Greater Charlotte Biz 2010.12

legalbiz

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webbiz

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consultingbiz

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accountingbiz

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employersbiz

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bizprophet

december 2010

HIGH-SPEED

GROWTH

TWC Business Class Captures Market Share

Maureen Rooney Regional Vice President, Commercial Services Time Warner Cable Business Class Carolinas

! ! ! Hilton Charlotte Center City ! ! ! Anderson LeNeave ! ! ! Superior School of Real Estate

! ! ! AirTight

CHANGE SERVICE REQUESTED 7300 Carmel Executive Park Dr., Ste. 115, Charlotte, N.C. 28226-1310

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

INTERNET | PHONE | CABLE TV | ETHERNET

Friday, 5:08 p.m.

JERRY REALIZES HIS FAST-PACED BUSINESS NEEDS COMMUNICATIONS THAT CAN KEEP UP.

TIME WARNER CABLE BUSINESS CLASS GAVE JERRY A SOLUTION THAT KEPT HIS BUSINESS MOVING. As Jerry’s company added more customers, he realized that he needed Internet and Phone service to keep up with the increased demand. So Jerry turned to Time Warner Cable Business Class for a communication solution that could meet his company’s changing needs. With scalable Phone, Internet and Cable TV solutions, Time Warner Cable Business Class offers a variety of services that can be tailored to your business.

GET A SECOND LINE FREE WHEN YOU PURCHASE PHONE FOR

$

39.95

A MONTH

& ADD INTERNET OR CABLE TV. Save up to $1,700!

1.866.898.7958 www.carolinas.twcbc.com Offer available to new subscribers who purchase one line of Business Class Phone and Internet access or Cable TV service. One free line per location. All Internet and Cable TV tiers are eligible for this offer. Internet and Cable TV services are offered at standard monthly rates. Three-year term agreement required. Standard installation rates apply. Standard construction rates (if applicable) apply. Additional Business Class Phone lines are available at standard rates. Additional charges apply for taxes, fees, Directory Assistance, Operator Services, and calls to international locations. Business Class Phone does not include back-up power, and should there be a power outage, Business Class Phone, including the ability to access 911 services, may not be available. Actual speeds may vary. Offer valid for business customers in Business Class Phone serviceable areas. Contract must be signed by 12/31/2010 to take advantage of the offer. Time Warner Cable Business Class is a trademark of Time Warner Inc. Used under license. All other trademarks are the property of their respective owners. ©2010 Time Warner Cable. All Rights Reserved.

in this issue

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u

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cover story

Time Warner Cable Business Class Carolinas

Twelve years ago, Time Warner Cable Business Class first offered Internet data services for the business telecom industry in the Carolinas as its sole product. Today, under the tutelage of Regional Vice President Maureen Rooney, it delivers phone, Internet, Ethernet, mobile, and cable to more than 290,000 commercial customers. “You first. The technology follows,” expresses their commitment to solutions that meet customer needs.

16

Hilton Charlotte Center City

The Hilton provides their guests with everything needed for a successful meeting, conference, fundraiser, or celebration.

Glenn Simon, general manager, says, “The plan is to take care of that next guest checking in; the next person who arrives at the restaurant. We always strive to fulfill Conrad’s Hilton’s philosophy of ‘spreading the light and warmth of hospitality.’”

2

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Anderson LeNeave

This Investment banking firm provides corporate finance advisory services to middle market companies. To them, these mid-sized transactions deserve the same level of service, professionalism and attention that mega deals receive. “We leverage the business owner’s time and let them focus on continuing to run their business,” says Greg LeNeave.

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publisher’spost

4

legalbiz

5

Transforming the Business of Law to Meet the Needs of Business

webbiz

7

New Media Strategies, Secrets and Solutions

accountingbiz

9

Accounting, Tax and Consulting Solutions

consultingbiz

11

Managing and Delivering Change to Optimize Business Value

bizprophet

12

Engaging and Inspiring Thought Leadership in the New Millennium

employersbiz

14

Legislative and Regulatory Highlights for Area Employers

Superior School of Real Estate Charlotte native Bill Gallagher is Mr. Real Estate. His witty exterior and teaching style peppered with personal stories and funny anecdotes belies the bedrock of information and expertise that students absorb almost “by accident” under his tutelage. His school offers everything from broker licensing, to continuing education and professional training.

december 2010

departments

!"

AirTight

With an increasing focus on mission critical service to IT data centers and mechanical systems, Airtight knows its customers must succeed for the company to be successful. They strive to understand the client and work hard to anticipate and satisfy their needs, providing best-in-class service and expert execution at all levels of their business.

biznetwork on the cover:

44 legalbiz

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webbiz

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consultingbiz

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accountingbiz

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employersbiz

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bizprophet

december 2010

Maureen Rooney Regional Vice President, Commercial Services Time Warner Cable Business Class Carolinas

HIGH-SPEED

GROWTH

TWC Business Class Captures Market Share

Maureen Rooney Regional Vice President, Commercial Services Time Warner Cable Business Class Carolinas

! ! ! Hilton Charlotte Center City

Photography by Wayne Morris

! ! ! Anderson LeNeave ! ! ! Superior School of Real Estate

! ! ! AirTight

w w w. g re a t e rc h a r l o t t e b i z . c o m

bcbsnc.com

Health Care Reform. It’s here.

But what does it mean for you?

Find out what health care reform means for you — today — and in the years ahead. + For employers and employees + For health care providers + For all North Carolinians Visit nchealthreform.com

An independent licensee of the Blue Cross and Blue Shield Association. U7369, 9/10

[publisher’spost] Good Things Come in Digital Packages It is a remarkable new age of connectivity we are living in, driven largely by mega players Google, Apple and Microsoft. Together with the social media players like Twitter, Facebook and Groupon, and crowds in the clouds, literally every day presents amazing new opportunities for delivering information faster, better, and cheaper than ever before.

Content is not just available through publications and websites, but also through images, stories, video and data that is available 24/7 through a variety of devices. Add the value of GPS (Global Positioning Systems) and John Paul Galles you can track and find just about anything, anywhere, anytime.

In this holiday season, as you shop the store displays of holiday gifts touting their technological convergence of computer, camera, television, telephone, sound and video capabilities, we want you to save a little mindshare for us. In the New Year, we will be delivering two new packages of blended technologies to help you/your business interface directly with customers, prospects and targeted recipients.

Use them as marketing tools or use them as high-powered portals to access all of your/your company’s offerings; they will truly put your resources to the highest use.

We want to help you bring your customers, clients and prospects to your front door 24/7. If you want to show off your store, your workplace, your staff, your team, your showroom, your goods and your services, marketing your business through one portal is an attractive way to connect with your customers and provide a more complete picture of what you do and where you do it.

To that end, our first gift to you is to help you learn how to use QR codes effectively to communicate with existing customers and prospective customers and provide access to tools which can assist you.

You may have seen these funny little black and white boxes in our last two issues and again this issue.

Or you may have seen folks contorting themselves trying to take a picture of them with their smart phones in the aisles at Best Buy. QR (Quick Response) codes will become an important information portal for anyone wishing to access the newest, latest and greatest information as quickly as possible (although you do need a smartphone).

QR codes are basically like bar codes; the particular matrix is read through a camera and interpreted by software to either display information, make a phone call, send an e-mail, or access a particular site on an Internet browser. We display a QR code on our cover, for example, that links directly to our current printed publication.

Our second gift to you utilizes a new application of geoweb technology. Thanks to military intel and governmental information, the folks at Google Earth have made possible endless combinations of Internet information (abstract information) with geospacial information (location-based). If you haven’t played in Google Earth, I would highly recommend downloading the free program over the holidays and touring the world, and even outer space!

In Google Earth, three-dimensional (3D) building models can now be positioned on the two-dimensional satellite surface, and are also viewable on Google Maps with the Google Earth Plug-in. While many of you may use Google Maps on a regular basis, mapping in two dimensions gives you a limited picture of what you are seeking.

Viewing those locations in 3D will greatly enhance your ability to see and understand. In the coming years, an increasing amount of information will be presented within the three-dimensional interface of Google Earth.

Here are some examples of what this 3D technology can display for the Hampton Inn and Suites of SouthPark at Phillips Place. The first code links to a YouTube video fly-in; the second links to a viewer on Google Earth (Google Earth or Google Earth Plug-in necessary to view).

Fly-in Video

Google Earth Viewer (requires Google Earth or Plug-in)

Greater Charlotte Biz is anxious to help you take advantage of these new and evolving technologies.

Give us a call at 704-676-5850 and ask for Scott Mayer or John Galles. We will be happy to show you the way to bring your customers to your front door.

QR codes and 3D geoweb offerings are our packages for under your tree to assist you and your business with a more prosperous 2011.

Merry Christmas and Happy New Year!

4

december 2010

704-676-5850

$ECEMBER 6OLUME s )SSUE Publisher *OHN 0AUL 'ALLES X JGALLES GREATERCHARLOTTEBIZ COM

Associate Publisher/Editor -ARYL ! ,ANE X mlane@greatercharlottebiz.com

Creative Director 4REVOR !DAMS X tadams@greatercharlottebiz.com

Sales Manager 3COTT # -AYER X smayer@greatercharlottebiz.com

partners !CC Communications, Inc. !Central Piedmont Community College !%LLIOTT $AVIS 0,,# !.OUV%/. 4ECHNOLOGY 0ARTNERS )NC !4HE %MPLOYERS !SSOCIATION !7ISHART .ORRIS (ENNINGER 0ITTMAN 0 !

