXperts: Smart Salvos, Select Strategies and Succinct Solutions

bizXperts biz

“real” business succession planning

Do you really have a succession plan for your business? If you left work today and for one reason or another never returned to your company, what would happen?

Does everyone know who would be in charge and who would make the decisions? Has a leader been selected and trained?

Who would own the stock of the company upon your death? Would it be your husband, your wife or your children, or a trust for the benefit of your children? Is this what you want? What does your will say?

Do you have any shareholders agreements or other documents that place the ownership, management, and control of the company in the hands of the people you would want to manage and control the company in your absence? Who would deal with the major customers you have always kept as “house accounts,” that you have the closest relationships with? How about your star salesman who accounts for a significant portion of the revenues of your business? Would he now join the competitor who had earlier offered him an ownership opportunity? Would you be able to keep all of your key employees? Who would deal with the bank?

If you left work today and for whatever reason (death, disability or retirement) never returned to your company, would your company not only survive your departure but also thrive after you were gone?

Even if you say, “I have plenty of life insurance or disability insurance which would protect my family,” what if, instead of dying or becoming permanently disabled, you wait until you are ready to retire before addressing these issues. Will you be able to retire when you want to and, if so, will you have the necessary financial resources to live the way you want to live in your retirement? Or will you have to work until you die because you have not planned for your own succession so that your company can thrive without you.

What we are talking about is succession planning. It is part of your strategic business plan. It’s a plan for how the business survives separation from the owner or founder – whether because of death, disability or retirement. It involves planning for the continuation of your business after you leave.

Three things have to be planned for: 1) the transition of ownership, 2) the transition of management and control of your business; and 3) the particular terms and conditions of your “exit” from the business.

Succession planning is a process that all closely held business owners will ultimately have to deal with. It is also one of the greatest unmet needs of closely held business owners.

According to a U.S. trust survey, 50 percent of closely held business owners would like to transfer their businesses to family members and key employees, but only 16 percent are

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able to do so. The others end up selling to outsiders.

Why is that? In most cases, it is simply because of poor planning (or no planning) and the failure to identify and prepare true successors who are ready, willing and able to take over. In fact, only one third of the “most successful” closely held businesses have succession plans which address all of the issues set forth above.

What are the prerequisites for a “successful” succession plan?

First and foremost, you need to have enough time between the development of your plan and your eventual exit as an owner in order to make mistakes. The biggest mistakes that owners make are lack of planning and picking the wrong successors. The only way to overcome these mistakes is to leave enough time in the process to correct them.

Ideally a business owner would begin implementing a succession plan at least 10 years prior to the owner’s expected exit. However, when your planning window is less than five years, the odds of implementing a successful succession plan diminish greatly.

Second, the business must be profitable and successful.

In other words, there must be something to transfer to the next generation of owners other than a liability. Some businesses cannot be transferred to the next generation. They simply don’t deserve to live.

The third prerequisite is a qualified team of advisors. No one person knows all the answers. Not you. Not your lawyer.

Not your CPA. Not your insurance and investment agent.

Succession planning is best done with the right team of advisors who have the right expertise.

Fourth, you need a facilitator who is trained and knowledgeable about not only the succession planning process, but also in methods of building consensus between all the parties and stakeholders who need to “buy in” to whatever plan is developed.

Fifth, you need a good process. One that goes beyond your lawyer saying, “Well, here is the form of a buy-sell agreement that a lot of people use and also, you need to contact your insurance agent so you can get a life insurance policy for the buy-sell agreement.” That is not a process.

In next month’s article we’ll discuss the particulars of a good succession planning process.

Robert Norris is managing partner of Wishart, Norris, Henninger & Pittman, P.A., a law firm which focuses on helping business owners define and achieve their business and personal objectives. Contact him at 704-364-0010 or www.wnhplaw.com.

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the way you see it If you change the way you look at something, you change what you are looking at!. At first glance it might seem overly simplistic, or new-agey, but if we are to discover new forms and create change, we should have a firm idea of how change begins.

And anecdote after anecdote bears out this simple rule – Change begins when one person sees something that others do not.

Take penicillin as an example. For many people, the contamination of a of petri dish by fungus was simply a ruined experiment.

But for Alexander Fleming, this mistake became the discovery of a miracle drug. The seeds of this discovery were planted in 1871 – 57 years earlier! – but penicillin would wait until someone was able to view an established phenomenon in a new way.

