Greater Charlotte Biz 2008.06

Pe ak 1 0 , In c .

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M ee ti ng St reet B uil d ers , LL C

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T h e Fi n l ey G ro up, I n c .

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june 2008

Graduates

Arthur J. Gallagher President Johnson & Wales University Charlotte Campus

5601 77 Center Dr., Ste. 250, Charlotte, N.C. 28217

CHANGE SERVICE REQUESTED

G

ourmet

PRSRT STD U.S. Postage PAID Permit No. 505 Charlotte, NC

JWU’s Ingredient to Charlotte’s Success

*

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in this issue

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cover story

Johnson & Wales University Fresh from graduating its first four-year class, Johnson & Wales University has taken its place as a major influence in the Queen City and the 16-county region. Many people agree with President Art Gallagher that the area would be much different today without the school that offers instruction in business and hospitality curricula as well as its marquee discipline of culinary arts.

12

Windshear Windshear is already creating buzz around the region and beyond as the only commercially available full-scale, single-belt, rolling road wind tunnel of its kind in North America. Their technology has them positioned to change and advance the racing industry.

18 bizlife

Meeting Street Builders Joe Roy’s Meeting Street communities have distinguishing marks of quality, blending modern advances with classic styles in superior locations giving their customers a sense of belonging, pride and easy access to the active lifestyles they lead.

28

The Finley Group Turnaround Management was still a boutique industry when The Finley Group was formed in 1985, making them one of the country’s first firms focused solely on pulling companies through severe financial crises.

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departments publisher’spost

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bizXperts Smart Salvos, Select Strategies and Succinct Solutions

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employersbiz Legislative and Regulatory Highlights for Area Employers

10

bizlife Pursuing a Balance of Business and Life

18

biznetwork

37

ontop

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executive homes Luxury Homes above $500,000

IBC

on the cover: Arthur J. Gallagher President Johnson & Wales University Charlotte Campus

Peak 10 Hardware and software can be replaced, but data is invaluable to any business. There is a growing need for backup, safe storage and redundancy of that data and it is Peak 10’s business to make sure their critical business data and enterprise remains secure.

Photography by Wayne Morris

www. grea tercha rl ot tebiz .c om

[publisher’spost]

Top of Mind Awareness in Rough Times There’s no doubt that we’re in a very soft economy.

Businesses cut costs when times are lean, and sometimes advertising is on the list of items to cut. I have a better idea. Now is the time to increase your advertising budgets. At least, make sure you target your limited dollars to reach those prospects most likely to buy from you. Keep your advertising focused on your most likely customers.

There is some evidence that the economy may be bottoming out. Even Ben Bernanke is offering some cautious words about “financial markets starting to work better, but still not functioning normally.” We certainly have lived with a torrent of bad news over the last nine months from banks, mortgage companies and home builders. While Charlotte’s housing sector is feeling the slump, there are still 28 construction cranes standing tall alongside all the construction sites in center city Charlotte. Business activity in many sectors continues to grow.

As the recovery becomes more evident to you and your company, will you be ready to take advantage of the economic upswing? Is your business ready to capitalize on the improved economic conditions? Is your business in a top-of-mind awareness position with your customers and potential customers? If it is, it got there because you’ve done a good job of marketing to your audience. If your company is not the first one your potential customers think of when they need certain products or services, you’ve got some work to do.

You can be sure that if customers don’t think of you first, they’ll be thinking of your competitor first. When the economy brightens, whom do you think they’ll call?

Unless or until you improve and expand recognition of your business name or your brand, you will be forgotten. That’s why there’s no better time than now to promote your business.

As you can see by looking through this magazine, our advertisers have not stopped advertising. Many have increased their ad budgets. Our readers continue to read.

Your message continues to be read. And soon, if the prognosticators are right, more customers will start spending more money again soon. Most didn’t even stop—they just tightened up their belts temporarily to ride out the bad times.

It’s as important as ever for you to plan your ad budget. You need to make the smart choices about where you spend that budget and what messages you’ll be sending to your prospects. Be consistent. Make it interesting; even entertaining. Make it fun for your customer. Increase your visibility. Educate your customers and your prospects about all that you do. You may even sell more services or products if they knew more about all that you make or do.

Top-of-mind awareness should be your goal. If you make the investment and make the right choices, you will be top-of mind and the first to be called. As the economy turns around, you’ll be right where you want to be. biz

June 2008 Volume 9 • Issue 6 Publisher John Paul Galles jgalles@greatercharlottebiz.com

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

Creative Director Trevor Adams tadams@greatercharlottebiz.com

Editorial & Sales Assistant Janet Kropinak jkropinak@greatercharlottebiz.com

Account Executives Joe Gleason jgleason@greatercharlottebiz.com

Sue Williams swilliams@greatercharlottebiz.com

Contributing Writers Ellison Clary Casey Jacobus Janet Kropinak Vivian McMahon Contributing Photographers Wayne Morris Janet Kropinak Galles Communications Group, Inc. 5601 77 Center Drive • Suite 250 Charlotte, NC 28217-0737 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 2008 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 704676-5850 x102.

Greater Charlotte Biz (ISSN 1554-6551) is published monthly by Galles Communications Group, Inc., 5601 77 Center Dr., Ste. 250, Charlotte, NC 28217-0737. Telephone: 704676-5850. Fax: 704-676-5853. Subscription rate is $24 for one year. POSTMASTER: Send address changes to Greater Charlotte Biz, 5601 77 Center Dr., Ste. 250, Charlotte, NC 28217-0737.

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june 2008

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www.carolinasmedicalcenter.org

It’s no secret who nurtures a family.

It’s no surprise who nurtures the region’s women.

We nurture your health by conducting more clinical trials to provide hope in the fight against cancer, and win more awards for quality care than anyone else in the region. In fact, our uncompromising excellence and commitment to care give you more of everything. It’s who we are at Carolinas Medical Center.

Uncompromising Excellence. Commitment to Care.

[bizXperts] Smart Salvos, Select Strategies and Succinct Solutions

a thrilling way to save your business money!

Okay, maybe it’s not exactly thrilling, but take a minute to think about your answers to these questions: 1. Does your business have to pay out accrued vacation and sick leave upon termination of an employee’s employment?

paychecks unless you institute a legal proceeding against them.

3. You may violate an employee’s protected expectation of privacy on their business computer by

2. Is your business permitted to deduct from an employee’s pay-

accessing information on it, unless you have a prop-

check costs incurred by the business from that employee’s improper

erly written policy stating that the computer is busi-

actions or theft?

ness property and that they should not have any such

3. Can you, the business owner, access information on your employee’s business computer or e-mail account?

4. If you discover serious employee misconduct, can you terminate an employee’s employment immediately?

5. What should your employees do if they believe they’ve been harassed or discriminated against?

If you do not have a good written employee handbook, the answers

4. An improperly drafted employee policy or handbook can remove your employees from “at-will” employment status, meaning that you cannot terminate their employment for misconduct without completing a discipline procedure or enduring a certain period of continued employment.

5. Businesses without well defined anti-harass-

to these questions can be in doubt and cost your business valuable time,

ment and anti-discrimination policies can lose

money and effort. While an employee handbook isn’t necessarily as

opportunities to address problems that arise

stimulating to create or read as a Harry Potter novel, it is certainly

efficiently before they become subject to an

worth the cost and effort to produce.

investigation or expensive lawsuit.

Hiring, managing and working with employees, even in small num-

Employee handbooks can help save

bers, are major undertakings for business owners. Employees are the

money, time and effort in many other

face of the business to the public, are responsible daily for the most

ways than I’ve listed in this article. How-

important assets of the business, and have the ability to cause the

ever, many business owners fail to use

biggest problems for a business through their actions or inactions.

this cost saving tool to the fullest extent

Thus, your employees can be one of the greatest assets as well as one of

possible. Even if your business has only a

the greatest liabilities for your business.

few employees, it is worth the owner’s

There are a multitude of laws and regulations that help guide and

Eric Bass

expectation.

work to develop good written employ-

control the employer-employee relationship. These laws often allow

ment policies and/or an employee hand-

options for the employer to define the terms and conditions of the

book. These written policies and handbooks need not be large

employment relationship. However, if the employer chooses not to take

encyclopedias, but they should be drafted to suit your business. You

advantage of his or her ability to define the relationship properly, these

should generally seek the counsel of an attorney or human resources

laws will do it for the employer. In those instances, they will usually do

expert located in the state or states where your business has employees

so to the advantage of the employee. Isn’t it worth some real effort to

to help prepare your policies.

make sure your business uses the opportunities provided in the most practicable and effective way possible?

Lastly, do not go through the time and effort to prepare these policies and just stick them in a drawer. Employee policies and handbooks

Let’s just look at the possible answers to the questions above under

need to be published properly to employees. They also need to be

North Carolina and applicable federal laws for some examples of how a

updated on a fairly regular basis in order to keep up with changes in

properly written employee handbook can save the business money.

technology, the size and nature of your business and applicable laws.

1. With regard to the payment of accrued vacation or sick time to

While you did not necessarily go into business to prepare and update

departing employees, if your business does not have a written and pub-

employee handbooks, with the proper assistance and guidance you can

lished policy putting limits on accruals of paid leave or stating that pay-

put these protections in place without too much strain, yet producing

ments of such leave are limited upon termination of employment, your

many significant cost and time-saving benefits. And saving time and

business will generally have to pay unlimited accrued time to all

money always provides a thrill!

employees or pay departing employees their accrued time.

2. Without properly drafted written policies and very specific writ-

Eric Bass is an employment lawyer with Wishart, Norris, Henninger & Pittman, P.A., a law firm focused on serving the needs of business and

ten consents from the employee, your business usually cannot deduct

business

expenses resulting from their misconduct or even theft from employees

www.wnhplaw.com.

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owners.

Contact

him

at

704-364-0010

or

visit

www. grea tercha rl ot tebiz .c om

Smart Salvos, Select Strategies and Succinct Solutions

[bizXperts]

optimists have the last laugh Luke Johnson in The Financial Times says it best, “If you want to get

corporations. Second, the company has paid uninter-

depressed every morning, tune in to [insert any daily news program].

rupted dividends since 1899 through two world wars,

[Y]ou will hear an unremittingly grim view of the world—a diet of politi-

the Great Depression and 18 different presidents. Third,

cal wickedness, terrorism, global warming, looming recession and other

payouts have increased every year since 1976. Fourth,

catastrophes…According to them, it seems as if everything in the modern

dividend growth averaged 8.9 percent annually since

world is terrible, and getting steadily worse.” [Across the Atlantic, it’s not much different from our own American media, is it?]

1951 vs. inflation at 3.8 percent a year. Since 1975, the Bill Staton

dividend rose even faster—at an 11.7 percent annual

“What is wrong with more celebration of success—be it in medi-

clip. Fifth, the stock recently closed yielding 3.89 percent. The last time it

cine, science, architecture, business or public life? Why is the

yielded that much was in 1985 when the 10-year Treasury yielded more

slant so often doubting, the style so ominous, the approach one of doom? What purpose does it serve to publish and transmit ever more sensational warnings about health threats, bankruptcies and falling house prices?”

Here’s Johnson’s conclusion, which we hope you’ll take to heart, “Overall, there has never been a better time to be

than 10 percent. Today’s yield is even higher than the 10-year note.

Approach the stock this way. One, you can buy the 10-year T-note with a 3.59 percent yield. Ten years from now you’ll still get that same yield. That’s not even enough to cover inflation, much less taxes, if owned outside a retirement account.

Or two, you can buy GE shares while they’re really beat up. You start

alive—yet you would not know it from television or the

off with a yield of 3.89 percent. Let’s say the dividend averages growth

papers. But optimists have the last laugh—history shows

halfway between the two rates mentioned above, 8.9 percent and 11.7

they are always the long-run winners.”

percent, which amounts to 10.3 percent per year going forward.

And speaking of optimists, optimists should be buying General Electric (GE).

First, GE is one of just a handful of AAA-rated U.S. public

Bill Staton, M.B.A., CFA, is chairman of Staton Financial Advisors LLC, a money management firm. Contact him at 704-365-2122 or visit www.statonfinancial.com.

what makes a good employee?

People are the heart of our businesses. We can make great strides

times, we as the supervisors may be sending mixed

when we have the right people, and we can be terribly distracted when

messages. If you want your employees to be good

we don’t. We usually talk about this from the boss’s perspective. Today, I

employees, make sure you do the following:

thought we’d talk about it from the employee’s side. Our fictitious

1. Set clear expectations. This should start before

employee’s name is Dana. Here’s what she has to say:

they are ever hired. If you don’t know what you’ll want

“I want to be a good employee. I was brought up to work hard and take my job seriously. I like what I do. But, sometimes, I think I have a disconnect with my boss when it comes to what I’m expected to do and how I’m expected to do it.