Contributing Writers :ENDA $OUGLAS Carol Gifford Heather Head Casey Jacobus

Contributing Photographers 4REVOR !DAMS 7AYNE -ORRIS Galles Communications Group, Inc. #ARMEL %XECUTIVE 0ARK $R 3TE #HARLOTTE .# 0HONE s &AX www.greatercharlottebiz.com s 0RESS RELEASES AND OTHER NEWS RELATED information: editor@greatercharlottebiz.com. s %DITORIAL MLANE GREATERCHARLOTTEBIZ COM s !DVERTISING JGALLES GREATERCHARLOTTEBIZ COM s 3UBSCRIPTION INQUIRIES OR CHANGE OF ADDRESS subscriptions@greatercharlottebiz.com. s /THER INQUIRIES PLEASE CALL OR FAX AT THE numbers above or visit our website www.greatercharlottebiz.com. Š Copyright 2010 by Galles Communications Group, Inc. !LL RIGHTS RESERVED 4HE INFORMATION CONTAINED HEREIN HAS been obtained from sources believed to be reliable. How ever, 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 6IEWS EXPRESSED HEREIN ARE NOT necessarily those of Greater Charlotte Biz or Galles Com munications 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 X Greater Charlotte Biz )33. IS PUBLISHED monthly by Galles Communications Group, Inc., 7300 Carmel %XECUTIVE 0ARK $R 3TE #HARLOTTE .# 4ELEPHONE &AX 3UBSCRIPTION RATE IS FOR ONE YEAR 0/34-!34%2 3END ADDRESS CHANGES TO Greater Charlotte Biz, #ARMEL %XECUTIVE 0ARK $R

3TE #HARLOTTE .#

w w w. g re a t e rc h a r l o t t e b i z . c o m

7ISHART .ORRIS (ENNINGER 0ITTMAN 0 !

[legalbiz]

Transforming the Business of Law to Meet the Needs of Business

EEOC Targets Credit History Check on Employees

"

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or more information about the discussion held by the EEOC on the credit check issues, see www.eeoc.gov/eeoc/meetings/10­20­10/index.cfm.

"Gifts in 2010........

Keep in mind, under current law, federal GIFT TAX RATES FOR THE REST OF GO UP TO A MAXIMUM OF PERCENT "EGINNING IN THE FEDERAL GIFT TAX RATES WILL GO UP TO A MAXIMUM OF PERCENT UNLESS #ONGRESS CHANGES THE LAW )F you are planning on making gifts that can incur GIFT TAX MAY BE the year you should make them.

c o n s t r u c t i ve c a t a ly s t fo r c re a t i ve c o n s c i o u s n e s s

Firing for Comments on Facebook Prohibited?

The National Labor Relations Board (NLRB) issued a complaint in October regarding the termination of an employee who posted negative comments about a supervisor on her personal Facebook page.

The complaint alleges that the employer maintained a blogging and Internet policy that was overly broad.

Co-workers responded to the comments supporting the employee and further negative comments about the supervisor were posted. The employer suspended and later fired the employee for the postings as the postings violated the employerâ&#x20AC;&#x2122;s Internet policies.

The NLRB found that the employeeâ&#x20AC;&#x2122;s comments on Facebook were protected concerted activity.

The NLRB also found that the employerâ&#x20AC;&#x2122;s Internet policy had unlawful provisions such as a prohibition on making disparaging remarks when discussing the employer or its supervisors and a prohibition on depicting the employer over the Internet in any way without consent. The NLRB has scheduled a hearing on the case on next month, but the case may still have a long way to go before reaching a final resolution.

Based on many concerns regarding Internet use and blogging in general, employers must be very careful that: ! employees do not post supporting comments about an employer or its products on the Internet (in light of Federal Trade Commission concerns); ! employees are not prohibited from writing about or talking with co-workers and the public at large about their concerns and complaints regarding the employer (however, you may still be able to specifically distinguish and prohibit Facebook or other social media site comments); and ! employees are not terminated in any way that could be construed as retaliation for voicing concerns.

Remember, your company does not have to have an employee union in place for many of the rules and restrictions for collective bargaining and related rights to apply to your business.

It is extremely important to have an experienced, knowledgeable professional review all of your policies and procedures regarding employees at least annually. Laws and regulations are developing rapidly in this era of high unemployment with new and potentially surprising issues being addressed every month. ~Eric Bass Content provided by Wishart, Norris, Henninger & Pittman, P.A., which partners with owners of closely-held businesses to provide comprehensive legal services in all areas of business, tax, estate planning, succession planning, purchases and sales of businesses, real estate, family law, and litigation. For more information, contact Robert Norris at 704-364-0010 or visit www.wnhplaw.com.

december 2010

5

As a proud partner of NetApp, we’re committed to helping you deploy the right storage and data management solution. Call (704) 831-2500 or visit www.at-net.net for more information. We are AT-NET Services... Making IT Work!

Introducing AND. It’s the new OR. Finally, a storage solution that doesn’t force you to choose either cost efficiency or improved business performance. NetApp’s uncompromising approach to storage and data management can both lower IT costs and help to bolster your company’s competitiveness. See how storage efficiency without compromise can help you go further, faster.

DESIGN

|

BUILD

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MANAGE

Atlanta – Charleston – Charlotte – Columbia – Greenville – Knoxville

P h o n e : 7 04 .8 3 1 .2 5 0 0

!

Toll Free: 866.708.0886

w w w. a t - n e t . n e t © 2010 NetApp. All rights reserved. Specifications are subject to change without notice. NetApp, the NetApp logo, and Go further, faster are trademarks or registered trademarks of NetApp, Inc. in the United States and/or other countries. All other brands or products are trademarks or registered trademarks of their respective holders and should be treated as such.

CC Communications

[webbiz]

New Media Strategies, Secrets and Solutions

!!!

WORK Inns of Blowing Rockâ&#x20AC;&#x201D; "Village Improved First Impression You never get a second chance to make a first impression. Research suggests that visitors to your website can develop opinions about your credibility and form judgments affecting their buying decisions in mere seconds.

From the moment visitors arrive, they must be impressed by your design, know what sets you apart, and be encouraged to take the next step.

Hotel Internet marketer Vizergy has recently launched a new home page for the Village Inns of Blowing Rock that makes a great first impression.

Visitors to VillageInnsofBlowingRock.com are greeted by warm, inviting images of the three beautiful inns, as well as value statements regarding these charming mountain escapes. Take a look. See why making reservations is as easy as enjoying the breathtaking mountain vistas.

QUESTION

&

ANSWER Q:

Do I need to create a mobile version of my website? ~Charlotte, NC

A:

The short answer is yes. Morgan Stanley predicts the mobile Internet market will be â&#x20AC;&#x153;at least 2X the size of the current desktop Internet.â&#x20AC;? This statistic indicates that you should start preplanning now.

Check your website analytics to help determine urgency for your audience.

Most analytics programs provide information regarding visitors to your website from mobile devices. Although most websites can be served up within a phone browser, layout and functionality are often compromised. Just as a standard website is built and optimized for a particular browser and operating system, a mobile version of your website needs to be created and optimized for mobile browsers.

Have a question about Web design or online marketing?

Submit your question to www.greatercharlottebiz/webbiz.

Questions & Answers may be reprinted here in upcoming editions of Greater Charlotte Biz!

Content provided by CC Communications, a Web design, programming and Internet media company providing a full array of services to businesses and organizations to enhance and produce effective Web, e-mail, multimedia marketing initiatives and business process improvements. For more information, contact Kip Cozart at 704-543-1171 or visit www.cccommunications.com/resources_articles.cfm.

c o n s t r u c t i ve c a t a ly s t fo r c re a t i ve c o n s c i o u s n e s s

"Converting Sales

Relationships with Content Engagement ! PRIMARY ROLE OF COMMERCIAL 7EB CONTENT IS TO INFORM PERSUADE EDUCATE AND sell our products, services and ideas to our prospective customers and those WHO INmUENCE OUR MARKETPLACE -ANY WEBSITES UNDERPERFORM DELIVERING FEW IF ANY TANGIBLE CUSTOMER LEADS OR INTERACTIONS 4OO OFTEN POORLY DESIGNED WEBSITES provide only passive content, allow anonymous use by the visitors, send prospects to cumbersome online â&#x20AC;&#x153;contact forms,â&#x20AC;? or indiscriminately refer potential leads to a generic telephone number.

7ELL CRAFTED 7EB CONTENT CAN ACCOMPLISH MUCH MORE (ERE ARE SEVERAL APPROACHES TO HELP YOU ENGAGE YOUR PROSPECTS MORE QUICKLY SPARK AN FASTER EXCHANGE OF INFOR MATION ACCELERATE THE GROWTH OF CUSTOMER RELATIONSHIPS WITH MORE FREQUENT AND more meaningful online â&#x20AC;&#x153;conversations,â&#x20AC;? gather new insights about how visitors react to your content, and convert more online activity into more profitable and measurable results. Think â&#x20AC;&#x153;Proactive Engagement.â&#x20AC;?