While organizational change might not seem as spectacular as the discovery of a miracle drug, the method is essentially the same. You can look at the same old thing in a brand new way or you can realize that the same old thing is not the same or old at all. Do you think that Sam Walton looked at retail the way everyone else did?

But changing what you see is easier said than done. Especially

when it is so comfortable to see things in the same way as those around us. But here is an exercise for you to try that may dramatically change the way you see the world around you.

The next time you find yourself in a meeting you don’t really want to attend, pick a common word (“this” or “and” or “that” – it doesn’t have to be anything special) and discretely keep a tally of the number of times it is used. This will keep the highly analytical and judgmental portion of your brain busy, so, at the very least, you will be freed up to notice a whole range of interactions and relationships that were hidden to you before.

And you might find that the meeting you were expecting is very different from the meeting you will have.

Put this revolutionary idea to the test for yourself. Change the way you perceive the situation and see if the situation changes.

Mike Whitehead is president of Whitehead Associates, Inc., a consulting firm specializing in leadership and culture development.

Contact him at 704-331-9091 or www.whiteheadassociates.com.

can we talk????

I often get questions about how to have important, and sometimes difficult, conversations in the workplace. It seems that many people are unsure about how to approach sensitive subjects with co-workers and subordinates. So, they often avoid these conversations altogether. That’s not usually a good idea.

Whatever the topic you need to address, here are a few pointers to help you do it appropriately.

1. Don’t assume you know what the other person is thinking.

I’ve seen occasions where the boss assumed the employee knew there was a problem and was knowingly being difficult. Once confronted, the employee was surprised to find out there was any problem at all. Rather than a reprimand, the employee needed coaching – an altogether different conversation. Ask questions.

Invite discussion. Don’t assume you know all that you need to know before the conversation begins.

2. Be clear about your desired outcome. If you’re talking to an employee about attendance, what are you hoping to achieve?

Do you want to understand what is causing the absenteeism so that you can work on solutions, or do you simply want the employee to know that you are unhappy? Do you want resolution, or is it time for the employee to go? Before we can be clear with others, we have to be clear in our own minds. Doing so will make your meeting more focused and productive.

3. Treat the other person as an adult. Too often, managers come across with a parental tone when having difficult

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conversations with employees. You’re both adults, so speak as adults. Be clear about the issue being addressed and invite problemsolving conversation. Don’t scold, address issues and seek appropriate solutions.

4. Determine clear follow-up steps. At times, the conversation can’t be concluded in one meeting. It may be that each party needs to consider what the other has said, or that research is needed to resolve the issue. Don’t feel pressed to finish if it isn’t feasible. Determine the next steps and decide when you will reconvene to continue the discussion. Talk about what you’ll hope to accomplish in the next meeting so that you can both be prepared.

Most people dislike confrontation, but it is not always avoidable in business. Better to address issues before they become catastrophes than to stew over them until you’re ready to explode. Good, adult discussion can accomplish a lot.

Denise Altman is President of Altman Initiative Group, Inc., a company that provides training to help managers and business owners deal more effectively with employee issues. Contact her at 704-708-6700 or www.altmaninitiative.com.

If you are interested in contributing to bizXperts, contact John Galles at 704-676-5850, ext. 102, or jgalles@greatercharlottebiz.com. biz

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(Continued from page 46)

Own This Bike! eBay Charity Auction Benefits The Make-A-Wish Foundation Featuring this Dale Earnhardt Jr. TCX Chopper

eBay charity auction bidding begins September 29, 2006 at 8pm Pacific; Winner presented with bike at 7th Annual Celebrity/Sports Auction in Charlotte October 24, 2006.

Visit: www.ebay.com/dalejr or www.CelebritySportsAuction.com

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• Autographed by Dale Jr. • Trademark rear single-sided swing arm frame • Weld Racing Wheels, lug nuts and 330 mm tires.

• Electronics concealed in custom enclosure under seat • One-piece fuel tank featuring Dakato Digital speedometer • Powered by S&S Cycle • Black, Orange and White Graphics • Market Value $150,000+ • Built in 5 months • Parts donated by vendors

Emily Grant

Emily’s 01 Accord

Emily’s color choice

Emily Grant, we’d like to buy back your ’01 Accord and put you in that blue ‘05 Pilot you test-drove last Tuesday.

American Honda

ou Emily, pyass can’t up! this

repair, and sometimes complete rebuilding of bikes that simply weren’t made right.”