Just the other day, for instance, I was faced with an upset customer.

He wanted to return an item beyond the allowable time period shown

a new employee to do, how can you possibly hire an Denise Altman

appropriate person?

2. Give feedback. Don’t assume people know when they’re messing up. What is obvious to you may not be to them. Talk with them regularly about their performance—good and bad. Instruct them in ways to improve their performance.

on his receipt. He was really very angry and couldn’t understand why

3. Share the bigger picture. Employees can’t work effectively in a vac-

two days made that much difference. I looked at our sign at the customer

uum. If they know how their performance affects others and the com-

service desk, and it said ‘Customer Satisfaction Guaranteed.’ So, I let him

pany as a whole, they can make better decisions when faced with a

return the item.

dilemma.

My boss was furious. He said I didn’t follow policy, and I was reprimanded for it. When I asked him which policy I was supposed to follow, he thought I was being a smart aleck and stormed off. I’m confused.”

Sometimes employees don’t perform because they don’t care. Other

purs uing a bal ance of busines s and life

Most people don’t come to work to fail. Do your part to help them succeed.

Denise Altman is president of Altman Initiative Group, Inc., helping companies develop better hiring and employee management processes.

Contact her at 704-315-9090 or visit www.altmaninitiative.com.

june 2008

7

[bizXperts] Smart Salvos, Select Strategies and Succinct Solutions

intentional leadership 103: compliance versus commitment At first glance, compliance might seem like a pretty attractive idea.

After all, don’t we want our employees to produce, perform and deliver?

Hasn’t the carrot and the stick worked for centuries?

Well, yes and no. Incentivizing and penalizing employees can create compliance. However, once an organization meets (or doesn’t meet) its objective, the company needs to come up with a bigger carrot (expensive), produce a bigger stick (costly in morale), or hire a new rabbit (costly on both points). My guess is that these are undesirable options for a company that wants to achieve great results.

But the biggest problem with compliance can be found in the very definition of the word. When we ask or expect our employees to comply, we are literally asking them to “conform, acquiesce or yield.” Do you really want a building full of people whose main purpose is limited to these three options? I suggest if the answer is yes, your results are likely predictable, you may be having a hard time getting people motivated for the next objective, or perhaps the performance of your people is actually slipping.

This is because in the state of compliance, people are creating results to mold to the expectations of a person, goal or set of rules, and that’s it.

The objective is to meet the requirement, and stop. Create a new requirement, comply, and stop. When individuals are required to constantly

chase a goal external to their deeper interests, the net effect is to create a treadmill where the greatest result— personal satisfaction and next-level performance—is never fulfilled.

Since we are interested in great results, let’s look at the other possibility. To create commitment, give employees an opportunity to develop and enroll; to become an Mike Whitehead integral part of the mission. Allow people the freedom and creativity to invest their gifts and their personal vision in the actual outcome. Success for the committed employee is its own reward.

To create these conditions: (1) Hire people for the gifts that they bring, and appreciate them for it; (2) Involve people in the decisions closest to them; and (3) Lead people to connect with a purpose greater than themselves.

Every person in an organization, regardless of position or skill set plays a critical role in the company mission. Whether that employee sees that role as one of mere execution or contribution is up to the leader.

Mike Whitehead is president of Whitehead Associates Inc., a consulting firm specializing in leadership and culture development and founder of The Center for Intentional Leadership. Contact him at 704-366-5335 or visit www.whiteheadassociates.com.

24 Years In Business

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www. grea tercha rl ot tebiz .c om

You Are Invited TO BECOME AN EXCLUSIVE MEMBER OF THE HOOD HARGETT BREAKFAST CLUB IN 2008

HOOD HARGETT BREAKFAST CLUB The Premier Business Development Organization for Success-Minded Charlotte Business Owners.

UPCOMING GUESTS September 12, 2008 Lee Woodruff Public Relations Executive and Freelance Writer

THE HOOD HARGETT BREAKFAST CLUB IS A ‘CATEGORY EXCLUSIVE’ BUSINESS DEVELOPMENT ORGANIZATION THAT DEVELOPS AND

HOSTS SOME 36 EVENTS THROUGHOUT THE YEAR FOR ITS MEMBERS

AND GUESTS. THE GOAL OF THESE EVENTS: TO PROVIDE SUCCESSMINDED BUSINESS OWNERS WITH FIRST-CLASS VENUES TO ENTERTAIN THEIR CLIENTS AND PROSPECTS.

HHBC

October 10, 2008 Doug Lipp Former Head of Training at Walt Disney University

TAKES GREAT PRIDE IN CREATING A PRO-ACTIVE,

PROFESSIONAL-YET-CASUAL ENVIRONMENT THAT GIVES MEMBERS AND GUESTS THE CHANCE TO MEET AND LEARN MORE ABOUT EACH OTHER AND THEIR RESPECTIVE COMPANIES.

THESE OPPORTUNITIES

TO DEVELOP NEW BUSINESS RELATIONSHIPS AND ENHANCE EXISTING ONES ARE KEY TO THE ON-GOING SUCCESS OF HHBC.

November 14, 2008 Dick Hoyt Team Hoyt Motivational Speaker

CALL JENNIFER SNYDER AT 704.602.9529

[employersbiz]

Legislative and Regulatory Highlights for Area Employers

EMPLOYEE RETENTION IS A GROWING CONCERN

RECRUITING COSTS

variety of other profit-drain-

1. Recruitment of replacements, including

reported a focus on reten-

ing consequences, such as

administrative expenses, advertising, screening

tion to ensure continued

training cost, costs to the

and interviewing, and services associated with

success despite economic

organizational culture and

selection, such as security checks, processing of

fluctuations in the near

onboarding and offboarding

references, and, possibly, psychological testing.

future. However, the dis-

costs. For a list of other costs

2. Administrative hiring costs.

connect between employers

of turnover, see the corre-

3. Lost productivity associated with the interim

and employees around job

sponding list from Sigma

period before a replacement can be placed on

In Charlotte, employers

satisfaction and workplace environ-

Assessment Systems:

the job.

ment make retention a difficult propo-

www.sigmaassessmentsystems.com

4. Lost productivity due to the time required for

sition. The focus on retention is a

/articles/empturnover.asp.

a new worker to get up to speed on the job.

proven strategy at any time because it

In Charlotte, the tenure has not

5. Lost productivity associated with the time that

can increase productivity and dra-

changed dramatically in the past 12

co-workers must spend away from their work to

matically reduce HR costs and

months, but it remains below the

help a new colleague.

improve performance.

national average. The average tenure

6. Costs of training, including supervisory and

for respondents was two to three years.

co-worker time spent in formal training, as well

instituted a bonus initiative, increased

However, more disconcerting for

as the time that the worker in training must spend

paid time off and allowed for a more

employers is the number of employees

off the job.

flexible work schedule to increase

who are on the lookout for their next

7. Costs associated with the period prior to vol-

retention. Another employee at a top

position. Most employees are circulat-

untary termination when employees tend to be

Charlotte company said they view

ing rĂŠsumĂŠs or would be open to a new

less productive.

retention as a top priority, but admits

opportunity. Half of currently

8. In some cases, costs associated with the com-

that they are not taking any steps to

employed professionals in Charlotte

munication of proprietary trade secrets, proce-

improve it. This is a more common

are actively searching for their next job,

dures and skills to competitive organizations.

approach among businesses nationwide.

and 22 percent are passively searching.

9. Public relations costs associated with having a

Turnover costs vary according to

One major Charlotte company

Only 28 percent of the local work force

large number of voluntary or involuntary termi-

the position but have been averaged at

have no plans to leave their current

nations in the community spreading gossip

about 150 percent of annual salary for

employer. (Accrue Partners, 2008 Char-

about the organization.

a knowledge worker and can include a

lotte Employment Trends, April 16, 2008)

10. Increased unemployment insurance costs.

(Sigma Assessment Systems; Courtesy of Accrue Partners)

June 20th: National Take Your Dog to Work Day

Greater Charlotte Biz staff, ¨ heartily Shiloh and Zoe, approve this initiative

The American Pet Product Manufacturers Association reports that allowing pets in the workplace increases productivity, decreases absenteeism, improves morale and camaraderie, reduces stress and anxiety, and encourages employees to work longer hours. Half of all American households have at least one dog or cat that they treat as family members, says the Society for the Prevention of Cruelty to Animals.

First celebrated in 1999, Take Your Dog To Work Day was created to celebrate the great companions dogs make and to encourage their adoption from humane societies, animal shelters and breed rescue clubs. This annual event encourages employers to experience the value of pets in their workplace for this one special day to promote pet adoptions. (The Employers Association; www.takeyourdog.com)

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Legislative and Regulatory Highlights for Area Employers

[employersbiz]

DRIVING COSTS 63 CENTS A MILE AND GOING UP North Carolina motorists

driven because two-thirds of the dollars spent in

owner would spend, on average, $9,416 for insur-

will pay an average of

operating a motor vehicle are fixed, but a person’s

ance, maintenance, gasoline, tires, taxes, registration, depreciation and finance charges, this year.

out of pocket expenses will be less.”

63 cents for every mile they drive their

AAA’s calculation of driving costs looks at the

car in 2008, an

total operating costs per mile and the total ownership

increase of 14 cents

costs per mile, adding them to get the total cost per

per mile over 2007, and the

mile, with the total cost per year based on driving 15,000 miles a year.

largest one year increase ever, according to AAA Carolinas.

The most expensive ownership cost per mile is depreciation, $3,952 a year, or 26 cents a mile, for a motorist driving 15,000 miles a year. Depreciation accelerates if the vehicle is driven more and decreases when a vehicle is driven less.

Other ownership costs includes insurance at 5.6

At today’s prices that translates to an extra cost

cents a mile, finance charges at 7.9 cents a mile, and

of over $2,000 for a person driving the average car

license, registration, and taxes at 5.8 cents a mile.

15,000 miles due to increases in car prices, insur-

Other operating expenses include maintenance

ance, as well as gasoline.

at an average of 4.6 cents per mile and tires at less

Operating costs could rise, as gas prices are the

than a penny per mile, or .7 cents.

most volatile component of a vehicle’s operating

Vehicles were similarly equipped to include air

expenses. Of the 63 cents a mile, 17 cents are calcu-

conditioning, automatic transmission, power steering,

lated as operating costs and include gas, mainte-

AM/FM stereo, dual air bags, antilock brakes, cruise

nance and tires.

control, tilt steering wheel, tinted glass and a rear-

With a current state average price of $3.595 a

North Carolina statistics include using typical car

gallon, the average sedan driven 15,000 miles this

prices that have risen, on average, more than $2,000

The methodologies estimating annual driving

year, and getting 31 miles to the gallon, would con-

in the past year and insurance costs, which have

costs use standardized criteria designed to model the

sume $1,740 in gasoline alone.

window defogger.

climbed due to more expensive cars, about $190. Also

average use of a vehicle for personal transportation

“The price of gas is the most uncontrollable fac-

added in are state license and registration fees and the

over five years and 75,000 miles of ownership. Actual

tor in operating costs for motorists,” says David E.

state’s first-year sales and property taxes (also up due

driving costs vary based on individual driving habits,

Parsons, president and CEO of AAA Carolinas. “Dri-

to the higher average price of a new vehicle).

location, operating conditions and other factors.