Start from the customerâ&#x20AC;&#x2122;s point of viewâ&#x20AC;Ś 4O GENERATE MORE QUALIlED LEADS through online content, first put yourself in your customerâ&#x20AC;&#x2122;s shoes. Prospects ARE LOOKING FOR IMMEDIATE INFORMATION AND ASSISTANCE 4HEY ARE RESISTANT TO BEING hPITCHEDv OR hSOLD v 3O GIVE THEM WHAT THEY WANT !RRANGE CONTENT TO ADDRESS your customersâ&#x20AC;&#x2122; most compelling needs first, in effect offering a measure of service before the sale. If they feel that your product meets their needs, then prospects will be far more receptive to engaging in a meaningful dialogue with you.

Connect with â&#x20AC;&#x153;bite-sizedâ&#x20AC;? piecesâ&#x20AC;Ś )NCREASE THE NUMBER OF lRST TIME RESPONSES BY INVITING VISITORS TO INTERACT WITH YOU IN NUMEROUS QUICK AND SIMPLE ways that are integrated throughout your content. Instead of forcing prospects to COMPLETE A TIME CONSUMING hCONTACT FORMv REQUIRING MULTIPLE ENTRY lELDS EMBED A SMALL lELD h!SK A QUESTIONv BOX INTO THE SIDEBAR OF EACH PAGE ASKING ONLY FOR THE PERSON S NAME REPLY E MAIL ADDRESS AND FREEFORM QUESTION OR COMMENT /NCE THE INITIAL EMAIL MESSAGE IS RECEIVED OBTAIN MORE COMPLETE CONTACT INFORMATION THROUGH A FRIENDLY NON THREATENING CONVERSATIONAL EXCHANGE /THER BITE SIZED INTERACTIONS INCLUDE hLIVE CHATv TEXTING hCLICK TO CALLv PHONE SUPPORT

SINGLE QUESTION POLLING AND hMOUSE OVER PHRASINGv INSERTED WITHIN STANDARD TEXT THAT INSTANTLY REVEALS EXPANDED INFORMATION WITHIN SIMPLIlED CONTENT Make every Web visit countâ&#x20AC;Ś Use â&#x20AC;&#x153;cookiesâ&#x20AC;?

TRACKING CODE TO MONITOR AND RECORD THE INDIVIDUAL behavior of each visitor connecting to your website. !S THE VISITOR SURFS AND INTERACTS WITH PAGE CONTENT A personalized â&#x20AC;&#x153;user profileâ&#x20AC;? can be recorded based on the â&#x20AC;&#x153;click path,â&#x20AC;? indicating the specific content the visi tor is most interested in obtaining.

4HIS SUPPLEMENTAL PROlLE IS SEAMLESSLY ATTACHED TO ANY DIRECT COMMUNICATION SUCH AS AN h!SK A QUESTIONv submission, providing a deeper understanding of what most motivates the customer. If the original â&#x20AC;&#x153;cookieâ&#x20AC;? remains in place, the profile can be updated during EACH RETURN VISIT -OREOVER USER PROlLE TRENDS CAN be evaluated on a macro level to identify product perceptions and new sales opportunities.

~Kip Cozart

december 2010

7

Now it is easier than ever to get people to your website and all the investment you have put into it. QR codes can take your customers directly to your:

!Websites !Applications !Videos !Photos !Maps !Surveys !Coupons !Advertising !Manuals !Listings

8

december 2010

t From Prin to Digital

Breathe Life Into Your Print Advertising Call us today and we will show you how!

704-676-5850 x106

!

w w w. g re a t e rc h a r l o t t e b i z . c o m

%LLIOTT $AVIS

[accountingbiz]

Accounting, Tax and Consulting Solutions

"Are You Enhancing the Value of Your Company?

Ted, a small business owner, spent the last week bringing in three new customers, ordering raw materials, working with his advertising agency, handling personnel problems, meeting with his banker about increasing the line of credit, talking with a customer about quality issues, meeting with a logistics company about late shipments and damaged products, and asking customers to pay their invoices. Sounds like Ted is running in a million different directions and getting a lot accomplished.

The next week Ted gets a phone call from a competitor in a neighboring state asking if he has ever thought about selling his business. Ted tells him, “I have a great business and have not thought about selling” The competitor replies, “Yeah, I was in the same boat until I got this call from a national company. They made me a great offer to buy my company and we should close the deal next month. The guy I am dealing with said they may be interested in purchasing other companies.

Are you interested in talking with them?”

Ted is excited and calls his attorney and accountant to tell them the news. The national company and Ted talk about the deal; however, Ted is disappointed in the offer as it is much lower than what his competitor received. Ted’s attorney puts him in contact with a business valuation expert and Ted asks the valuation analyst to look at his By concentrating business and tell him why the offer was lower than he on the key value thought it should be. drivers of their The valuation analyst and Ted discuss the three business, owners approaches to value—asset, market, and income—and can enhance value agree that asset valuation is not the best approach to value operating entities such as Ted’s. and maximize The market approach considers data from public the price they get companies whose operations might be comparable to when they sell. the company being valued and from the sale of private companies. The market approach generally involves determining some price multiple of earnings, for example Price to Earnings Before Interest, Taxes, Depreciation, and Amortization (EBITDA).

In valuing Ted’s business, the valuation analyst could not find any comparable public companies due to differences in size and structure. However, he was able to find transactions in the private databases that were similar to Ted’s. The sales price of these transactions ranged from two times EBITDA to eight times EBITDA. The income approach uses some form of earnings (EBITDA, net income, cash, etc.) and either discounts or capitalizes the future earnings stream to arrive at value. Based on the valuation analyst’s review of Ted’s historical financial statements and discussions regarding the future of the business, the company’s future cash flows yielded a value with an implied EBITDA

c o n s t r u c t i ve c a t a ly s t fo r c re a t i ve c o n s c i o u s n e s s

multiple of three. This multiple was near the lower end of the range of multiples derived from the market approach; it was also lower than the sales price his competitor received, which was six times EBITDA. The valuation analyst identified several factors impacting the value of Ted’s company: ! Profitability has suffered due to poor quality, late shipments, and inefficiencies in fulfilling customer orders. Profit Linda Fiel, ASA, margins are below the industry benchmarks.

Manager in the Business Valuation ! New customer sales are driven exclusively by Practice Ted; there is no other sales force. ! The Company’s inventory turnover is half of what is normal in the industry. ! The Company’s average collection period is twice the industry norm. ! Financial information is difficult to pull together; information had to be constructed to complete the analysis.

Jay Gibson, CPA/ABV, There are no formal financial statements.

CVA, Shareholder and The above factors caused the prospecChair of the Business Valuation Practice tive buyer to decrease the value of Ted’s business compared to the amount he offered the competitor. A quick look of the facts indicates cash flows have declined (due to the decline in profitability and poor working capital management); there appears to be an overreliance on Ted; and the company’s financial information may not be reliable.

Thus, Ted may have missed out on the best chance to maximize the value of his business by being able to sell to a large company. How can a business owner make sure he does not fall into the same trap as Ted? Know the value of your business by working with an independent business appraiser.

Work on these value drivers that can enhance the value of your business: 1. Know your company’s cash flow and work to maximize cash flow that is sustainable.

2. Keep good financial records.

3. Build a knowledgeable and skilled workforce and management team.

4. Develop good processes and systems (quality, personnel, information, etc.).

5. Know your industry—keep abreast of changes and merger and acquisition activity.

6. Look for growth and niche opportunities.

7. Develop a diverse customer base and product/service offering.

Small business owners can avoid being caught in a situation like Ted’s by operating their business each and every day as if it is for sale. By concentrating on the key value drivers of their business, owners can enhance value and maximize the price they get when they sell. Consider meeting with your team of advisors (attorney, accountant, investment, etc.) to develop a succession plan or strategy.

Content contributed by the Charlotte office of Elliott Davis, PLLC, an accounting, tax and consulting ser vices firm providing clients the solutions needed to achieve their objectives in 10 offices throughout the Southeast. For more information, contact Dan Warren at 704-808-5210 or visit www.elliottdavis.com.

december 2010

9

Sometimes life imitates art.

Litigation / Employment & Labor Corporate / M&A / Securities Intellectual Property

To move beyond the chaos and conflict of litigation, you have to see the big picture. At

Financial Services & Restructuring Estate & Wealth Planning / Taxation Real Estate

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Managing and Delivering Change to Optimize Business Value

Establishing Critical Success Measurements for Engineering Small Capital Projects Imagine for a moment that your organization faces an extremely tight capital budget and regulatory and environmental pressures to make significant modifications to stay in business. At the same time, imagine your business is also working to upgrade existing facilities, build new plants, and demonstrate growth for both continued support of those projects along with new capital funding from your shareholders.

Small capital projects risk wasting a significant portion of allocated capital dollars when there are not solid and consistent Project Success Measurements utilized to demonstrate if the project truly was successful.

Meanwhile, you have carved out tough capital dollars for ongoing small capital projects and these may consume at least 50 percent of your capital budget. Oh, wait a minute, we’re not imagining here!

A current industry focus is ensuring that the appropriate amount of Front End Loading (FEL) is completed on major capital projects, and is measured against other like companies for Best in Class. Small capital projects risk wasting a significant portion of allocated capital dollars when there are not solid and consistent Project Success Measurements utilized to demonstrate if the project truly was successful.