The Clark brother’s considerable resources have been devoted to the best technology, best tools, and best minds and hands in the business.

“When it’s all said and done, the most valuable asset we have is our team. We have the best people in the business, bar none. Under this roof there is a talent, a chemistry, a passion and a groundedness that are simply unsurpassed,” concludes Brian.

While it is hard for many people to fathom anything better than 46 Winston Cup wins, or the connections and fun they have afforded, it seems undeniable that the best is yet to come.

The combination of talent, a focus on performance, and an ardor for anything loud, fast and American, will take TCX right on down the highway. biz Susanne Deitzel is a Charlotte-based freelance writer.

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[biznetwork] Thank you to our advertisers who make this publication and its distribution to over 100,000 readers possible! Enjoy their products and services as Charlotte’s leading business-to-business suppliers.

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Business Owners – Don’t miss it! August meeting – “All Systems Go” After examining all your internal strengths and weaknesses and analyzing all the external opportunities and threats, you have built your corporate plan of action.

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Prepare to launch your plan with “All Systems Go!” That will be our focus at our August meeting. Come and join us!

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Our meetings are packed with practical information you can use to improve your business and reach your goals. Join today and become part of this exciting and worthwhile group.

For specific dates, times, locations and membership information visit www.business-success-institute.com or call Denise Altman at (704) 708-6700.

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[bizview]

The Charlotte Region:The View from Another Perspective

ll St. Caldwe

St. Brevard

St. College

Tryon St .

Church S

t.

Charlotteâ&#x20AC;&#x2122;s Central Business District will witness dramatic changes over the next few years with the addition of another Wachovia tower, several high-rise condo buildings, and perhaps even a baseball stadium.

Bobcats Arena

8th St.

7th St.

6th St. 5th St.

Trade St.

4th St. 3rd St.

BOA Stadium

Convention Center

N

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2nd

St.

Aerial, Architectural and Stock Photography Larry Harwell 704-334-7874

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Featuring Executive Homes in the Charlotte Region RIVER HILLS WATERFRONT Lake Wylie, South Carolina Enjoy a private getaway and boat slip on beautiful Lake Wylie. Set within a gated community, this one-owner home was custom-built to perfection. It features two master suites, two guest bedrooms, two offices and endless storage.The great room, sunroom and oversized recreation room, complete with large-screen television and wet bar, are outstanding. 4BRs/3.2BAs MLS# 601989 - $1,200,000 Property Address: 10 Blackberry Lane

Kay Grigsby – 803-322-7024 www.kaygrigsby.com

PRISTINE SETTING Charlotte, North Carolina This custom-built brick home is situated in a park-like setting on 2.84 acres. It features hardwood floors and 9-foot ceilings on the main level and has been freshly painted. A stunning waterfall flows from the whirlpool tub to the heated gunite pool. Convenient and desirable Carrington community offers tennis courts, pool and clubhouse. 4BRs/3.1BAs MLS# 602081 - $599,900 Property Address: 4709 Coburn Court

Lee Reynolds – 704-996-1351 www.allentate.com/leereynolds

MYERS PARK MASTERPIECE Charlotte, North Carolina Rich, graceful details are brought to life in this unique, Europeanstyle home. The interior features stunning stone accents and beautiful Eastern growth pine floors. The exterior offers casual dining and relaxation on the fabulous covered veranda. All of this rests on more than half an acre on a quiet block of Queens Road West. 4BRs/5.1 BAs MLS# 585026 - $2,650,000 Property Address: 1120 Queens Road West

Lauren Campbell – 704-364-6400 www.allentate.com/laurencampbell

UNION COUNTY UNIQUE Waxhaw, North Carolina Enjoy all Union County has to offer, great neighborhoods, schools and taxes.This spacious home features large, inviting living quarters with heavy moldings, trim and built-ins. Granite countertops, antique-finished cabinets and stainless steel appliances are found in the gourmet kitchen.The large, unfinished, walk-in attic has been pre-wired and plumbed for a bathroom. 5BRs/4BAs MLS# 603786 - $649,900 Property Address: 7405 Stonehaven Drive

Ellen Watkins – 704-449-5833 www.contactellen.com

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How a team of heart specialists helped Hugh McColl make the best investment of his life.

When Hugh McColl, the man who changed American banking, learned he needed heart bypass surgery, he chose the team that has outpaced all others for years. He chose the Carolinas Heart Institute at Carolinas Medical Center and the Sanger Clinic’s Dr. Mark Stiegel.

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