Based on driving 15,000 miles a year, the car

ving less miles will actually increase the cost per mile

(AAA Carolinas)

2008 DRIVING COSTS FOR NORTH CAROLINA Small Sedan Cost of Car Average mpg Cost per gallon1 MILES PER YEAR

OPERATING COSTS Gas Maintenance Tires TOTAL OPERATING COST PER YEAR TOTAL OPERATING COSTS PER MILE

Medium Sedan

Large Sedan

Car Average

SUV

Minivan

$17,935.00

$21,250.00

$26,700.00

$21,961.00

$28,126.00

36

31

25

30.6

21

$26,230.00 23

$3.60

$3.60

$3.60

$3.5950

$3.60

$3.60

15,000

15,000

15,000

15,000

15,000

15,000

$0.10

$0.12

$0.14

$0.1175

$0.17

$0.16

$0.04

$0.05

$0.05

$0.0457

$0.05

$0.05

$0.01

$0.01

$0.01

$0.0072

$0.01

$2,177.42

$2,567.52

$3,033.00

$2,555.75

$3,527.86

$0.01 $3,159.07

$0.15

$0.17

$0.20

$0.17

$0.24

$0.21

$815.00

$874.00

$846.00

$845.00

$814.00

$710.00

$68.00

$68.00

$68.00

$68.00

$68.00

$660.15 $3,228.30 $968.49 $5,739.94 $0.38 $0.53 $7,917.36

$782.17 $3,825.00 $1,147.50 $6,696.67 $0.45 $0.62 $9,264.19

$982.77 $4,806.00 $1,441.80 $8,144.57 $0.54 $0.75 $11,117.57

$808.37 $3,952.98 $1,185.89 $6,860.24 $0.46 $0.63 $9,415.99

$1,035.26 $5,062.68 $1,518.80 $8,498.75 $0.57 $0.80 $12,026.60

$68.00 $965.47 $4,721.40 $1,416.42 $7,881.29 $0.53 $0.74 $11,040.36

OWNERSHIP COSTS Full-coverage Insurance2 License, Registration

First-year sales and property taxes Depreciation (15,000 miles annually)4 Finance Charges5 TOTAL OWNERSHIP COST PER YEAR TOTAL OWNERSHIP COST PER MILE TOTAL COST PER MILE TOTAL COST PER YEAR 3

1 Price based on April 29, 2008, average N.C. gas price of $3.595(rounded to $3.60) for a gallon of unleaded self-serve fuel. 2Based on full-coverage policy, $100,000 coverage with $500 collision deductible and $100 comprehensive. 3N.C. sales tax at 3%, N.C. property tax estimated at .6808/$100. 4Depreciation based on 18 percent per year. 5Finance charges for 1 year based on 6 percent for 60 months after 10 percent cash down.

purs uing a bal ance of busines s and life

june 2008

11

Maximum Air Speed: 180 MPH Belt Speed: 180 MPH

SHEAR

Current Air Temp: 75째 F

A i r temperature inside the wind tunnel is set and maintained at 75 degrees Fahrenheit. The car is secured on the 10.5 foot by 29.5 foot rolling road. Engineers and aerodynamicists take their seats in the private control room.

Doors are sealed; fan is turned on.The 5,100 horsepower motor whirrs, forcing air through a 10 foot by 18 foot nozzle. In under a minute, the rolling road goes from zero to a full 180 miles per hour. The result: the most accurate aerodynamic road simulation testing available in the racing industry and one of the most technically advanced facilities in the world.

This month Concord is once again affirmed as the heart of racing when Windshear, Inc. opens its doors. Already creating buzz around the region and beyond as the only wind tunnel of its kind in North America, Windshear has positioned itself to change and advance the racing industry.

12

june 200 8

www. grea tercha rl ot tebiz .c om

by janet kropinak

[bizprofile]

ENERGY

WINDSHEAR DELIVERS A COMPETITIVE EDGE

Blowing into Concord Windshear was spawned from a collaborative effort headed and funded by NASCAR team owner Gene Haas of Haas Automation, the largest CNC machine tool manufacturer in the world.

Once the project got the green light, the search for its home ensued.

“We knew we wanted to be in the greater Charlotte region—that just made sense for us—but we looked at a few different locations before settling on Concord,” explains Peter Zierhut, Windshear’s business manager. Zierhut sites both proximity to the airport and accessibility to the racing industry as the ultimate decision-making factors.

“We are fortunate in that we are right in the middle of the action here,” he says enthusiastically. ➤ purs uing a bal ance of busines s and life

june 2008

13

With construction finished, the technology tested, and the equipment

commercially available full-scale, single-belt, rolling road wind tunnel in the world.

calibrated, Windshear is ready and

But technically speaking: it is Windshear’s

anxious to welcome its first customers.

capability to offer its clients, who will include top-

“The anticipation has been huge and

level motorsports organizations and auto manufacturers, a 180-mph (290 kph) rolling road, one of only three in the world and the largest of its kind in North America that is garnering all the attention. The rolling road can accelerate from zero-to-full speed (180 mph)

Haas partnered with Jacobs Technology, a

in less than one minute.

subsidiary of Jacobs Engineering Group Inc., to build, operate, and provide test services for the

Windshear delivers highly accurate,

wind tunnel, and Choate Construction who

repeatable data which previously was only

completed site work, construction of the control/office building and the test section of the wind tunnel.

Everyone involved in the project—Haas Automation, Jacobs Engineering and Choate

we are all just excited to get started,” says Zierhut.

Construction—really came together and became

To help stir up business and interest, Zierhut

partners to get things done efficiently and

has been spreading the word about Windshear’s

quickly,” comments Zierhut. “We have been

capabilities and offerings throughout the industry.

impressed at every level along the way at how smooth things have run.”

Windshear’s official introduction was at the Performance Racing Industry Trade Show last

A two-year process for conception to comple-

year in Florida. “This is where we really started

available to select Formula 1 teams. Additionally,

tion, the $40 million 40,000-square-foot state-of-

promoting the kinds of things we are going to be

Windshear provides data to teams previously

the-art facility now sits on five acres near the

doing,” explains Zierhut.

unavailable at other wind tunnel facilities in the

Concord Regional Airport.

(l to r) Jeff Bordner, Site Manager; Peter Zierhut, Business Manager Windshear, Inc.

Company representatives also attended the Autosport Exhibition in Birmingham, England, in January where they made their introduction and pitch to the Formula 1 teams.

United States while maintaining temperatures to plus or minus one degree Fahrenheit.

The rolling road technology comes from MTS Systems, a leader in providing innovative engi-

“What we are doing is so unique and so

neering solutions. The Single Belt FlatTrac Rolling

high-tech that it has been really easy to pro-

Road system uses a continuous steel belt, one mil-

mote,” says Jeff Bordner, site manager for the

limeter thick, running beneath the vehicle, simi-

facility. “We have already received so much

lar to a treadmill, to simulate the road beneath a

support; everyone is excited to learn more

racecar on the track. This technology provides the

about us and what we are doing. Few people

most accurate aerodynamic road simulation pos-

have ever seen anything like this so the

sible in the motorsports industry today and

intrigue is already there.”

greatly advances capabilities for motorsports

Windshear proudly boasts that they were

organizations in North America.

already 85 percent sold out of slots for 2008 even

The stainless steel belt has a lifespan of 5,000

before their official opening. And the fact that

operational hours. If one vehicle stayed on the

they are the only facility of its kind only means

road for that entire time, it could travel between

the demand is likely to increase.

186,000 and 248,000 miles.

“Because Windshear is a one-of-a-kind facility you can’t simulate the testing we are doing with any other wind tunnel so the teams that are coming are going to have a huge advantage over the teams that aren’t. We are providing more accurate test results and simulating conditions and variables that make the results invaluable to the engineers and aerodynamicists involved.” ~ Jeff Bordner Site Manager

The Business of Wind

14

june 2008

Inside the wind tunnel, traveling through a

So what is it about Windshear that is creating

closed loop circuit, air flows from the fan,

such buzz? In laymen’s terms, they are the only

through a highly focused contraction nozzle, then

w ww. great erchar lottebiz .co m

to the test section and across the vehicle. The air then exits the test section and is returned to the fan. Air flows over the car as it sits restrained on the rolling road. The steel belt drives the car’s

STOP BEING AFRAID OF YOUR ENERGY BILLS.

wheels, accurately simulating motion across a race track. A variety of sensors measure forces during testing and record the data for customer analysis. In addition, customers have the ability to add a variety of customized sensors, tailoring testing to their needs.

“Today teams have to work harder than ever to find that competitive edge and this testing will certainly help them tremendously in producing results.” ~ Jeff Bordner Site Manager

The fan controlling the wind tunnel is 22 feet in diameter and is powered by a 5,100 horsepower motor. Another important feature of the rolling road is its turntable which gives it the capability to yaw plus or minus 8 degrees, which allows teams to test how different yaw angles affect air flow against the car.

“Because Windshear is a one-of-a-kind facility you can’t simulate the testing we are doing with any other wind tunnel so the teams that are coming are going to have a huge advantage

Show your energy bills who’s boss.

over the teams that aren’t,” Bordner points out.

The InfinityTM System by Carrier is

“We are providing more accurate test results

the most energy-efficient heating and

and simulating conditions and variables that make the results invaluable to the engineers and aerodynamicists involved.”

Zierhut confirms Bordner’s excitement: “The teams that are able to make the investment in our

cooling system you can buy*. Which means it can save you money every month. Making it a pleasure to go to your mailbox again.

technology are really going to see results. They are going to be a step ahead of the competition before the race even begins.”

The Windshear Experience Windshear sessions are sold in 10-hour blocks and cost between $35,000 and $40,000.

The 10-hour time slot is spent predominantly in the wind tunnel, analyzing the data and processing the numbers. Teams will visit as often as once a week or as little as once a season depending on their objectives and budget.

At least five Cup series teams are scheduled to visit Windshear and, although Zierhut and Bordner are careful not to disclose any hints at who is on board to visit, they are confident

4620 Rozzelles Ferry Rd. Charlotte, NC 28216

704-392-6188 *Based on total energy costs. Total energy costs calculated using ARI Standards 210/240-94, the DOE test procedures (10 CFR, Part 430, Subpt. B, Apps M and N) and the FTC rep. Unit energy costs: $0.086/kWh and $.91/therm (16 CFR § 305.9)

➤

purs uing a bal ance of busines s and life

june 2008

15

that number will continue to increase as

The air in this wind tunnel design flows from the fan to the vehicle, then is collected and returned to the fan in a closed circuit, which covers an area of 160,000 square feet.

word spreads.

In addition to NASCAR, Windshear has contracted with several Indy racing teams and just recently contracted with its first Formula 1 team, a trend they expect to continue.

“We are excited to have our first Formula 1 team on board. Formula 1 repre-

The main fan has a diameter of 22 feet, and is rated at 5,100 hp and is capable of producing a maximum air speed of 180-mph.

sents some of the highest technology racing in the world and it is a tribute to Windshear’s capabilities to be selected by some of the top names in racing worldwide,” says Zierhut. the racing community,” says Bordner.

environment. Its main building and offices are

Although most of the feedback you hear

separate from the work areas and key cards are

about Windshear is positive, some skeptics say

used to control entry into secure areas. There are

NASCAR’s Car of Tomorrow has eliminated the

three concrete work bays, each with private

need for such elaborate testing and therefore such

kitchens and restrooms to ensure complete pri-

a facility. Both Bordner and Zierhut strongly dis-

vacy during a session.

agree and stress the importance of continued

“We are going to do everything in our power

aerodynamic testing.

to ensure that our customers have a good experi-

“Today teams have to work harder than ever

ence. And, an important factor in their satisfac-

to find that competitive edge and this testing will

tion is our ability to guarantee that their

certainly help them tremendously in producing

information isn’t going to fall into the wrong

results,” affirms Bordner.

hands,” says Bordner.

Blowing Forward

“We are excited to have our first Formula 1 team on board. Formula 1 represents some of the highest technology racing in the world and it’s a tribute to Windshear’s capabilities to be selected by some of the top names in racing worldwide.” ~ Peter Zierhut Business Manager

Although their initial goal was to be operational by March, Zierhut admits that opening this month is still ahead of where some thought they would be.

“Right now we are focusing our efforts on making sure that once we have teams in here things run smoothly and we are able to provide the best possible experience,” Bordner says.

Windshear will begin running one 10-hour shift, five days a week and eventually, likely next year, as demand increases, will operate 24-hours

When their wind tunnel session begins, teams

a day, seven days a week.

are provided private access to the transfer corridor

“Next year we have 6,800 hours to fill, which

to move their vehicle to the test section and onto the

is a little daunting but we are optimistic that we’ll

rolling road. Once inside, test data is securely col-

do it,” says Zierhut. “The fact that we only have

lected. At the end of the test session, all data is

15 percent of our slots left for the year before our

purged under the customer’s supervision.

opening is an accomplishment in itself and a

During the testing process, Windshear

likely indicator of what is ahead for us.”

technicians assist with the setup of the equip-

When the facility is running at full capac-

ment and remain on hand for any required

ity Windshear plans to expand its staff to 18

help and play as big or small a role in the

or 20 to ensure they can accommodate the

process as the customer encourages.

double shift schedule.

Although so far, no one has had the oppor-

In addition to NASCAR and Formula 1 rac-

tunity to test the facility firsthand, the anticipa-

ing, Windshear is likely to see more business and

tion is great. “The teams are all really excited to

interest from the new dragway that Bruton Smith

have us here, we’ve been welcomed warmly by

is building near Lowe’s Motor Speedway.

16

june 2008

was hardly a bargain but everyone involved feels the investment in the industry and in the greater Charlotte region is more than worth it. Expectations are to break even in the next five to seven years, but Zierhut admits it will likely be the latter.

As the racing industry continues to grow and expand internationally and within the greater Charlotte region, finding new ways to stay competitive and advance are crucial. Windshear’s technology is not only able to attract teams from

Not surprisingly, and precisely for that reason, Windshear maintains a high security

Windshear’s $40 million price tag

within its own backyard but also on a national and international scale. biz

Janet Kropinak is a Charlotte-based freelance writer.