In practice, large capital projects use in-depth estimating tools and methodologies to predict costs prior to capital funding at the various gates of a project. Smaller capital projects often do not have access to estimating tools, with costs frequently being a best guess prepared after a few phone calls. Unfortunately, all too often a project’s estimated total isn’t a scientific or professional approach at all, but rather determined based on a person’s signing authority to commit capital dollars, or a known amount as a ceiling for general project approval.

If you believe in the saying Richard Pomaville, “If you can’t measure, you can’t Senior Managing manage,” then here are some Consultant important considerations:

c o n s t r u c t i ve c a t a ly s t fo r c re a t i ve c o n s c i o u s n e s s

! $O YOU KNOW IF YOUR ORGANIZATION S SPENDING OF ALLOCATED CAPITAL DOLLARS FOR SMALL PROJECTS ARE IN CONTROL ! $O YOU KNOW WHAT PERCENTAGE OF THESE PROJECTS ARE MORE THAN PERCENT OVER OR UNDER BUDGET ! $O YOU HAVE MEASUREMENTS IN PLACE AGAINST BENCHMARKED EXPECTA TIONS TO COMPARE THE ALLOCATED CAPITAL DOLLARS FOR SMALL PROJECTS ! )S THE CAPITAL SPENDING ON YOUR SMALL CAPITAL PROJECTS CONSISTENTLY OVER BUDGET ! $O YOUR PROJECTS COME IN ON TIME ON BUDGET BUT DELIVER LITTLE VALUE OR DON T MEET THE CUSTOMER S EXPECTATIONS ! )S ANYBODY REALLY MONITORING THIS AT ALL BENEFITS OF MEASURING Benefit 1: The first benefit of establishing a measurement process is your capital dollars will be managed much more effectively. Suddenly someone is watching how effectively the dollars are being utilized and measured against key targets and compared to their peers and competing departments.

The results of how your project stacks up against other projects are on your company’s internal public display. Waste is reduced, freeing up dollars for other value-added projects. “Back of an envelope” and other non-professional estimating methods will have to go away.

Benefit 2: The second benefit for establishing a measurement process is improved planning and utilization of professional estimating tools or services within your organization. Guessing and gut feel don’t cut it.

Establishing a project budget based on signing authority, or knowing if it exceeds a certain amount that it probably won’t be funded, is real yet very wasteful. The project team needs to have a believable estimate with a probability of hitting the budget. The estimated cost for the project needs to be based on solid data used by professional estimators and other sources.

Benefit 3: The third benefit for establishing a measurement process is the collection of historical data on completed projects. Statistical analysis tools and process may be utilized after numerous projects are completed. With the analysis, trends can be identified, targets can be set for annual personal or department goals, incentivized programs can be implemented to drive preferred behaviors, and the data can be analyzed for discovery of what works well, and what needs improvement. Real opportunities for improvement may be realized by utilizing the power of Lean/Six Sigma methodologies relying on data and facts which are credible and verifiable.

In the end, critical project success measurements and processes deliver a sustainable control plan for your organization.

Content contributed by NouvEON, a management consulting firm. For more information, visit www.nouveon.com. To contact NouvEON’s expert, e-mail him at rpomaville@nouveon.com or follow on Twitter@NouvEON.

december 2010

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the performance group

[bizprophet]

4HE 0ERFORMANCE 'ROUP Engaging and Inspiring Thought Leadership in the New Millennium

SEIZING

CREATIVE CAPITAL OUT OF THE

0LENTY OF THAT ALREADY YOU MIGHT SAY #HAOS AND CONFUSION OVER THE TOP COMPLEXITY UNCER TAINTY IN EVERY DIRECTION !ND FOR ADDED TENSION EVERY DAY SEEMS TO BRING CONTRADICTORY MESSAGES %MPLOYMENT UP 2EAL ESTATE VALUES DOWN $OW *ONES UP .EW CONSTRUCTION STARTS DOWN 7HAT S up today may be down tomorrow and weâ&#x20AC;&#x2122;re left with nothing to beat back the chaos. ) SAY LET S WADE RIGHT INTO THAT TENSION AND COMPLEXITY AND CONFUSION ,ET S CLAIM THE creative capital that can be foundâ&#x20AC;&#x201D;has always been foundâ&#x20AC;&#x201D;in places of turbulence.

We know this. Itâ&#x20AC;&#x2122;s the story of entrepreneurism and pioneering that built our nation.

7HENEVER WE VE HIT JUNCTURES OF CHANGE AND TURBULENCE IT S BEEN REVOLUTIONARIES AND RULE breakers and visionaries who have broken new ground and led to innovations and solutions.

4URBULENCE SPAWNED ENERGY ENERGY TRANSFORMED INTO CREATIVITY $URING THE LAST HALF OF THE TH CENTURY ABUNDANCE AND STABILITY BIRTHED A NEW NORM FOR !MERICA S ECONOMY 0REDICTABILITY BECAME THE YELLOW BRICK ROAD TO THE SUCCESS WE ALL THOUGHT WE WERE ENTITLED TO )N THE CORPORATE DOMINATED ECONOMY THE MARKETPLACE WAS DRIVEN TO MAKE THINGS DUPLICATABLE SYSTEMS DRIVEN EFlCIENT PROlTABLE 7E ENGINEERED OURSELVES INTO A LINEAR MINDSET AND PERPETUATED THAT MINDSET IN -"! LAND 7E POPULATED THE WORKPLACE WITH managers, not leaders and creators.

4HEN CAME INEVITABLE CHANGE AND WITH IT THE INEVITABLE TURBULENCE /UR INSTINCT IS TO lND our way back to the stable and the predictable. Itâ&#x20AC;&#x2122;s the wrong instinct.

4ODAY OUR ECONOMIC ENEMY IS NOT THE CHAOS IT S THE STATUS QUO !S LEADERS IN THIS NEW WAVE OF CREATIVE ENERGY IT S UP TO US TO FOSTER A COCK EYED ATTITUDE that sees not chaos and confusion, but opportunity, hope, a chance to create solutions beyond OUR TYPICAL IMAGININGS 7E RE WORKING ON DOING JUST THAT 7E RE THINKING ABOUT INNOVATION AND adaptation. New offerings, a new pricing strategy, a new sales manager to replace the one who was surely the problemâ&#x20AC;&#x201D;all good things to consider. Some will work and some wonâ&#x20AC;&#x2122;t.

"UT THEY WON T BE ENOUGH TO MOVE US BEYOND THE CHAOS AND CONFUSION THE TENSION AND TURBULENCE 4HEY RE EXTERNAL CHANGES 4HEY WON T GO DEEP ENOUGH 4HE REAL CHANGE TO AIM FOR 4URNING OURSELVES INTO CREATIVE LEADERS Predictability, meet Creativity.

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HEREâ&#x20AC;&#x2122;S HOW 7E CAN T lX THE MACRO UNTIL WE lX THE MICRO !ND WE ARE THE MICRO 4HAT S YOU AND me, the creative leader.

'ETTING OUR ECONOMY ON TRACK WILL REQUIRE us, the entrepreneurial minded, to get our ENTERPRISES ON TRACK !ND GETTING OUR ENTER PRISES ON TRACK WILL REQUIRE US TO GET OURSELVES on track by seizing our creative capital.

"UT HOW %VERYBODY WANTS THE FORMULA "AD NEWS #REATIVITY DOESN T COME IN A BOX .O RULE BOOKS .O DIAGRAMS "UT WHEN ) work with teams of leaders who are ready to throw away their old rule books, here are some of the things I encourage them TO CONSIDER ON THEIR JOURNEY TO BIRTHING A culture of creativity.

Positive mental energy is fodder for genius.

Youâ&#x20AC;&#x2122;ll know youâ&#x20AC;&#x2122;ve arrived when you find yourself giving thanks for problems.

INFORMATION ABOUT BUSINESS #ROSS FERTILIZE ideas through associative learning.

WHAT WENT WRONG? Stop asking what went wrong. Stop asking who made the mistakes. When thatâ&#x20AC;&#x2122;s our FOCUS WE BECOME PROBLEM BLAMERS INSTEAD OF PROBLEM SOLVERS 7HEN WE FOCUS INSTEAD ON the simple fact that our economic model is broken, we open our eyes to fresh solutions.

Negative mental energy leads to mental blocks.

Content provided by Samuel E. Frowine III, founder, owner and president of The Performance Group, Ltd., a business consulting firm aligning enterprises with the ambition of owners. For a complimentary self-analysis to gauge your readiness to cultivate creative leadership in yourself and your organization, contact him at 704-5975156 or sam@theperformancegroupusa.com or start a dialogue via his blog at www.ownershipsuccess.com.

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Act like children. If we start with solutions and certainties, weâ&#x20AC;&#x2122;ll never find OUR WAY OUT OF THIS FOREST 4HE lRST STEP IS TO become like little children, who know nothing AND WANT TO KNOW EVERYTHING !SK QUESTIONS

ASK QUESTIONS ASK QUESTIONS Welcome obstacles. /BSTACLESÂ&#x2C6;ESPECIALLY THE ONES THAT SEEM insurmountableâ&#x20AC;&#x201D;force us to think beyond the TYPICAL %NTERTAIN THE MOST ABSURD AND UNLIKELY ways to overcome or get around or knock down those obstacles. See what shows up.

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Get humble. ,IFE IS MESSY 4HINGS AND people break. So do business models. None of us are immune.

Entertain radical ideas. Ideas that scare us or tick us off or upset apple carts. $OESN T MATTER IF MOST OF THEM TURN OUT TO BE bad ideas. Just entertaining them opens a space in our imaginations where seeds of fresh think ING CAN BE PLANTED 3TART AN IDEA JOURNAL TODAY Read. Read. Read. "OOKS MAGAZINES

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[employersbiz]

Legislative and Regulatory Highlights for Area Employers

"THIS ISN’T LAS

14

»Consider inviting spouses and/or partners since their presence can have a “leveling” effect on conduct.

While office holiday parties can help spread camaraderie and good cheer, employers are well advised to remember that what happens at an office holiday party often does not stay there.

Holiday parties can be the source of employer liability for sexual harassment, alcohol-related accidents, or even workers’ compensation for injuries sustained on the dance floor when normally sedentary workers attempt the “the Electric Slide.” »Ensure that the company’s policy against harassment is up to date and that the policy mentions that the rules apply to all company functions, even those conducted off the premises. »Instruct supervisors that they are expected to set an example at company social functions and to respond appropriately to improper behavior by employees or their guests.

If serving alcohol consider the following tips… ! Serve foods that slow the absorption of alcohol, such as those high in protein or starch. ! Avoid greasy and salty foods, which tend to encourage more alcohol consumption. ! Review your insurance policies for alcohol-related exclusions. ! Offer nonalcoholic beverages. ! Provide employees a limited number of drink tickets. ! Do not use employees to tend bar or provide alcohol. ! Make sure that bartenders have been trained not to over-pour drinks and not to serve those who appear to be intoxicated. ! To limit harm and liability, make sure bartenders have been trained to handle rowdy guests.

december 2010

Trusted HR Advice, Tools & Training

!

What happens at the office holiday party, often does not stay there!

The Fair and Accurate Credit Transactions Act of 2003 (FACTA) requires employers to protect employee information. In five years, the majority of Americans will experience identity theft, according to the Federal Trade Commission. Identity theft often occurs in the workplace when employees steal personal information about coworkers, customers or clients from their employer’s computer system.

Identity theft threatens enterprise security, enables corporate espionage, promotes fraud and leads to the theft of hard assets and intellectual property. It can result in significant negative publicity with an adverse impact on sales, partnerships and employee recruiting and retention. In short, a serious breach in information security can severely damage a company’s reputation and its bottom line.

Business & Legal Reports estimates that an employer with 1,000 employees, who make an average yearly salary of $40,000, should expect to incur productivity losses of more than $600,000 per year because of identity theft.

Under FACTA provisions, any employer whose action or inaction results in the loss of employee information can be fined by both state and federal governments as well as be sued in civil court.

Results of a survey administered by the American Payroll Association show that 88 percent of employees are confident that their company protects their personal information from identity theft.

THE EMPLOYERS ASSOCIATION

! Hire an off-duty police officer or security specialist to work during and after the party. ! Do not serve alcoholic punch or other beverages that make it difficult to gauge how much alcohol one consumes. ! Designate someone, preferably a supervisor, to refrain from drinking to monitor the party with event staff to curtail excessive serving of alcohol. ! Provide enough food and entertainment so that drinking is not the party’s focus. ! Close the bar an hour or so before the party ends. ! Arrange for designated drivers, reduced cab fares or hotel room rates, or offer to pay cab or hotel expense if employees obviously are alcohol-impaired.

(BNA and SHRM)

Here are a few steps employers can take to protect the confidentiality of employees’ personal information: ! Compose an identity theft reporting policy and communicate about it frequently to employees. Employees should be encouraged to report any identity theft crimes to a company security or operations chief. ! Carefully screen all employees who have access to personal data. Consider conducting background checks as well when you hire new HR staff. ! Secure all personal data in locked cabinets. If the files are stored electronically, make certain that they can only be accessed by appropriate personnel. Use an electronic monitoring system, which allows employers to see who is attempting to access sensitive information. ! Never use social security numbers, as a reference number of any kind. ! Train employees about identity theft. Provide instruction on how to secure, handle and destroy appropriate files. Include information on protecting personal items and areas, such as purses, wallets and lockers. (Top 10 Best Practices in HR Management 2010, Business & Legal Reports, Inc.; www.suite101.com, Wayne Smith; www.buzzle.com, Eric Rosen) Content provided The Employers Association, providing comprehensive human resources and training ser vices to a membership of over 860 companies in the greater Charlotte region. For more information, contact Laura Hampton at 704-522-8011 or visit www.employersassoc.com.

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[bizprofile]

by zenda douglas

!"#$%#"&'()*%+,-%+.

Hilton Charlotte Center City Hosts High Expectations

16

december 2010

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T

he hotel business is about people connecting to people and the Hilton Charlotte Center City is busy each day connecting all the dots to lavishly provide their guests with everything needed for a successful meeting, conference, fundraiser, ball, celebration, ceremony, getaway or vacation.

“Many of life’s important dates and special moments are celebrated here,” says Glenn Simon, general manager of the AAA Four Diamond property, which is located in uptown Charlotte, directly across from the Charlotte Convention Center. The Hilton Charlotte Center City is owned and operated by Stanford Hotel Corporation, which specializes in the development and management of high-quality, full-service hotels.

With 400 rooms and 30,000-square-feet of first class meeting and banquet space, Hilton Charlotte Center City has been consistently recognized as one of the top meeting and convention hotels in the country since opening in 1998.

Successful Meetings magazine awarded the hotel its prestigious Pinnacle Award for 2010, marking the eighth time the hotel has been honored with this award. It is the only hotel in Charlotte to receive this special distinction.

The hotel has also been honored with certification by Elite Meetings International, a peer-rated resource that supports meeting planners in recognizing the best hotels nationwide.

“We’ve been successful because we provide great service,” says Simon, who joined the Hilton Charlotte Center City team in May of this year. He gestures towards a huge operation manual resting in the corner of his office. “Auditors routinely check to see if we are meeting Hilton Brand Standards. We strive for perfection every day in meeting these standards, many which revolve around exceeding customer expectations.”

In 2007-2008 the hotel completed a $35 million renovation. Guest rooms were completely renovated including new furniture and 42-inch high definition TVs, and marble-tiled showers with glass enclosures were installed in 300 rooms. Renovations continued through the meeting and public space and included a new lounge and restaurant concept. In 2008, the 120-seat Coastal Kitchen & Bar opened, featuring lowcountry cuisine and signature drinks.

Attractive Locale The excellent reasons to hold an event in Charlotte are many, not the least of which is accessibility. More than 130 million people can reach Charlotte in less than 2 hours by air or 8 hours by car. Charlotte-Douglas International Airport offers more than 520 daily non-stop flights to over 160 domestic and international destinations.

Travelers arrive to a city that is inviting and hospitable. “I really love Charlotte,” exclaims Simon. “It wasn’t this city 20 years ago. Uptown was three to four blocks; no housing, few restaurants,” remembers Simon, referencing an earlier stint in Charlotte when he worked at another uptown hotel.

“People come here; they’re safe and they’re impressed. Charlotte has become a main destination. There is more dining and nightlife uptown as well as the arena for sports events and festivals such as Blues, Brews and Bar-B-Q’s and First Night Charlotte. The brand-new NASCAR Hall of Fame hasn’t hit its full stride yet, but it’s only a positive to have that in our backyard. Add to these a wealth of museums and cultural centers, performing arts and festivals, and there’s something for everyone right outside our door,” Simon continues. #

december 2010

17

The Hilton Charlotte Center City is part of the Charlotte Convention Connection, a strategic alliance between the Hilton, the Charlotte Convention Center and The Westin Charlotte.

Together they offer 1,100 guest rooms, 45 suites, 70 breakout rooms and over 500,000-square-feet of functional space.

Included in that is the Charlotte Convention Center’s 45,000-square-foot Grand Ballroom and a 280,000-square-foot Exhibition Hall. “It’s like having all of the meeting space and extra rooms next door,” says Simon. The Hilton and Westin work together on many 1,000-1,500-person conventions in conjunction with the Charlotte Regional Visitors Authority (CRVA).

“We compete with other hotels in the city and at the same time we work together to bring more business to Charlotte versus another city,” explains Simon. This effort was demonstrated by the recent CRVA-sponsored meeting between 60 hotel representatives and the officials of the CIAA annual basketball tournament.

“We win as a team or lose as a team,” says Simon. Charlotte won a three-year extension on the contract to host the tournament, the attendance of which will require hotel rooms, not only from uptown Charlotte, but from Lake Norman to Rock Hill, South Carolina.

Past, Present & Future What is the most coveted convention opportunity in view? “The Democratic National Convention,” offers Simon readily. “It would further put Charlotte on the map as a host of these big groups. It would be a significant stamp of approval for the City.”

Charlotte is in the running to host the 2012 Democratic National Convention along with Minneapolis, Cleveland and St. Louis.

Announcement of the selection will likely come before the end of 2010. Needless to say, the impact on uptown hotels, including Hilton Charlotte Center City, would be huge.

Hotel officials met with White House representatives and Homeland Security representatives when they toured the City as part of the selection process. “We have as good a shot as any other city competing,” says Simon citing Charlotte’s vibrancy, walk-ability, ease of getting around and the quality of uptown hotels.