All images provided by Windshear, Inc.

Wind Shear, Inc. dba

Windshear, Inc. 1050 Ivey Cline Road Concord, N.C. 28027 Phone: 704-788-WIND (9463) Principals: Gene F. Haas, President and CEO; Jeffrey Bordner, Site Manager; Peter T. Zierhut, Business Manager Parent Company: Haas Automation, Inc. Employees: 12 Facility Size: 40,000 square feet Customers: NASCAR Cup Series, Formula 1, IRL; available for hire to all motor sports teams and auto manufacturers Business: Operates the only commercially available full-scale, single-belt, rolling road wind tunnel in the world; clients include toplevel motorsports organizations and auto manufacturers; 180-mph (290 kph) rolling road is one of only three in the world and the largest of its kind in North America.

Wind Tunnel: Air in wind tunnel design flows from the fan to the vehicle, then is collected and returned to the fan in a closed circuit, which covers an area of 160,000 square feet. The main fan has a diameter of 22 feet, and is rated at 5,100 hp and is capable of producing a maximum air speed of 180 mph.

Rolling Road: 10.5 feet wide by 29.5 feet long and able to accelerate from zero to 180 mph in less than one minute. The “road” is actually a continuous stainless steel belt just one millimeter thick, and it is designed to last up to 5,000 operational hours. www.windshearinc.com

w ww. grea te rc har lottebiz .co m

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(l to r) Scott Dirkschneider, General Manager Home Building Division; Amy Whidden, Purchasing Manager; Terry Cleary, Director of Construction; Joe Roy, President and Founder; Nancy Roy, Controller; Robert Swaringen, General Manager Land Division Meeting Street Builders, LLC

18

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rawing D

by casey jacobus

[bizlife]

ON THE PAST TO CREATE THE COMMUNITIES OF TODAY:

MEETING STREET NAILS UNIQUE BLEND OF CUSTOM AND AFFORDABILITY

Meeting Street occupies a distinctive niche in

Many of the innovations Meeting Street incor-

units plus 250,000 square feet of office and

the Charlotte housing market. The company has

porates into its communities are similar to those

retail space, a station for the proposed rail line

been building quality homes—with a focus on

being proposed by adherents of Smart Growth,

to Charlotte, an amphitheater, a church and

town homes and themed communities—in the

the anti-sprawl movement, which promotes

other civic buildings.

Charlotte area since 1996 and in the Charleston

town-centered pedestrian-friendly development.

“It will be spectacular,” says Roy. “It’s the one

area since 2003. During that time Meeting Street

It is not surprising, therefore ,that the town of

development that’s got everything. There aren’t

has become a leader in creating com-

many opportunities to build the

munities where people can live and

other half of a downtown”

work in affordable homes with archi-

With the first residential

tectural detail normally found in only

homes just coming on the mar-

the finest custom homes.

ket, Antiquity is part of the reason

You need only to walk down our

Meeting Street is well positioned

streets to feel the difference and the

to ride out the current slump in

inspiration of who we are and the

the housing market. Meeting

homes we build,” says Joe Roy, Meet-

Street’s town home product is sell-

ing Street’s president and founder.

ing well, particularly among

From its initial developments,

young professionals who don’t

including the Courance neighbor-

have to sell a house in order to

hood in Pellyn Wood and the Park

enter the housing market.

Laurel town homes in Eastover,

“We have twice the number of

Meeting Street has been praised for

communities open as this time

its innovation. Meeting Street

last year,” says Roy. “Our products

owner Joe Roy studied the classic

cater to the more discriminating,

homes in the old neighborhoods of New Orleans, Charleston, Washington, D.C., and Boston and found inspiration for designing his own neighborhood plans.

The interesting streetscapes of the old cities with their varied old brick town homes and diversified neigh-

“When we develop a Meeting Street community, it’s about more than building houses; it’s about building communities, based on the lessons learned from traditional streetscapes that have stood the test of time. Simply put, it’s where the best of yesterday meets the best of today.”

borhood centers influence the materials

Meeting

Street

chooses

~Joe Roy, President and Founder

to

more educated buyer. That buyer is still out there in this market.

We haven’t seen a great fall off in total number of sales.”

Still, Meeting Street is paying attention to the economy. For the first time ever, Roy says they are discounting some homes.

“We are all learning to be deal makers,” adds Scott Dirkschnei-

use—tumbled brick and fiber cement siding rather

Cornelius, which had already drawn up a Tradi-

der, general manager of the home builder divi-

than vinyl—as well as the layout of its new commu-

tional Neighborhood Design for the site, selected

sion. Fortunately, during the market growth,

nities. The company also adopts architectural

Meeting Street to develop 130 acres directly east

Roy maintained a small office and lean work

details from the fine old homes of the past and

of its present downtown. Named Antiquity, this

force. So with the current downturn, the con-

works them into the plans for their new homes.

mixed use project will include 1,1000 residential

servative choices over the past few years

purs uing a bal ance of busines s and life

june 2008

➤ 19

example of hard work, he also taught him “to

and was able to implement his own business

However, the best recession-proof insurance is

never get stuck working for someone else.” But it

plan. By streamlining the manufacturing process,

Meeting Street’s approach to production. It is one

was Roy’s grandfather (for whom he was named)

Roy was able to focus on bringing classical archi-

Roy has utilized successfully from the very begin-

who taught him the importance of taking care of

tectural details, normally found only in the most

ning. Roy adopted many of the practices and prin-

his own good name.

expensive custom homes, to those in the

have kept staffing impacts to a minimum.

$110,000 to mid $500,000 price range.

ciples he learned working on large manufacturing

Roy played sports growing up, but he was

facilities for Dupont and Westinghouse at the begin-

most successful in motorcycle racing. Through

“We really pay attention to detail,” says Robert

ning of his career—notably tight management sys-

participating in motocross, he gained self-confi-

Swaringen, land manager for Meeting Street. “We

tems and prototyping the product. This approach

dence in his own abilities. Roy worked at con-

want to build a community that has lasting value.

allows Meeting Street to achieve optimum produc-

struction jobs before and all through college. His

Build memorable communities and they’re your

tion cost, timing and quality and results in more

first job after graduating was in estimating and

business card.”

affordable pricing to the public while ensuring the

cost accounting for a large design/build firm for

company superior pricing margins.

the Department of Defense.

entire company is fully integrated, from prospect tracking to purchasing to customer service after the sale. Meeting Street is nearly paperless, utiliz-

“We want to build a community that has lasting value. Build memorable communities and they’re your business card.”

ing purchase orders rather than invoices and

~ Robert Swaringen Land Manager

scanning record files rather than generating paper

most importantly, cost effective.

Laying the Groundwork

ties illustrates the branding. Chipping Camden, for instance, is reminiscent of an English Village in the Cotswolds.

Located in the heart of Eastover, Chipping Camden includes 15 luxury cottage-style town homes which are divided into five large English manor homes overlooking an ornate English Gar-

files in cabinets. All of these technology enhancements keeps Meeting Street lean, efficient and

“Where the best of yesterday meets the best of today.” A visit to any of the company’s communi-

In addition, Meeting Street has been innovative in making use of the latest in technology. The

Meeting Street has adopted the slogan,

After six months, he quit and became a com-

den. The exterior architectural features include

mercial real estate broker, his first attempt at

intricate stone walls, gas lanterns, wrought iron

becoming an entrepreneur. He failed miserably.

window boxes, carriage-style oak wood garage

Not only was he not the greatest salesperson in

doors and slate roofs.

Joseph (Joe) T. Roy IV was born and raised

the world, but he learned how difficult it was for

Drive into Heron Bay at Eastfield Village off

in Baton Rouge, Louisiana. He graduated from

him to represent an inferior product. Before long,

Eastfield Road and you get an entirely different

Louisiana State University with a B.S. in

he was back in design/build project management,

impression. Inspired by the timeless architecture

construction management in 1987. Many of the

where he saw an opportunity to utilize cost sav-

and character of a traditional Main Street, the

principles and ideas that have shaped his com-

ing measures, such as performance incentives,

exteriors of these Meeting Street Live/Work

pany are the ones he absorbed from his family

but his ideas were never seriously considered. He

homes boast an urban feel, with elements remi-

and early upbringing.

began to understand what his father meant about

niscent of historic Georgetown.

His mother instilled his faith in God and

working for other people.

Stroll under the steel archway entrance and

today Roy is an active member of Bethel Presby-

In 1996, Roy took the leap from manufactur-

the array of lights strung from building to build-

terian Church in Cornelius. From his father, he

ing to residential development, partnering with

ing of the Meeting Street Market at Ayrsley in the

learned to respect the men and women who work

David Simonini, starting the real estate develop-

Lake Wylie corridor and you feel as if you have

hard at physical labor, making a fair living and

ment company that has become Meeting Street.

stepped into a European arcade. Stucco, old-

raising great families. While his father set him an

In the fall of 2002, Roy bought out his partner

looking brick and clapboard siding exteriors are

20

june 2008

w ww. grea te rc har lottebiz .co m

complimented by elements nostalgic of a line of

“To Scott’s credit Meeting Street has been his

the Smart Growth principles. Their communities

town homes in historic Charleston. Building ele-

able to keep its small builder agility while imple-

will have distinguishing marks of quality, blend-

vations with flat rooflines and parapet accents,

menting big industry processes and systems”,

ing modern advances with classic styles in supe-

stone lintels and awnings provide a finished and

comments Roy.

rior locations giving their customers a sense of

classic look to each unit, half of which include an

Swaringen, is responsible for finding and

belonging, pride and easy access to the active

developing properties for Meeting Street as well as

lifestyles they lead. With this focus, Meeting

“Our communities are reflective of our team

working with other developers for purchased lots.

Street’s communities will most assuredly become

and what we are about as a company”, Roy says.

A registered professional engineer and graduate

a “place of history.” biz

“We work as a team throughout every aspect of

from North Carolina State University, he has been

Meeting Street and are committed to creating

in this position for two years. He worked with

Casey Jacobus is a Charlotte-based freelance writer.

quality homes and inspirational communities.”

Roy at DuPont 14 years ago, and shares Roy’s

outdoor patio on the second floor.

Roy has had his share of battles with city and county officials along the way. His deter-

attention to details, robust project controls and relationship building.

mination to create a wooden covered bridge

“I couldn’t believe it when he said he wanted

as the entrance to Antiquity is just one exam-

to come work for me,” laughs Roy. “He was

ple of the things people said couldn’t be done

always Mr. Superstar and bound to be successful,

that Roy has made happen.

while I was Mr. Rebel, always bucking the system.

Someone like that, he doesn’t work for me; we

Building on Teamwork While Joe Roy once drove motorcycles aggressively, he now runs a conservative business. Meeting Street Homes has “exceeded all his

work together.”

The respect is mutual.

“Joe is excellent at motivating and empowering others,” affirms Swaringen.

expectations.” Today Roy’s role is more running the business than developing the land or building the houses. He has put together a great team of employees and divided the company into two divisions.

The Future Meeting Street has many directions in which to grow. It could explore new markets, perhaps

Dirkschneider, who has worked with Meeting

moving into the old cities it emulates with its new

Street for seven years, was promoted to general

products. It is already building communities in

manager of the home building division four years

the Charleston area. Swaringen believes it could

ago. He has more than doubled the overall busi-

also diversify its products, adding to the success

ness while he has had full profit and loss respon-

of its town homes.

sibility. His background had been in the home

Although for the moment, the company is

building industry since graduating in construction

busy working through the downturn in the

management and architecture from the University

industry, Meeting Street will continue to focus on

of Nebraska. He shares Roy’s desire for quality pro-

its core products of high quality yet affordable

duction processes and has led all planning and

town homes, live/works and single family homes.

implementation of Meeting Street’s integrated systems and construction practices and policies.

Meeting Street Builders, LLC 1930 Abbott Street, Suite 400 Charlotte, N.C. 28203 Phone: 704-714-3070 Principal: Joseph (Joe) T. Roy IV, President and Founder Founded: 1996 Employees: 28 Business: Developing themed, mixed use communities in the Charlotte and Charleston, S.C., areas with a focus on town homes and live/work units and a streamlined approach to production that produces a quality product at an affordable price.