The Hilton Charlotte Center City’s philosophy on weathering the economic downturn was to become smarter in managing business, according to Simon. While there were cutbacks, mostly involving delays in capital intensive projects, none were made that would affect the customer experience.

“We were very fortunate to get the capital expenditure for our renovations in before the worst part of the recession hit,” acknowledges Simon.

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H718&B1.)(%..&).&2)?%&-& &%**&1'$%*-3'D1'(#21'#&&' *$%.%&+)>>%8%(*&+).<)42)(%.& *$-*&@58?&*5=%*$%8&-.&-& *1#A'5,+A')#&1)9'$#*1,%":9' $.&%"#,-9'5,+"*'/1);' +<1,#*%+")9'(+.)1;11<%":9' 5++/'#"/'0121,#:1' +<1,#*%+")9'#$$+."*%":3E'' ~Glenn Simon General Manager

Also fortuitous for the hotels uptown was Wells Fargo’s buyout of Wachovia. “It actually helped us at that time,” says Simon. “There was so much business going back and forth between Wells Fargo’s headquarters in San Francisco and Wachovia in

Charlotte, it actually created a base of business for us throughout the recession.”

Second quarter of 2010 saw small signs of improvement. “The macroeconomic figures have not changed that much,” cautions Simon. “What has happened is that businesses that held off travel expenses for so long have had to start reconnecting.” Corporate business travel is trending in a positive direction currently and meeting and conference business is gradually getting better while leisure travel has fared well with people traveling closer to home, according to Simon.

Hilton Charlotte Center City’s occupancy rates are generally in the low seventies—the top one or two position, compared with other uptown hotels, according to industry indices published in the Star Report.

Simon Talks the Talk Originally from Williamsville, New York, Simon studied liberal arts in college until he was #

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19

H#$%&42-(&).&*5&*-?%&<-8%& 5>&*$-*&(%I*&=1%.*&<$%<?)(=& )(J&*$%&(%I*&4%8.5(&@$5& #,,%21)'#*'*(1',1)*#.,#"*3' D1'#&8#-)')*,%21'*+'5.&!&&' 95(8-+D.&K)2*5(D.&4$)25.54$6& 5>&L.48%-+)(=&*$%&2)=$*&-(+& 8#,A*('+5'(+)<%*#&%*-3FE&& ~Glenn Simon General Manager

confronted with a language requirement. Having struggled with Spanish in high school, he began talking with people about what he really wanted to do. It was then that he discovered the hospitality industry.

Simon worked weekend and summer jobs to hone skills in hospitality, preparing himself to go to work upon graduation as an assistant housekeeping manager for a Marriott Hotel in Philadelphia. From there he went to help open the Boston Marriott Copley Place.

Next he served as director of services for a Marriott in Dayton, Ohio. It was there a mentor saw Simon’s potential to succeed in sales and encouraged him to learn that side of the hotel business. He took an opportunity to come to Charlotte with Marriott in 1989, and that led to his earning the top award for directors of sales for all of Marriott’s domestic hotels.

After that, he did a three-year stint as director of sales and marketing for the Tyson Corner Marriott, and then another opportunity appeared: Buenos Aires, Argentina—Spanish, again!

“It was probably the most challenging point in my life,” says Simon. “There I was, thrown into a foreign country with a totally different culture and language, and charged with re-branding a hotel that had been managed by a family for 90 years.”

Successful in his goals, Simon moved on to become director of sales and marketing for a Marriott Resort with casino in San Juan, Puerto Rico. From there he went on to Mexico to oversee the sales and marketing team of a cluster of seven hotels, and opened the first Courtyard by Marriott in Latin America and the AAA Four Diamond JW Marriott Cancun Resort. He was, by then, fluent in Spanish.

“If you want to connect with the team and embrace the culture, you need to know the language,” advises Simon.

He returned to Puerto Rico working as resident manager in charge of rooms, then director of operations, including the food and beverage operations. He opened the first Marriott Hotel in

20

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Honduras in the capital city of Tegucigalpa.

“Building a hotel from the ground up—putting your stamp on it—is a great experience,” affirms Simon. Three years later, he became general manager of the JW Marriott in Quito, Ecuador.

Right about then, difficult times were unfolding in the Simon family as Glenn’s older brother was fighting ALS. Simon wanted to return to the United States and first took an opportunity in Sacramento, California, and then in San Francisco to rebrand a Sheraton to a Hilton.

By this time, Simon was married with two young sons and was able to spend time with his family; something he had been able to do little of because of the demands and distance of his work.

When the opportunity to move to Charlotte as general manager of the Hilton Charlotte Center City appeared, Simon accepted. “I’m so excited to be here,” says Simon. “This is a great hotel in a fantastic city.”

Community Affair Simon’s business philosophy is straightforward: Success belongs to the team; positive feedback; be available; reach down and help others.

“I’ve had lots of good mentors and experiences with these ideas,” he says. “Nothing can pay the price of working in different cultures and being exposed to different things. I learned the importance of connecting with staff.”

All 200 employees are key team members, according to Simon. The staff reflects a mix of those who have worked their way up from entry levels to people who have started in management roles.

The hotel has a partnership with Johnson & Wales which provides internships in hospitality.

“Our business is like a little city,” says Simon.

“We have all these different disciplines that work together as a team from sales, catering, culinary, front desk operations, housekeeping, food and beverage operations, accounting.”

Even the students that come out of Johnson &

Wales or Cornell or some of the business schools that give a hospitality degree don’t start as general managers. One has to be a department head in at least two different disciplines before s/he is eligible to be a general manager.

Simon was deeply affected by the poverty he witnessed in Latin America. Especially in hurricane-ravaged Honduras, where many parents were lost, leaving orphans behind. In 2003, Simon went in with other hotel team members to help rebuild orphanages, and for his effort he was recognized with an award from the United States Ambassador of Honduras.

The Hilton Charlotte Center City currently supports the Second Harvest Food Bank, the American Cancer Society’s Strides Against Breast Cancer, the March of Dimes and is looking for more opportunities to give back to the community.

Asked about future plans, Simon doesn’t hesitate. “The plan is to take care of that next guest checking in; the next person who arrives at the restaurant. We always strive to fulfill Conrad’s Hilton’s philosophy of ‘spreading the light and warmth of hospitality.’” biz Zenda Douglas is a Charlotte-based freelance writer.

Hilton Charlotte Center City 222 East Third Street Charlotte, N.C. 28202 Phone: 704-377-1500 Principal: 'LENN 3IMON 'ENERAL -ANAGER Parent: /WNED AND OPERATED BY 3TANFORD Hotels Corporation Established: Employees: 200 Business: Hilton Charlotte Center City is A ROOM HIGH QUALITY FULL SERVICE HOTEL WITH AWARD WINNING meeting and convention facilities and amenities. www.charlottecentercity.hilton.com

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QR Codes (Quick Response Codes, QRCs) are a relatively new, 2-dimensional form of barcodes. Already very popular in Europe and Japan, businesses and consumers throughout the U.S. are discovering hundreds of exciting uses for this flexible, convenient (and free) information connection.

What QR Codes Can Do for Your Business… QR Codes can be your on-demand sales and customer service representatives. Display text messages, exchange vCard information, initiate a phone call, link to prerecorded audio or video, collect customer “loyalty points,” facilitate online purchases like e-tickets, and easily perform other customer interactions. You can specify a limited date range to convey your content or provide ongoing access to your information. And, each customer connection can be tracked by your organization.

Further, you can update and personalize information provided at the point of the exchange. Messages can be updated manually or programmed to change automatically based on the time of day, day of week, weather conditions, etc. Many QRC readers can utilize the mobile phone’s built-in GPS locator and customize information based on the customer’s current proximity. Content can be changed by the business any time to take advantage of current weather or business conditions.

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How QR Codes Work… QR Codes can be displayed almost anywhere. They can be found on printed literature, business cards, highway billboards, product packaging, advertising banners and more. They can be inserted into digital signage and even screen printed onto apparel. QR Codes include embedded text information, web page links and simple programming commands that directly connect customers to timely information about you, your business, and your products or services.

Using a mobile “smart phone,” equipped with a built-in camera, customers simply snap a digital photo of the code symbol.

Then a free, downloadable QRC “reader” interprets the code and initiates one or more actions, such as accessing a Web page or online map using the phone’s Web browser, displaying onscreen text information, opening an e-mail delivery (mailto) form, sending a (SMS) text message, dialing a phone call or other actions.

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photo: Wayne Morris

Maureen Rooney Regional Vice President, Commercial Services Time Warner Cable Business Class Carolinas

T

welve years ago, Time Warner Cable Business Class (TWCBC) began to provide products and services for the business telecom industry in the Carolinas. Its initial offering was Internet data services as its sole product.

Today TWCBC provides a full portfolio of voice, data and video services serving customers in eight major markets across North and South Carolina.

Over the past few years Time Warner Cable has embraced Business Class Services as a strategic growth engine. The company built a local headquarters in Ballantyne supporting sales, marketing, ordering, customer service and billing functions, increasing its workforce 20 percent year over year. Additionally, in 2008, TWCBC introduced a voice services product line that now serves more than 20,000 customers.

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All despite one of the worst economic environments in recent memory.