Awards: Best Product Design “Gold Award”; Meeting Street’s Indigo Row Model awarded by the Sales and Marketing Council of the Home Builder’s Association; Charlotte Regional Realtor Association Affordable Home Tour: Best Product & Model; Meeting Street’s Eastfield Village “Coventry” Model; Best Product Marketing Award in High-end Home category; Meeting Street’s “Chipping Camden” Community in Eastover www.meetingstreet.net

Meeting Street communities will continue to be walkable and beautiful villages consistent with

purs uing a bal ance of busines s and life

june 2008

21

photo: Wayne Morris

Arthur J. Gallagher President Johnson & Wales University Charlotte Campus

22

june 2008

w ww. grea te rc har lottebiz .co m

G

by ellison clary

[bizprofile]

ourmet

Graduates

JWU’s Ingredient to charlotte’s Success

F

resh from graduating its first fouryear class, the Charlotte Campus of Johnson & Wales University has taken its place as a major influence in the Queen City and the 16-county region.

at all its campuses—they include Providence, R.I., Miami, Fla., and Denver, Colo.—is that 98 percent of its students find jobs within six months of graduation.

A recent graduate of the hospitality college at

Many people agree with President Art Gal-

JWU who is keeping a job she already had is

lagher that the area would be much different

Donna Ivey. Bruce Schlernitzauer, co-owner of

today without the school that offers instruction in

Porcupine Provisions, calls Ivey “very responsi-

business and hospitality curricula as well as its

ble” and says she represents his business well.

In its 12-year existence, Schlernitzauer says

marquee discipline of culinary arts.

Johnson & Wales University opened its Char-

Porcupine has earned a reputation as one of the

lotte doors in September 2004 and has built

area’s top caterers and he attributes part of that

enrollment through 2007 to 2,556. As its first

success to Johnson & Wales. “We can get much

four-year students graduated on May 17, the

more qualified servers and general staff because of

school conferred an honorary doctorate in busi-

what the school does,” he says.

Ivey, a Taylorsville, N.C. native, built a seven-

ness administration on Harvey Gantt, civic leader,

year career in criminal justice before enrolling in

businessman and former Charlotte mayor.

Johnson & Wales. “It was a very gutsy move for

“Johnson & Wales has been an outstanding citizen of Charlotte and has far exceeded our

photo: Ryder Photography

someone my age,” she says of her decision to pursue a hospitality degree.

expectations,” says Michael Smith, president of Charlotte Center City Partners. “It’s one thing to

Being a non-traditional student was tough,

add people, to add culture, or to add faculty and

says the 34-year-old mother of two, but she

staff, but when you bring all that together, you’ve

adds, “I wouldn’t trade this college experience

truly changed the culture of Charlotte.”

for the world.”

Known as a white collar financial center,

She plans to stay in the Charlotte area long-

Smith says, Charlotte—with the help of Johnson

term and hopes to someday join up with a large

& Wales—has added texture to its urban core.

company to help plan corporate events.

“It’s a texture that can only be created by students

photo: Wayne Morris

Of the 600 graduates, about half were in culinary arts, with hospitality and business splitting

At the Charlotte JWU campus, students represent 40 states and 20 countries, but Gallagher

that are hungry for knowledge,” he says. the remaining 50 percent.

The track record of Johnson & Wales (JWU)

expects 65 percent of this year’s graduates to stay in the region.

➤ purs uing a bal ance of busines s and life

june 2008

23

Quality Fare

the JWU economic impact on the Charlotte area

keeping, night audit and development.

“For a business considering Charlotte,” Gal-

at $111 million a year. JWU’s 215 full-time

At locations such as the Westin Hotel, they

lagher says, “one of the things executives are

employees hold down what Gallagher calls “good

run into fellow students and grads from the

looking at is quality of life for employees and

paying jobs.”

business school.

photos: JWU

family members. Charlotte is a more enjoyable

“You can’t underestimate the value of bringing

Majors within the JWU business school in

experience because there are so many dining

their talented faculty to our community,” says

Charlotte include business administration,

opportunities and the hospitality and tourism

Smith of Center City Partners. “Many of these

marketing, management accounting and fashion

industry is growing.

professors, often new to the area, soon plug in to

retail merchandising. Gallagher is particularly

become involved citizens.”

happy about adding the latter two.

“We’re able to support that,” Gallagher says of his campus that includes an academic building,

Meanwhile, Gallagher lists a wide variety of

“Our accounting program is tailored to the

two residence halls and an apartment complex for

entities that seek JWU students and graduates,

Institute of Management Accounting certifi-

juniors and seniors at Fifth and Graham Streets.

including on the hospitality front the Charlotte

cate,” he says. “Our curriculum is aimed at

“Johnson & Wales has been an outstanding citizen of Charlotte and has far exceeded our expectations. It’s one thing to add people, to add culture, or to add faculty and staff, but you bring all of that together, you’ve truly changed the culture of Charlotte...It’s a texture that can only be created by students that are hungry for knowledge.” ~ Michael Smith, President Charlotte Center City Partners

students who want a job as a manager, running the accounting department or doing something in finance, but not necessarily going into public accounting. Eighty percent of jobs in accounting these days are in management accounting. Students can become eligible to take the CMA certification exam at JWU.” The fashion merchandising degree also fits a niche. “We have students who want to go into

Additionally, some students take their experimen-

Regional Visitors Authority, the NASCAR Hall of

managing department stores,” Gallagher says.

tal education program at a DoubleTree Hotel adja-

Fame and Ballantyne Resort.

“We have a number of externships at Belk, Target

cent to campus.

Hospitality majors also work in area hotels

and Enterprise Rent-A-Car.”

Johnson & Wales invested $112 million in its

with names such as Marriott, Omni and Hilton.

JWU was founded in Providence as a business

Charlotte Campus, says Gallagher. He points to a

Their roles include managing the front office,

school and Gallagher takes pride in his Charlotte

North Carolina State University study that pegged

guest registration and check in, managing house-

business program. The business school here will

24

june 2008

w ww. grea te rc har lottebiz .co m

never be as big as culinary arts, he says, but it

classrooms,

offers “very good, ready-to-work graduates.”

instruction facility.

including

one

storefront

in the kitchen for almost two years. Now a line chef, he’s stayed with the restaurant because he enjoys learning.

He cites their classroom experience aug-

When he turns his attention to the culinary

mented by 11-week externships with employers

arts students, Gallagher smiles and shakes his

From Sheboygan, Mich., Stachon, 22,

such as Northwestern Mutual Financial Network

head. His Charlotte Campus gets far more

grew up in his family’s Italian-American

and Bank of America.

requests for culinary students and graduates than

restaurant and learned much from his father, who loved to cook. A chef

Recipes for Success

alumnus of JWU told him about the school.

Tiffany Adams of Wake Forest, N.C., already was working

“I see myself as having my

full-time in the main office

own bed and breakfast or a

branch of Bank of America

little inn,” says Stachon,

before graduation and she has

adding that such a place

kept her position as a teller

might be in Northern Michi-

operations specialist.

gan or possibly in the North Carolina mountains.

Business marketing major, Adams, 22, concentrated in

Noble’s owner Jim Noble

advertising and communications.

compliments Stachon for a

“Ultimately,” she says, “I

variety of traits. “He’s pas-

want to do something a little

sionate about what he does,”

more focused on marketing

Noble says. “He’s energetic

and advertising.” She might

and always thinking.”

Noble adds, “He’s devel-

do that at Bank of America,

oping into a great chef.”

she adds, if the situation is right. Bank officials confirm

“Before Johnson & Wales

that opportunities are avail-

came to Charlotte, it was hard

able in those areas.

to find good people,” says Noble,

As banking center man-

who

also

owns

Rooster’s in the same area.

ager at the main office branch of Bank of America, Kristin

Spicing Things Up

Wallace is Adams’ supervisor.

JWU has made available to

“She’s a great leader and coach and she’s very organized,” Wallace says. “Not only does she recognize problems, she’s a problem solver.”

photo: Wayne Morris

Wallace praises Adams.

us people who have a passion to create a great cuisine,” he adds. “It’s good for us because we’re in the restaurant business. But it’s good for Charlotte and North Carolina, too. It’s

Adams is good with people, too. “She has great cus-

really changed the face of what’s

tomer

happening in Charlotte.”

interaction,”

adds

Wallace, who says she has

Indeed, there is a growing

two other JWU business

fraternity of area chefs and

school students working in

restaurateurs who are JWU

the main office branch.

alumni. They include Nick LaVecchia, who owns LaVec-

Gallagher is excited by the

chia’s Seafood Grille in Center

summer 2008 expansion of the photos: JWU

business school that will be

City, and chefs Tom Condon and Trey Wilson of the Harper’s

ready for students in the fall.

Group and The Custom Shop, respectively.

That includes the addition of 10,000 square feet

it can supply. He clicks off the names of restau-

of space on the fourth floor of the Gateway Cen-

rants and country clubs throughout the region

Many argue that Johnson & Wales con-

ter building adjacent to the Johnson & Wales

seeking the culinary students for both the kitchen

tributed mightily to the quality of life in Charlotte

Academic Center.

and the front of the house.

when it committed to consolidating its Norfolk,

Geared to retail fashion merchandising,

May culinary graduate Sam Stachon works for

the expansion includes seven state-of-the-art

Noble’s Restaurant in SouthPark, where he’s been

purs uing a bal ance of busines s and life

Va., and Charleston, S.C., campuses into Gateway Village. The school boosted vitality in the

june 2 0 0 8

➤ 25

mixed-use complex built to house information technology functions for Bank of America.

To the tract on the western fringe of center city, Johnson & Wales added a five-floor Aca-

Certainly, that represents a significant contribution. But Gallagher cites other ways students and graduates enhance the quality of life in CharlotteUSA.

demic Center with 170,000 square feet and 17

The Charlotte Campus draws celebrity visi-

kitchens, four dining rooms, the James H.

tors; Virginia Philip, for example, master som-

Hance Jr. Auditorium, a culinary demonstration

melier at The Breakers Palm Beach hotel.

“She came and hosted an event for me,”

area and 29 classrooms.

The school also built two nearby residence

Gallagher says. She got acquainted with the

halls, which combine to offer 752 beds, a 300-

area. “Now she knows Charlotte is an important

seat student dining center and the offices of Stu-

market for her hotel.”

dent Affairs and Safety & Security.

Another example is Horst Schultze, the

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photo: JWU

“So we’re making the city and the area a place that definitely is becoming more attractive to people who view us from afar.” ~ Arthur J. Gallagher President

doing the job right. Businesses you can trust are easy to find - just look for the Better Business Bureau Seal.

former chief executive of Ritz Carlton who owns the upscale West Paces Hotel Group based in Atlanta. Schultze spent nearly two days at the Charlotte Campus to learn how it functions.

“He came away thoroughly impressed with our students, our faculty and our facilities here,” Gallagher says. “He was also extremely impressed with the city of Charlotte.”

Then there’s Emeril Lagasse, a 1978 JWU graduate known for his 10 restaurants in New Orleans and for Food Network television shows “Emeril Live” and “Essence of Emeril.” He paid the Charlotte Campus a two-day visit recently which Gallagher says was good for the city as well as his students.

“We’re still trying to convince him to open a restaurant in Charlotte,” Gallagher smiles.

Such visitors invariably form strong positive opinions of the greater Charlotte area, then return to their home base to promote the region

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to people they influence, Gallagher says.

“So we’re making the city and the area a place that definitely is becoming more attractive

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to people who view us from afar,” he adds. biz

Ellison Clary is a Charlotte-based freelance writer.

26

june 2008

w ww. grea te rc har lottebiz .co m

CHARLOTTE CAMPUS:

MORE THAN CULINARY ARTS

6*' %11.'4 9#; 61

• College of Business • College of Culinary Arts • The Hospitality College • School of Arts & Sciences

)1 )4''0

The mission of JWU is to integrate general education, professional skills, and careerfocused education.

ASSOCIATE DEGREES Accounting Baking & Pastry Arts Business Administration Culinary Arts Fashion Merchandising Food & Beverage Management Hotel Management Management Marketing Restaurant Management BACHELOR’S DEGREES Accounting Food Service Management Hotel Management Int’l Hotel & Tourism Management Management Marketing Sports/Entertainment/Event Management

Johnson & Wales University Charlotte Campus 801 West Trade Street Charlotte, N.C. 28202 Phone: 980-598-1000;Toll Free: 866JWU-CHARLOTTE (866-598-2427) Principal: Art Gallagher, President; Tarun Malik,Vice President and Dean of Academic Affairs; John J Bowen, President (R.I.) Established: 2004, Charlotte Campus; 1914, Providence, R.I. Enrollment: 2,556 Accreditation: New England Association of Schools and Colleges First 4-Year Graduating Class: 600 students, 2008 Campus Locations: Providence, Miami, Denver, and Charlotte Schools: Business, Culinary Arts, Hospitality, Arts & Sciences Business: Private non-profit 501(C)(3) institution offering students the opportunity to pursue a career education in business, culinary arts, hospitality, or arts and sciences. Unique features include an “upsidedown� curriculum, flexible scheduling, 98 percent employment rate, and hands-on training at university-owned and operated or partnership facilities or at worldwide co-op sites. www.jwu.edu/charlotte

;17 &10Âś6 *#8' 61 )1 61 )4'#6 .'0)6*5 61 )1 )4''0 6*#0-5 61 &+#/10& 524+0)5 174 4'6740#$.' )#..10 $166.'5 #4' 6*1417)*.; %.'#0'& 5#0+6+<'& $'(14' $'+0) 4'(+..'& 9+6* 274' &'.+%+175 &+#/10& 524+0)5 9#6'4 +0 (#%6 9*'0 +6Âś5 6+/' 61 6#-' 6*'/ 176 1( 5'48+%' 6*';Âś4' 4'%;%.'& &1 ;1745'.( 51/' )11& $; .+(6+0) # ).#55 #0& &1 ;174 2.#0'6 51/' )11& 9+6*176 .+(6+0) # (+0)'4 &+#/10& 524+0)5 6*' %11.'4 9#; 61 )1 )4''0

purs uing a bal ance of busines s and life

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(14 /14' +0(14/#6+10 %#.. 14 8+5+6 999 &+#/10&524+0)5%#41.+0#5 %1/

june 2008

27

Corporate

the finley group pulls

A

rmand Carrano, senior managing director

of The Finley Group, gets tickets to all four rounds of the prestigious Masterâ&#x20AC;&#x2122;s golf tournament each year. Itâ&#x20AC;&#x2122;s a continuing note of thanks from the electrical company making and installing commercial HVAC units that he helped turn around financially.