Regional Vice President Maureen Rooney, who came to TWCBC in 2009 from a Chicago-based business services consulting organization, attributes the company’s success to its strong value proposition in a market that is looking for better options for improved customer service and economic business solutions.

The company’s parent, Time Warner Cable, delivers telecommunication products and services to more than 14 million people across the United States. TWCBC delivers phone, Internet, Ethernet, mobile, and cable to more than 290,000 commercial customers. The company’s tagline, “You first. The technology follows,” expresses their commitment to solutions that meet customer needs.

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by heather head

[bizprofile]

HIGH-SPEED

GROWTH

TWC Business Class Captures Market Share

TWCBC delivers phone, Internet, Ethernet, mobile, and cable to more than 290,000 commercial customers. The company’s tagline, “You first.

The technology follows,” expresses their commitment to solutions that meet customer needs.

Time Warner Cable’s need for strong commercial services growth and hunger for achievement lured Rooney from a successful career as a consultant to this well-capitalized, but essentially new upstart. Together, Rooney and TWCBC are driving intense growth within the company and across the region.

A Good Connection Perhaps Rooney’s ambition arose originally from having to compete with six siblings.

After graduating from Miami University of Ohio, she went into sales at AT&T in Chicago because she was motivated by two older brothers who had successful sales careers at

IBM and Johnson & Johnson.

She moved quickly through the company’s ranks, into sales training, then into operations. AT&T was eager to promote women into what, in the 1980s, were considered “non-traditional roles,” such as field operations and customer service. The vice president of operations recognized Rooney’s potential and suggested she move to Cincinnati and take over the customer service center.

“Up to that point, I had never managed a single person,” Rooney remembers. “But there, I inherited a hundred technicians overnight. That hooked me.” # Besides learning to manage people, during

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EDUCATION

+ HOSPITALITY

+

HEALTH CARE

her time with AT&T Rooney handled multibillion-dollar product lines, built a $300 million acquisition into a $2.1 billion enterprise, and earned an MBA in finance. She also had opportunities to consolidate disparate divisions together into coherent organizations, founded on standardized processes and commitment to quality.

In the course of her rise through the ranks, Rooney had many opportunities to visit the Carolinas and had fallen in love with its climate, golf courses and other attractions. She watched friends move here, and listened to them tease her about not having made the move herself.

“We do have airports here,” they would remind her. Eventually, she gave in and moved to Raleigh while continuing to consult with large enterprise clients nationally.

Although she loved the challenge of analyzing a business and coaching it to success, she yearned

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for the opportunity to again lead, drive change and watch a company grow under her guidance.

So when TWCBC announced it was seeking someone to take charge of its young and growing business operation in the Carolinas, Rooney was ready.

A Perfect Bundle Rooney immediately saw that the company’s aggressive growth model, emphasis on customer service, and strong value proposition were a great match for her background and ambitions.

Before 2008, TWCBC had been operating in a de-centralized management model that was essentially based on each local market team determining selling strategies, services offered and pricing plans—the opposite of the highly centralized system Rooney had worked in. Each of the company’s regional markets was managed separately by a local management team.

The model worked well for innovating new products in the field and responding to individual markets, but Time Warner Cable saw an opportunity to introduce standardized systems and procedures that would provide better customer service and improve performance across the region.

Since her arrival in 2009, Rooney continues to drive cross-organizational metrics-based systems and develop the growth-oriented culture across the company that focuses on customer satisfaction, standardization, and aggressive growth. The company now measures and reports on dozens of key metrics such as service call response times, installation times, sales productivity, and specific customer satisfaction criteria.

Customer surveys measure specific performance indicators that lead to better satisfaction.

“It’s easy to understand whether your customers are happy,” she explains, “but unless you ask them

and link their responses to specific metrics, you don’t know whether you’re improving.”

She says the transition from a regional decentralized model to a standardized metrics-driven one has been challenging, but overall she has been impressed with the culture at TWCBC and how employees have stepped up to the challenge.

“A company’s success starts with its people,” she explains. “If you’ve got good people who want to do the best thing for the customer, then they make the growing pains invisible.”

Successful Strategies To support employees, TWCBC strives to create an environment where achievement is rewarded and performance improvement encouraged. The team gathers quarterly to understand progress against their plan and priorities for the next quarter.

“A company’s success starts with its people. If you’ve got good people who want to do the best thing for the customer, then they make the growing pains invisible.” ~Maureen Rooney Regional Vice President, Commercial Services However, Rooney admits that the fast pace and constant striving for the next level is not right for everyone. Each new employee is carefully selected for their ability to thrive inside a high-growth culture. When we interview people, we advise them it’s an environment with the opportunity to drive a lot of success,” she says. “But it’s also an environment that demands constant change and improvement.”

Employees are stepping up to the challenge.

“The really good news,” she says, “is that when I look at results from month to month, it’s mostly up, up, up. People really like to see the success they’ve created. We share with them the improving results and that’s rewarding to me and our employees.”

In addition to her growth orientation and

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business measures expertise, Rooney brought a strong expertise in understanding different business market segments. The company has evolved a portfolio of services and products to serve a broad range of businesses, sole proprietorships to enterprise-class corporations.

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Rooney was a key contributor in a national working committee that developed a market segmentation strategy this year. The company began to provide targeted solutions and support according to market segmentation in the third quarter of this year. â&#x20AC;&#x153;Weâ&#x20AC;&#x2122;re looking at customer attributes such as number of locations, how long a company is in business, number of employees, and workforce mobility requirements,â&#x20AC;? explains Rooney. â&#x20AC;&#x153;We want to know whether our customers value technology to differentiate their product and services or basic voice/data/video services to cost effectively manage transactions and information # requirements of their business.â&#x20AC;?

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The segmentation allows TWCBC to serve customers and prospects according to how they interact with and use their technologies.

The result is more effective product and service bundles, as well as better customer service.

For instance, once the market segmentation plan is fully in force, a customer service representative receiving a phone call will automatically receive a notice identifying the customer as a â&#x20AC;&#x153;tech-savvy mobile,â&#x20AC;? â&#x20AC;&#x153;traditional main street,â&#x20AC;? or one of several other designations. The representative can then respond to the clientâ&#x20AC;&#x2122;s needs according to that knowledge.

Each segment will have customized sales channels, business solutions, and customer service options that fit their needs.

Growing Forward Competition is fierce in the business telecom industry and includes national players like Verizon and AT&T. Each market can have regional and niche players, such as Hargray in the coastal communities and mid-level players like Windstream.

But Rooney says she feels confident in the value TWCBC offers its customers, and its continuing growth seems to justify her confidence.

The current economy has many businesses shopping the market. TWCBC continues to build out

â&#x20AC;&#x153;The really good news, is that when I look at results from month to month, itâ&#x20AC;&#x2122;s mostly up, up, up. People really like to see the success theyâ&#x20AC;&#x2122;ve created. We share with them the improving results and thatâ&#x20AC;&#x2122;s rewarding to me and our employees.â&#x20AC;? ~Maureen Rooney Regional Vice President, Commercial Services

its network connecting more buildings in the eight major markets it competes in.

In the next year, the company expects to invest more than $45 million in network expansion and growth. In addition, the company is adding new systems and platform capabilities to better manage and serve its existing customers, ensuring greater customer satisfaction and retention. â&#x20AC;&#x153;Some of our competitors are pulling employees and resources away from this market,â&#x20AC;? says Rooney. â&#x20AC;&#x153;Clients are telling us that they havenâ&#x20AC;&#x2122;t

SPECIALISTS IN VOICE NETWORKS FOR 31 YEARS.

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december 2010

seen a rep from their service provider company in months, and they see that itâ&#x20AC;&#x2122;s a big plus for our team to be local. Weâ&#x20AC;&#x2122;re out there knocking on doors. Weâ&#x20AC;&#x2122;re here.â&#x20AC;?

Rooney has also been impressed by Time Warner Cableâ&#x20AC;&#x2122;s commitment not only to our business success, but in the success of the communities where we work and play. Since last year, Rooney has participated in the Charlotte Regional Development Partnership Board, a non-profit economic development organization. Time Warner Cable has committed $100 million nationally to its philanthropic initiative, â&#x20AC;&#x153;Connect a Million Minds,â&#x20AC;? a program designed to inspire middle school students to pursue learning opportunities in science, technology, engineering and math.

Rooney says TWCBC will cross the $1 billion dollar mark this year. She expects it to be a multibillion-dollar company in three to five years. â&#x20AC;&#x153;This is a $95 billion dollar market. We have the brand, the products, and the people to get a significant chunk of that market,â&#x20AC;? she explains. â&#x20AC;&#x153;Weâ&#x20AC;&#x2122;re going to continue to standardize, to improve customer service and products, to focus on market segmentation, and then to really focus on providing the best customer experience possible. Those factors will take us a long way.â&#x20AC;?

Rooney is equally hopeful about the economy.

She says customers are beginning to make more purchases and fewer companies are cutting back.

As the economy bounces upward again, TWCBC will continue to boost its customers to the next level with innovative, award-winning solutions and service. biz Heather Head is a Charlotte-based freelance writer.

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[bizprofile]

T

by casey jacobus

he sale of a business is an extremely important event in the life of a business owner—ranking right up there with buying a new house, getting married, or having a child. Yet, it is something few business owners are adequately prepared for.