The Finley Group fixes companies in operational and financial distress. Formed in Charlotte in 1985 by former banker Bob Dunn, president,

and

ex-textile

chief executive Tim Finley, now retired, The Finley Group was among the

28

june 2008

w ww. grea terchar lottebiz .c om

Lifeline

by ellison clary

[bizprofile]

businesses out of financial distress

country’s first firms focused solely on steering companies through severe financial crises.

A major bank that took control of the failing electrical company had asked The Finley Group to straighten it out. Carrano

initiatives are totally in sync.

still a boutique industry when Finley

For the last four years, the company’s

and Dunn got together in 1985. Dunn

CEO has sent the tickets to Carrano.“It’s his

was a senior workout executive with

way to say thank you,” he smiles.

NCNB, the Charlotte predecessor of

Carrano says he also finds rewards in a successful project.

Bank of America. He’d always worked with struggling companies.

came on board as chief restructuring officer,

“The greatest satisfaction for me is

Finley had been chief financial officer

a fairly new designation the industry has

when you shake hands with a client, walk

of Cannon Mills and had helped billion-

adopted and uses.

out the door and wish them good luck,”

aire David Murdock sell the Kannapolis

“In nine months we had the company

says Carrano, who joined The Finley

company. It eventually became Pillow-

turned around,” Carrano says. “We took

Group in 1990. “That’s after you’ve

tex, the giant textile entity whose disas-

it from a $5 million loss to a $10 million

helped save the company.”

trous

net worth is 10 times what it was five

failure

preceded

Murdock’s

development of the N.C. Research

profit in 23 months. Today, the company’s Turning It Around

Campus on its former footprint.

years ago.” Carrano cites it as a prime

Turnaround specialists developed in New

For Finley, extracting Murdock from a

example of how the process can work

York, Chicago and Los Angeles as big banks

financial bind was an exciting challenge

when management and restructuring

dealt with failing firms. But turnaround was

and intensely rewarding. So, when an

purs uing a bal ance of busines s and life

june 2008

➤ 29

accountant who was a mutual friend introduced

A mistake they see too often in medium-sized

is a last resort, Dunn and Carrano emphasize. That

Dunn to Finley, the two decided to do it full-time

firms is forsaking organic growth to bulk up rapidly

is the outcome in about one-quarter of their cases.

and The Finley Group ensued.

through acquisition. A company will typically pay

When they do, the goal is to get it in and out as

Among the first associates to join the fledg-

too much for an acquisition and not be sufficiently

quickly as possible.

ling company was Carrano, who had moved to

prepared to take it over, not being able to assimilate

Charlotte with a steel company from Connecti-

it and reap the

cut that was entering into commercial real

benefits of the

estate in the southeast.

combined

Always in operations, Carrano hadn’t ever really thought about consulting with troubled firms. “I just went a different way after I met Tim,”

larger organi-

“The longer you languish in bankruptcy,” Dunn says, “the less likely you’ll be successful.”

Some corporate life-saving measures can be wrenching.

“Sometimes, you have to downsize,” Dunn

zation.

The point

says. “Letting some employees go to save

Carrano recalls. “I got here and really liked what

at which The

the jobs of others is always tough. You’re deal-

we were doing.”

Finley Group gets

ing with people and people’s families. You may

involved with a

Together, the members of the

have to close a whole plant.

firm have developed its specialty:

You don’t like to do that.

Helping

But may you have to, to

troubled

companies

save the company. Other-

restructure themselves, both oper-

wise, you’re going to cost all the

ationally and financially.

rest of the employees their jobs.”

Carrano broadly characterizes the circumstances in which the firm

Occasionally, there’s an impasse

assists: “Either you’ve got operational

between The Finley Group and man-

problems that have drained all of the

agement. When that occurs, Carrano

company’s resources and capital and

says, “We’ll let the constituents that

you’re now in financial difficulties,

are involved be aware that someone

or, you were poorly capitalized to

has to mediate. It may be a lender, an

start with, never had the right capital

accounting firm, an attorney, but

structure,

there has to be intervention to allow

and

that

negatively

impacted the operational side of the organization.”

The Finley leaders find they are

Armand J. Carrano Jr., Senior Managing Director, and Robert R. Dunn, President, of The Finley Group, Inc.

this thing to move along. Or we’ll just tell them there’s no more we can do.”

Currently, both Dunn and Car-

most comfortable working with medium-sized

company is usually when its lender grows weary of

rano are involved with several companies.

firms, those with annual revenues from $50 mil-

funneling good money after bad or when the

Dunn is chief executive of Southern Manage-

lion to $500 million. Initially, they had intended

company’s attorney convinces management it

ment Corporation, a subsidiary of The Thaxton

to only concentrate on the Southeast, but soon

needs outside professional help.

Group, based in Lancaster, S.C. It makes small

they were servicing clients across the nation.

In roughly half its cases, The Finley Group ded-

consumer loans in six states. Carrano is chief

Interestingly, influenced by the growth of the

icates one or two of its associates to the troubled

executive of PeopLoungers Inc., a Mississippi

Southeast, better technology and higher air fares,

company as an officer—a chief executive, a chief

manufacturer of recliners, love seats and sofas.

their business has turned back to a more regional

financial officer or a chief restructuring officer. In

In five years, Dunn has taken the Thaxton entity

emphasis.

the others, Finley people offer only advice to the

through bankruptcy and sold off parts. He’s paid

management team.

senior secured lenders in full and is making distri-

Purposely, the firm has grown slowly.

butions to unsecured creditors. Now worth about

“Because this is brain surgery,” Dunn says simply.

“You’ve got to be very careful and your people have to be very skilled to make these troubled companies successful.”

Now The Finley Group has six associates in its SouthPark office and another seven in Atlanta.

Finley retired in 1997, after pulling Jos. A. Bank Clothiers out of a tailspin.

“We did some very tough things,” Dunn says of the Jos. A. Bank engagement. “We dropped the

Overcoming Management’s Denial Once The Finley Group is engaged, there’s no set formula. However, the first order of business is to overcome management’s denial.

Carrano led PeopLoungers through bank-

million of credit, we’ll be fine,’” Carrano says. “What

ment team. Revenue is down from $75 million

they aren’t facing is the fact that that will just pro-

to today’s $30 million and employment has

long the agony. There’s something basic gone bad

shrunk from 400 to 120, but it is surviving.

that needs to be fixed.”

Perhaps surprisingly, expense reductions aren’t a Finley emphasis. “Any idiot can do that,” Dunn

went public at $10 a share and I think it’s recently

says. “We have to work on the top line.”

june 2008

100 cents on the dollar. ruptcy, downsized it and formed a new manage-

gap. The company stabilized. Now it’s strong. It

30

it’s sold, Dunn predicts creditors will get more than

“The client will say, ‘If we can just get another $1

women’s wear. But men’s business casual filled the

been trading at $36.”

$100 million, the company is on the market. Once

Taking a firm through Chapter 11 bankruptcy

A Measure of Success How do Dunn and Carrano measure success?

“Hopefully, the company stays in business and the jobs are saved,” Carrano says. “Other times,”

w ww. grea te rc har lottebiz .co m

Early on, The Finley Group was instru-

adds Dunn, “the measure is how much we return to creditors.”

Though they have been known to liquidate a company, they don’t like to, Dunn adds.

The Finley Group occasionally turns down an

mental in building credibility in its industry. It

In new associates, Dunn and Carrano look to

ation (TMA) in 1988, based it in the Kenan

hire someone with a master’s in business adminis-

Institute in Chapel Hill. Subsequently, the

tration, in their mid-30s, who’s been in his or her

association moved to Chicago.

industry for at least 10 years. They look for people

Today it includes more than

with financial acumen, but they also bring in folks with operating experience. One associate is trained

Through the TMA, The Finley

“Temperament is the key,” Carrano says. “A new

process for obtaining a designa-

hire has to be a Type A personality, but they have to

tion as a certified turnaround

be able to stifle that A personality when they’re deal-

practitioner (CTP). Carrano, who

ing with clients.

helped

formulate

is certified, says the exam

covers

a

body of knowledge in law, finance,

Dunn and Carrano anticipate that The Fin-

management.

maybe twice its size. “Then Bob and I will

There are about

retire,” Carrano laughs.

350 certified turn-

“We’ve got more people with experience now,”

around practition-

Dunn says. That allows The Finley Group to bring

ers in the United

in more fresh faces to learn from veterans.

“It takes five to seven years to train somebody to

Throughout the

develop a skill set and be representative of the way

economic boom of

we like to see our engagements,” Dunn says.

the last five years,

“There’s no substitute for experience.” biz

The Finley Group’s

Ellison Clary is a Charlotte-based freelance writer.

business has stayed strong.

“The strengths, experience and unique capabilities of Matt and Mark allow The Finley Group to continue to expand its Interim Management, Capital Enhancement and Corporate Finance practices.

They represent the start of our growth/transition plan allowing Bob and me the opportunity to spend more time on engagement oversight and mentoring.”

- Armand Carrano, Senior Managing Director

teach common sense.” ley Group will grow in the next five years, to

States.

Mark S. Jones and Matthew W. Smith, newly appointed Managing Directors of The Finley Group, Inc.

“And you need good judgment,” he continues.

“I don’t know that we ever teach judgment. We

and

accounting

Dunn

pins the reason on a constant of capitalism. “ T h e r e ’s always going to be challenges to management,” he

says,

“No

matter what the opportunity, and Dunn admits that it has “fired”

economic conditions are, there are going to be

clients. “If the client is taking advantage of our cred-

companies in trouble.”

“Believe it or not,” Carrano chimes in, “our job is more difficult in times of economic distress. It’s

Bill Porter, chair of the litigation department

easier for us to do a turnaround in good economic

at Parker Poe Adams & Bernstein LLP in Char-

times because often we’ve got to restructure the cap-

lotte, has worked with The Finley Group for

ital side. When times get tough and credit is con-

years. He says he appreciates the “complete

strained, it’s more difficult for us to do it. And it’s

integrity” of the firm.

more expensive.”

“Bob and Armand and their colleagues establish

Carrano believes Dunn, with his banking

lines of communication with all the constituencies

background, is atypical of the kind of person

and they’re honest,” Porter says. “They say here’s

who performs well as a turnaround specialist.

what the situation is, here’s what we’re going to

Former bankers have trouble functioning

attempt to do, here’s what you can expect and, if

without backing from a financial institution.

things change, we’re going to tell you.”

Bankers don’t like to grovel for relief, he

purs uing a bal ance of busines s and life

as an engineer.

a

Group

Dunn says, “then we’re going to fire them.”

must do that.

founded the Turnaround Management Associ-

8,000 members.

ibility, contrary to the advice we’re giving them,”

says, and a turnaround executive sometimes

The Finley Group, Inc. SouthPark Towers, Suite 1220 6100 Fairview Road Charlotte, N.C. 28210 Phone: 704-375-7542 Principals: Robert R. Dunn, President; Armand J. Carrano Jr., Senior Managing Director; Mark S. Jones, Managing Director; Matthew W. Smith, Managing Director Established: 1985, in Charlotte; 1991, as Finley, Colmer and Company in Atlanta, Ga. Employees: 13 Business: Specializes in turnaround management, corporate renewal, bankruptcy and insolvency, creditor rights, mergers and acquisitions, divestitures, and debt restructuring. Engages in analysis of “Big Picture” and developing a solution under critical time constraints. Steers companies through severe financial crises by developing plans to stabilize cash flows and control outstanding debts with tough budgetary procedures. www.finleygroup.com

june 2008

31

(l to r) David H. Jones, President and CEO; Patrick J. Oâ&#x20AC;&#x2122;Brien, Vice President and General Manager-Charlotte Peak 10, Inc.

32

june 2008

w ww. grea te rc har lottebiz .co m

by vivian mcmahon

[bizprofile]

<HIGH-TECH GUARDIANS> •

•

•

•

•

•

Peak 10 helps keep businesses secure hrough organic growth and strategic acquisitions, Charlotte-based Peak 10, Inc. has become a leading independent data center operator and managed services provider in the United States. Whether it is providing data storage for a national financial institution or data backup for a major sports franchise, proprietary data is critical for businesses. In those regards, Peak 10 helps ensure that they are reliably and ably protected.

Hardware and software can be replaced, but the data therein is invaluable to any business. Hackers, a natural disaster, or simple human error can shut down a business, sometimes permanently. Because of this, there is a growing need for backup, safe storage and redundancy of that data and it is Peak 10’s business to make sure their critical business data and enterprise remains secure.

“Businesses must have security against outside intrusion,” says David Jones, co-founder, president and chief executive officer of Peak 10. “We provide many levels of security from basic physical security—network firewalls that will guard against spamming and viruses—to more forensic-oriented security, depending on what a customer needs.”

“Customers come to us because of our engineering expertise and because our solutions are cost effective, more efficient for their operations, and allow them to avoid rising capital and power costs that they would otherwise incur operating their own data center facility,” Jones explains. “Additionally, our customers have the advantage of our broad technical expertise in every area of their IT needs.”

“In addition to security,” adds Peak 10 Charlotte’s Pat O’Brien, general manager and vice president, “We offer a wide variety of managed services and local support in all of our markets.

“As one example, we have specialized customers with very stringent regulatory compliance needs. All of our data centers are SAS 70 Type II compliant and because of this we are able to engineer custom solutions to meet each customer’s specific needs.”

Peak 10 has developed a skilled team of engineers who work closely to deliver highly customized managed services ➤

T

pursuing a ba lance of busi ness and life

june 2008

33

are also back-up generators to keep

solutions in all of its markets.

customers up and running if

As part of this process, Peak 10 is able to effectively

there is a disruption to the pub-

provide scalable and reli-

lic utility power supply at one of their locations.

able service options to its

Peak 10 began its expan-

growing customer base

sion in 2002 and 2003 by

across the country.

taking over leases of under-

One company they serv-

performing data centers, which

ice is Rivals.com, the most

proved to be a much smarter

respected name in team-spe-

approach than buying those busi-

cific college sports coverage and

nesses outright. It has successfully

the country’s number one authority

retained many of the top personnel from

on college football and basketball recruit-

the companies it has acquired.

ing. “Their business has grown many times over, and the speed, availability and reliability of

At present, growth means strategically adding

our services are essential to keeping them as our

more square footage to its current facilities, entera respected national leader in delivering managed

ing new markets and building new data centers.

solutions and data security to small and midsized

The company will add 70,000 square feet of raised

(SMB) companies. Through its 13 data centers in

floor space in 2008 to the 125,000 square feet

Peak 10 was founded in March 2000,

nine U.S. markets, Peak 10 serves companies

already in operation. After carefully studying

when the Internet bubble was growing to the

around the country as well as in Europe. To keep

dozens of geographic locations, Peak 10 entered

exploding point.

its customers updated on its ever changing indus-

three new markets in 2007: Richmond, Va.,

Says Jones, “We built two very secure data cen-

try, Peak 10 hosts a series of informative Webcasts

Atlanta, Ga. and Cincinnati, Ohio.

ters: one in Jacksonville, Fla., and one in Charlotte.

and seminars on the latest technological innova-

Back then most of the big tech companies believed

tions and security concerns.

customer for data center services,” Jones affirms.

Mega growth

The company’s growth is fueled in part by the expanded $60 million credit facility Peak 10

they knew what customer demand would be and

Accessing a Peak 10 facility requires electronic

recently received from RBC. “Our consistent

built huge data centers with high-end security,

security cards, codes and biometric fingerprint

growth over the years has drawn attention from an

high-end networking and technical engineering

scans. Constantly watching, hidden cameras and

expanded group of lenders who believe in our

staff. At that point, we were viewed by many as a

motion/vibration detectors monitor activity in the

business plan,” says Jones. “This credit facility further enables us to meet customers’ technical serv-

small, undercapitalized player.

“A few years later, we were touted as brilliant because we had survived a very harsh economic period. In the end, we were successful because we fought tooth and nail and did not over-extend our capital and did not over-extend our operating costs.”

In the fall of 2004, Peak 10 accomplished positive cash flow. Along the way, the original staff of five full-time employees grew to 178, with 25 part-time support staff.

To go above and beyond to serve its customers, Peak 10 has partnered with a number of specialized companies to address specific customer needs.

One example is Agility Recovery Solutions, a former division of General Electric, which can handle business continuity needs beyond traditional data recovery by immediately delivering a mobile recovery unit anywhere in the country.

“Customers come to us because of our engineering expertise and because our solutions are cost effective, more efficient for their operations, and allow them to avoid rising capital and power costs that they would incur if operating their own data center facility. Our customers have the advantage of broad technical expertise in every area of their IT needs.” ~ David H. Jones President and CEO

ice and growth needs, while forging ahead with our expansion plans.”

“Our company continues to evolve,” says Jones. “There is nothing static in this company, save for the constant attention on supporting our customers. In the early days, we had fewer customers.

While we were not cash-flow positive, we were able to turn that critical corner because we were eyes down and elbows up, focused on every aspect of our operation. In 2004, I knew we had to raise our sights—an expanded focus and challenge on where we could take the company with the solid financial position we were in and the leadership team we developed.”

Corporate culture Jones, who graduated with a degree in economics from the University of Virginia, has had the entrepreneurial spirit most of his career. He spent

“If one of our customers knows they will be out of power for some period of time,” Jones explains,

building. In the data rooms, company and client

the years after graduation with both telecom and

“these mobile units can be configured to meet a

servers are housed in steel-meshed cages and cabi-

telecom consulting companies and was responsible

customer’s unique business requirements and be

nets, with numerical security code access, being

for creating several smaller telecom companies

positioned on site for as long as necessary.”

kept on a raised floor at a constant temperature

later sold to large entities like MCI/WorldCom

with air conditioners the size of mini-buses. There

before co-founding Peak 10.

Over the past eight years, Peak 10 has become

34

june 2008

w ww. grea terchar lottebiz .c om

And, Jones’ hiring practices reflect that spirit,

local relationships and an organizational commit-

what are the controls and are they followed?” Jones

finding the best and the brightest with previous

ment to unwavering customer support,” says

points out.

managerial experience and an entrepreneurial

O’Brien. “How we treat our customers resonates

spirit to drive local market operations. What is

across the whole market.”

“We do participate on our customers’ behalf on a number of compliance audits, everything

unique is that his managers have a large amount of

Peak 10’s SAS 70 Type II status requires the pri-

from FDA to Sarbanes-Oxley, and in most of

autonomy from the corporate office and are able to

vately held corporation to undergo both an inde-

those compliance issues, we are one part of a

make quick decisions specific to their customers’

pendent financial audit and one that tests

larger study,” Jones says. “We have a dedicated

needs and their locations.

procedures and controls, which ensures they are

internal team focused on customer compliance

“Right now I have the pleasure of managing

capable of delivering the services they promise.

issues. With an ever changing regulatory environ-

nine entrepreneurs…and at times that can be a

“Many of our customers, and especially those in

ment, high level compliance services are becom-

challenge,” Jones laughs. “But seriously, for the

financial services, have to have that audit: where is

ing more and more essential to the small and

company to grow we need leadership from

their information stored and how is it accessible,

midsized enterprises we serve.”

➤

within. You can hire it from the outside and we certainly do, but our management leadership has an expectation on how each customer should be supported.

“We strive to achieve a strong balance of local support, a mainstay of our business approach,

“We have a culture that has been driven by local relationships and an organizational commitment to unwavering customer support. How we treat our customers resonates across the whole market.” ~ Patrick J. O’Brien Charlotte Vice President and General Manager

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along with centralized processes and support, which is essential to our ability to scale operations.

You cannot easily move a customer’s support relationship to a centralized location when their services require a local touch, but you can create an environment of ‘intentional’ customer service that pervades all aspects of how you treat your customers. Consistency is a key regardless of whether we deal with a customer locally or through our centralized support center.”

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The future

offer customers options they may not have access

flooded. We gave them temporary use of our

Recognized as an Inc. 500 company two years

to otherwise. As examples, we are able to provide

facilities with an option to decide if they wanted

in a row, Peak 10 is strategically managing its

cutting-edge virtualization solutions as well as cus-

to continue to be served by our company. We

growth and is well positioned for the future.

tomized disaster recovery plans where customers

felt it was our responsibility to provide safe har-

can leverage our infrastructure and geographic

bor and the opportunity to remain a customer if

footprint,” O’Brien emphasizes.

they so chose. Most did.”

“We know technologies will change as will the buzz-words in the IT industry,” says O’Brien. “Our focus is on providing the high-

Jones says that many times new customers

In the Internet era of real-time business

est level of service possible so that we can help

come to Peak 10 when there is a disaster. “In

operations, computer downtime and lost data

our customers successfully implement and

Florida, when a series of hurricanes hit the South

often mean business downtime and lost rev-

deploy their technology solutions. For many

and West coasts, we had businesses arriving with

enue. The integrated, customized services pro-

companies, we are their IT staff.

their servers in the backs of cars and trucks

vided by companies like Peak 10 have become

because power was out and their buildings were

essential to businesses that use computers and

“Through our managed services solutions, we

have electronic data, especially in enterprises with e-commerce or online services that need to

SUCCESS NEEDS A PA RTNER

be up and running 24x7x365. Helping keep businesses operational and secure, Peak 10 truly is a high-tech guardian. biz

“I’m all over the place for work. My checking account allows free ATM transactions anywhere plus online banking and more. Very convenient, and a real advantage.”

Member FDIC

– I’m Henry Rabinovich, president of Liquid Ice Corporation, and my banker is Jerry McGuire.

Matthews 704.814.1200 Cornelius/Lake Norman 704.987.9990 SouthPark 704.442.5900 Uptown Charlotte 704.945.6565

36

june 2008

Vivian McMahon is a Charlotte-based freelance writer.

Peak 10, Inc. 8910 Lenox Pointe Drive Charlotte, N.C. 28273 Phone: 704-264-1010; 1-866-4-PEAK10 Principals: David H. Jones, Co-founder, President and CEO; Patrick J. O’Brien,Vice President and General Manager-Charlotte Employees: 178 full-time and 25 part-time Established: 2000 Data Centers: Atlanta, Charlotte (2), Cincinnati, Jacksonville (2), Louisville (2), Nashville, Raleigh, Richmond and Tampa; altogether 12 centers in nine markets encompassing 125,000 square feet with an additional 70,000 square feet in expansions by the end of 2008 Customer Sampling: LendingTree.com, Cedar Fair Entertainment (owner of Carowinds), Blumenthal Performing Arts Center, The Fresh Market, Rivals.com, Churchill Downs, First Union Securities, Jacksonville Jaguars, Pergo,Virtual Resort Manager, National Center for Family Literacy Distinctions: Named as one of the fastest growing companies in the country on the Inc. 500 list two years in a row Business: Peak 10 is an independent data center operator and managed services provider delivering scalable, economical and reliable solutions for hosting and managing complex information technology infrastructure. The company combines multiple data centers and portfolio of managed services with localized engineering and support to serve market-leading companies nationwide. www.peak10.com

w ww. grea te rc har lottebiz .co m

[biznetwork]

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[ontop] Advertising & Media Wray Ward’s poster design for the Arts & Science Council of Charlotte-Mecklenburg has been named a finalist in Wray Ward ASC Poster

the 33rd Annual One Show Design awards competition,

earning a coveted place in the One Show Annual book compiling the best creative work in the world.

Walker Marketing was recently honored by the Charlotte chapter of the American

EVERYTHING CHANGES. EVERYTHING REMAINS THE SAME.

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Advertising Federation with ADDY Awards for three creative projects.

Barnhardt Day & Hines has been honored with two 2008 Bronze Summit Creative Awards from Summit International Awards.

WCNC-TV, Charlotte’s NBC affiliate, has won five Regional Edward R. Murrow Awards.

Nomadic Display has awarded Apple Rock Displays with its Teddy Award for Design and Innovation. The firm has also been recognized by Laarhoven Design with a design award of the custom modular design of an island display.

My Team of Experts, Inc. has been named a recipient of a 2008 Gold Quill Award of Merit from the International Association of Business Communicators. The firm has also added Lisa Holm as an account executive.

Nancy Currea has been named general sales manager for WAXN-TV. HMH’s Charlotte office has acquired Kristy Johnson as an advertising account supervisor and Maggie Mae Armstrong as a public relations account executive.

Tivoli Partners has hired Janine Rogers as vice president of client services.

Business & Professional CEO Inc. has been honored with a 2008 Charlotte Ethics in Business Award in the small company category.

The Remi Group, LLC has appointed Ron Calhoun as the company’s new president.

The American Bankruptcy Institute has appointed

38

june 200 8

Ron Calhoun

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[ontop] Jo Ann J. Brighton, special

Space Planning

counsel at Kennedy Covington, to its board of directors.

Reupholstery

Cogdell Spencer Inc. has NEW

appointed Paul Carpenter as Paul Carpenter

assistant vice president of Jason Bates to vice president

Construction & Design Jason Bates

Little has been named

& PRE-OWNED

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acquisitions and promoted of finance.

WE PROMISE TO PROVIDE OUR CUSTOMERS WITH QUALITY NEW AND PRE-OWNED OFFICE FURNITURE AND ACCESSORIES AT AFFORDABLE PRICES. OUR CUSTOMERS SPEAK FOR THEMSELVES.

Green For-Profit Business Leader; Green For-Profit Marketing Program of the Year; and Green Commercial Renovation Project at the inaugural Green Awards, sponsored by the Charlotte Business Journal.

Narmour Wright Creech, a Charlottebased architectural firm, has received the 2007/08 Wood Design Award for commercial wood design from WoodWorks Southeast.

O

Executive Looks. Exceptional Prices.

From planning to installation, Larner’s partnered with us, helping us utilize our space increasing its functionality and our efficiency. They managed the transition and we could trust that it was being done right. They were budget conscious but quality driven; we highly recommend them to the business community.

Home Builders Association of Charlotte members have been recognized for Major Achievement in Marketing Excellence.

~ JOHN D. BLAIR, PARTNER BLAIR, BOHLÉ & WHITSITT, PLLC

FFICE

Rental

Refinishing

Woodworking

Move Coordination

Office Furniture Brokering

Site Solutions has hired Jeremy Mize as a landscape architect in training and Jeremy Dalton as an intern architect.

Education & Staffing Central Piedmont Community College and Charlotte-Mecklenburg Schools have received the Grimsley “James” Stogner College Tech Prep Silver Award for excellence in partnership by the North Carolina College Tech Prep Consortia.

Topics Education has been named a 2008 finalist for an Association of Educational Publishers’ Distinguished Achievement Award in Science Instruction.

UNC Charlotte professor Bruce Arrigo has been awarded the 2008 First Citizens Bank Scholars Medal for outstanding contributions in the field of criminal justice. UNC Charlotte Bruce Arrigo

student Laura Mesec has been named the recipient

of the 2008 Nish Jamgotch Humanitarian Student Award.

UNC Charlotte’s Office of Continuing

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[ontop] Education has been recognized by the international University Continuing Education Association as a Bronze award winner for the 2008 Marketing and Publications Awards.

Dr. Joseph B. Mazzola has been named dean of The Belk College of Business at the University of North Carolina at Charlotte.

Helene Hilger, an associate professor in the department of civil and environmental engi-

THE EMPLOYERS ASSOCIATION Trusted HR Advice, Tools & Training

Human Resources Compliance

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neering at UNC Charlotte, has been selected as a 2008 recipient of the Award for Teaching

Surveys

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Training

Mary Clemmer, informa-

Employee Benefits

tion technology instructor, is

of Governors.

Helene Hilger

the recipient of the 2008 Gaston College Instructor of the Year award.

Gaston College has named Patsy Ann Austin of Gastonia the recipient of the 2008 Citi-

Mary Clemmer

zens South Athena Scholarship Award.

Queens University of Charlotte has appointed Rebecca AnderPatsy Ann Austin

The Employers Association is a membership based organization that provides human resources solutions to employers. We serve over 850 member companies in the Charlotte and surrounding areas in a variety of sizes and industries.

son as vice president for

marketing and community relations and Jamie Slater as director of institutional research and assessment.

Public Library of Charlotte & Mecklenburg County has named David Singleton as director of library experiences; Karen Beach as director of community engagement; Frank Blair

Celebrating 50 years of partnership with employers!

as director of research, innovation and strategy; and Brian Beavers as director of organizational resources.

Heather Mathis

Heather Mathis has been named director of the Falcon Club at Pfeiffer University

40

Annual memberships ranging from $475 to $3,100

and Dr. Tracy Espy has been

For more information about membership, call 704-522-8011 or visit www.employersassoc.com

appointed to serve as provost

june 200 8

and vice president for academic

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[ontop] affairs at the university.

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trust+strategy+integrity+planning+insight+experience

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the UNC Charlotte Foundation.

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Our Philosophy We believe we are rewarded only to the extent that we add value to those we are privileged to serve. At Daniel, Ratliff & Company, we are here to serve you, to help your business achieve its goals. We do so by learning your business and the challenges you face, then working with you to guide you toward success.

munity College and the University of North Carolina at Charlotte has won Rookie of the Year at the Formula Society of Automotive Engineering (SAE) competition at Virginia International Raceway.

“The relationship we have built with Daniel, Ratliff, and Company has been invaluable to the growth of Detroit Speed and Engineering. Our business keeps us moving 24 hours a day. Therefore, we need accountants who can keep up with our busy schedules and help us make the right moves at the right times for our company. We know cars and engineering. Daniel, Ratliff, and Company knows accounting. Partnering together with them makes our business even stronger. Whether in the shop, in the office, on the track, or at a show we are confident in our financial relationship with Daniel, Ratliff, and Company.”

Josh Archambault and Cody Johnson, seniors from Statesville, and Bryan J. Bullock and Dana C. Gantt, seniors from Gaston, have been named North Carolina and South

~ Kyle and Stacy Tucker Detroit Speed and Engineering

Student Auto Skills Contest.

Finance & Insurance The Charlotte office of Hinrichs Flanagan Financial has been honored with the Crystal

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Bowl award and the 2007 National Chairman’s Trophy Bronze Bowl by MassMutual.

David Cove

Financial planner David V.

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TOPIC 2008:

VALUE BUILDERS… VALUE BUSTERS!

2008 Consumer Guide Edition by the Consumers’ Research Council of America.

Government & Nonprofit The American Red Cross Carolinas Blood Services has presented Wachovia with the American Association of Blood Banks Award of Merit.

The Charlotte Affiliate of Susan G. Komen for the Cure has provided community grants totaling more than $1.1 million to support breast health education and breast cancer screening and treatment programs for the Charlotte region.

Upcoming MEETINGS

You know you need to spend time working “ON” your business, not just “IN” it. You may have wondered how you could find the time with all you have to juggle.

Business Success Institute is the answer. Our five meetings a year can make a real difference in your business. We address practical business concerns, share insights and advice, and give you a chance to network with other business owners who are facing the same challenges and opportunities you are.

Jun. 24, 2008 Aug. 26, 2008 Oct. 28, 2008

VALUE BUILDERS

Meg Kluttz Dees has joined Foundation For The Carolinas as a vice president of development.

Goodwill Industries of the Southern Piedmont has named Charlotte-Mecklen-

Learn how to increase the value of your business by developing a good management team, improving your sales and marketing, using technology wisely and practicing sound financial management.

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For times, locations and membership information visit www.business-success-institute.com or call Denise Altman at 704-315-9090.

june 2008

41

SPECIALISTS IN VOICE NETWORKS FOR 28 YEARS.

[ontop] Health Care Charlotte Radiology’s Dr. Arl Van Moore Jr. has been honored with the Silver Med al Award from the North Carolina Radiological Society.

Licensed Acupuncturist Denise Slavich, LAc, has joined Piedmont Community Physicians, PC, a multi-specialty, multisited physician group practice.

Manufacturing Global anilox supplier Harper Corporation of America founders Ron and Katherine Harper have been inducted into the National Tech nical Honor Society Hall o f Fam e fo r Ed ucational Excellence.

The couple has also been awarded the Silver Star Award from the American Technical Education

Harper Corporation Silver Star

Association and the National Technical Honor Society.

Real Estate Commercial/Residential Allen Tate Company has ranked No. 8 among the country’s largest independently

NETWORKING SERVICES IF YOU ARE LOOKING FOR A COMPANY THAT GIVES A PERSONAL TOUCH AND HONESTLY CARES ABOUT THEIR CLIENTS, THEN GIVE US A CALL! We are an innovative, high tech company, specializing in local and wide area networking to the small and medium business market. We provide complete turnkey solutions from concept to reality.

Local & Wide Area Networks Wiring Routers Switches Servers Wireless Workstations Tech Tip: Has your IT professional recommended using a neat little program called CrossLoop? CrossLoop provides a quick, easy, and completely free way to give an IT professional or other intended recipient virtual access to your computer. It’s a great solution for low-budget, long-distance tech support. Contact us for more information!

For more information call: Walt Fields at 704-560-4897 or Dwayne Stone at 704-560-4900 FieldStone Networking Services • 16041-G Johnston Rd. #161• Charlotte, NC 28277

owned, non-franchised brokers, based on closed transactions sides for 2007, according to the REAL Trend s 500 report. Allen Tate Relocation Services, part of the Allen Tate Family of Companies has been awarded the Crown of Excellence Award by Leading RE. Realtors in the Allen Tate Mooresville 150 and Brawley School Road offices have received the Co mm unity Scho o ls Award from Iredell-Statesville Schools.

Weichert, Realtors - Rebhan & Associates has been inducted into the Weichert 2007 Ambassador’s Club, the company has also been named the recipient of the President’s Award o f Excellence from Quality Service Certification, Inc. Crosland LLC has named Jenny Vallimont manager of sustainability.

Lake Norman Realty has added Sherrie Clark as a sales associate in the Mooresville office.

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42

june 200 8

www. grea tercha rl ot tebiz .c om

[ontop] Retail & Sports & Entertainment Charlotte-based Autobell Car Wash, Inc., America’s third largest full-service car wash chain, has received the Community Service Leadership Award from the International Carwash Association. The company has also been awarded two environmental awards from the Charlotte Business Journal.

Charlotte Arrangements has been awarded two 2008 EVIE awards from the Charlotte chapter of the International Special Events Society.

The Charlotte Bobcats have named Larry Brown as the third head coach in franchise history, bringing 23 years of NBA head coaching Larry Brown

experience to the Bobcats.

Continental North

America has named Paul Williams as executive vice president of Commercial Vehicle Tires for the Americas.

Technology SGIS has ranked No. 10 on Entrepreneur magazine’s 2008 Hot 100 List of Fastest-Growing businesses in America.

Dan Wilson, president of Waypoint Solutions Group, has been appointed to the board of the MSPAlliance, International Alliance of Managed Service Providers.

Matt Wittemann, customer relationship management consultant for Customer Connect Associates has been named a Microsoft MVP. The company has also hired Michael

?

Thompson as customer relationship management and Web developer/analyst.

OmniVue Business Solutions has achieved Gold Certification in the Advanced Infrastructure Hosting Solutions Competency from Microsoft. The company has also hired Lisa Keller as client strategy manager. 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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For more information about showing your properties in Executive Homes, contact Joe Gleason (x106 and jgleason@greatercharlottebiz.com) or Sue Williams (x107 and swilliams@greatercharlottebiz.com) at Greater Charlotte Biz, 704-676-5850.

LAKE NORMAN WATERFRONT IN LONG BAY Catawba, North Carolina

Stunning waterfront home located in Long Bay on Lake Norman. Open, bright floor plan with water views from almost every room. Master suite with luxury bath, great room with fireplace, huge kitchen, grand recreation room, 3.5 car garage, deck, covered patio, and floating dock. Situated on a 1.31 acre lot with a 500 ft. driveway through the woods. Outstanding and private! 4BRs/3.1BAs

GOLF COURSE ESTATE HOME Monroe, North Carolina

Gorgeous brick home sits on a premium estate lot overlooking the 6th green, 7th tee and fairway of Rolling Hills private golf course. Built in 2003 and offering marble foyer, coffered ceiling in study/office, extensive moldings and arched doorways. State-of-the-art home theatre and garage space for 7 cars. 4BRs/3.2BAs

MLS# 760988 - $949,000 Property Address: 7830 Long Bay Parkway

MLS# 761434 - $899,000 Property Address: 2709 Rolling Hills Drive

Stephanie Seman - 828-228-4050 www.stephanieseman.com â&#x20AC;˘ www.7830LongBayParkway.com

Russell Wing - 704-291-8908 www.thewingteam.com