“Most business owners are busy just running their businesses,” says Greg LeNeave, managing director of Anderson LeNeave & Co. “Whether they are looking for financing or considering the sale of their business, they can’t afford to neglect the day-to-day operations to research the alternatives.”

And that’s precisely why Anderson LeNeave was founded—to provide help and advice for these business owners. From the very beginning, LeNeave has focused exclusively on family-owned companies, private and publicly held corporations and portfolio companies of private equity groups in the

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middle market range of $10 to $50 million in enterprise value.

He believes these mid-sized transactions deserve the same level of service, professionalism and attention that mega deals receive. He has put together a firm of five professionals who understand the specific issues middle market companies face when considering a sale or refinancing of their business.

“We bring a unique experience to this market,” asserts LeNeave. “We work full-time in this area and are able to interact with multiple lenders or prospective buyers. We leverage the business owner’s time and let them focus on continuing to run their business.”

Anderson LeNeave has completed over 50 transactions in 12 years of doing business. Among its clients are Commercial Credit Group, Caldwell Freight Lines, CCX, Dover Corporation, Hickory Printing Group, Lydall

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Strategic

Moves $!%&'("!)*&+&,-&).//&'() 01%23,'4&#)5"36,!1&() 73,'#8&'9).6#1"!(

(l to r) Tommy Hunter -ANAGING $IRECTOR Greg LeNeave -ANAGING $IRECTOR Anderson LeNeave & Co.

“We educate clients through every step of the process.

Our clients need someone to rely on and to trust to give them objective advice. We can help our clients achieve their strategic goals.” ~Greg LeNeave Managing Director

Corporation, Security Services of America, Wellman and Window Gallery.

Recently Anderson LeNeave helped a family owned business in the Charlotte area arrange financing. Although it had 45 year relationship with its current bank, the company had hit a rough patch. Anderson LeNeave introduced the owner to a number of financing sources, including a Connecticut-based bank who was very excited about financing the company. The business was able to refinance and maintain its stability.

“Contrary to the public perception, banks

are lending and business is still good,” maintains LeNeave.

Zeroing In Greg LeNeave grew up in a small family-run business and he credits his forebears for the inspiration to start his own company. “Both my grandfathers started and ran their own businesses and my father continues to run the company today. Everyone pitched in and did whatever it took, which is what our team effort # is like when working with clients today.”

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After completing his general studies at the University of North Carolina at Chapel Hill, LeNeave received a B.S. in Business Administration with a concentration in finance and economics from Appalachian State University. Then he went to work for First Union National Bank and Manufacturers Hanover Trust Co. He spent 13 years in the leveraged finance and asset-based lending group at Fleet Capital Corporation (formerly a subsidiary of Barclays Bank) where he managed all business development activity in North and South Carolina and originated, structured and closed financing transactions for corporate acquisitions, leveraged and managed buyouts, recapitalizations and growth capital.

During a tenure with Bowles Hollowell Conner & Co., LeNeave developed and headed the firmâ&#x20AC;&#x2122;s efforts in Virginia and North and South Carolina and was involved in all aspects of private financings and merger and acquisition advisory services.

By the time he co-founded Anderson LeNeave in 1998, LeNeave had identified a void in the investment banking market. As investment banks were acquired by bigger banks the natural tendency was to move up market and vacate serving companies with values less than $100 million. He saw a need for the smaller family or privately owned business to receive high quality, professional advice when considering a sale or financing of their business.

Anderson LeNeave fills this void by helping middle market companies understand the specific issues they face when considering a sale or financing of their business. As a licensed broker/dealer and member of FINRA/SIPC, Anderson LeNeave is positioned to complete transactions ranging from mergers and acquisitions to arranging the placement of bank and mezzanine debt and/or private equity from institutional private equity funds and other alternative financing sources. â&#x20AC;&#x153;We educate clients through every step of the process,â&#x20AC;? says LeNeave. â&#x20AC;&#x153;Our clients need someone to rely on and to trust to give them objective advice. We can help our clients achieve their strategic goals.â&#x20AC;?

Anderson LeNeave assigns a three-man team to every client relationship, including two senior professionals. The average transaction takes four to six months and the team will advise the companyâ&#x20AC;&#x2122;s owners and management from the beginning through closing, providing an objective market perspective and using its negotiating and structuring expertise to properly position the company for sale or financing.

Closing the Deal Anderson LeNeaveâ&#x20AC;&#x2122;s access to strategic and financial buyers and debt and private equity capital sources can be invaluable for its clients, as it was in the sale of Three Rivers Behavioral Health, LCC.

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(l to r) Standing: *IM 'ALLAGHER -ANAGING $IRECTOR -ATTHEW -ELAGO !SSOCIATE 0ETER 7RIGHT

-ANAGING $IRECTOR Seated: 'REG ,E.EAVE -ANAGING $IRECTOR 4OMMY (UNTER -ANAGING $IRECTOR

Three Rivers, the largest free-standing independently owned acute psychiatric hospital in the Carolinas, had been purchased by a private investor group when the Charter Behavioral Systems declared bankruptcy. Six years later, given the companyâ&#x20AC;&#x2122;s positive performance and industry consolidation, the shareholders sought liquidity for their investment.

The transaction posed certain challenges: the specialized nature of behavioral health services limited the buyer population; new Medicare reimbursement rates were being phased in, making it difficult to value the operation accurately; and the sale had to protect a recently awarded certificate of need. Anderson LeNeave contacted a focused group of strategic and financial buyers, selling the company to a large publicly held consolidator.

In another recent restructuring transaction, Anderson LeNeave was able to arrange a $17.5 million credit facility for PrintSouth Corporation.

Headquarter in Cincinnati, Ohio, PrintSouth is one of the largest independently owned providers of mission critical transactional documents used by major corporations for communicating with their customers.

The company had been a long-term customer of a major bank which was taken over by another bank through an FDIC sale. Clients in the printing industry did not fit into the new lenderâ&#x20AC;&#x2122;s long term strategy, and as a result, the new lender gave PrintSouth just seven weeks to find new funding.

PrintSouth, not only faced a short deadline, but was also coming off a challenging year due to the economic recession that provided difficulties industry-wide. Anderson LeNeave contacted a broad group of financing sources and originated and structured a $17.5 million secured credit facility with Regions Financial Corporation in less than 60 days, not only beating the deadline but also resulting in a substantial reduction in

â&#x20AC;&#x153;We bring a unique experience to this market.We work fulltime in this area and are able to interact with multiple lenders or prospective buyers.

We leverage the business ownerâ&#x20AC;&#x2122;s time and let them focus on continuing to run their business.â&#x20AC;? ~Greg LeNeave Managing Director PrintSouthâ&#x20AC;&#x2122;s existing debt.

Intellectual Talent Anderson LeNeave has succeeded by staying dedicated to its middle market clients. The $10-$50 million transaction has been its bread and butter for the past 12 years and LeNeave sees no reason to change the focus. â&#x20AC;&#x153;Weâ&#x20AC;&#x2122;ve never turned down a larger transaction,â&#x20AC;? says LeNeave, â&#x20AC;&#x153;but we occupy a very important â&#x20AC;&#x2DC;niche.â&#x20AC;&#x2122; We focus on the privately owned company thinking about refinancing, buying, selling, or transferring ownership. We also handle divestitures of non-core, non-strategic subsidiaries and divisions for publicly held companies as well as the sale of portfolio companies of private equity groups.â&#x20AC;?

Over 12 years, Anderson LeNeave has built a team of five professionals. Tommy Hunter, a shareholder and managing director, joined the firm in 2002. Prior to that he was a vice president for First Union Securities where he originated, structured and executed public and private financings for corporate acquisitions, leveraged and management buyouts, recapitalizations and

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growth capital. Hunter received his M.B.A. from the Babcock Graduate School of Management at Wake Forest and his B.A. in Economics from the University of North Carolina at Chapel Hill.

Peter Wright, managing director, was actually a client of Anderson LeNeave before joining the firm in 2008. Wright has been an entrepreneur and key executive at several public and privately held companies throughout his career. His industry focus is on business services, technology, construction, printing and security industries.

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Matthew Melago joined Anderson LeNeave in 2008 as a senior analyst and was promoted to associate in 2009. Prior to joining the firm, Melago was an analyst for Bank of America Securities where he worked with Global Industries Group and served on the deal team financing mergers and acquisitions.

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each other,â&#x20AC;? says Hunter. â&#x20AC;&#x153;Our goal is to expand our area of industry expertise. We wonâ&#x20AC;&#x2122;t grow just to grow.â&#x20AC;?

LeNeave agrees. â&#x20AC;&#x153;We are always looking to grow opportunistically. If the right individual walked through the door that we believed would be a value to our organization we would try to find a place for them. Wright, for instance, was a former CEO and client and his experience allows him to relate well to prospective clients.â&#x20AC;?

Closing the Deal While the business climate remains uncertain and no one knows what will happen if the Bush-era tax cuts expire, LeNeave expresses confidence in the future, saying business is just starting to see the results of pent-up demand. â&#x20AC;&#x153;Business is healthier than it was 18 months ago,â&#x20AC;? he asserts. â&#x20AC;&#x153;Weâ&#x20AC;&#x2122;ve seen a steady increase in activity since the summer of 2009.â&#x20AC;?

One of the most active industries currently is the health care business. Three of the transactions Anderson LeNeave has completed in 2010 were with health care-related companies. These include the sale of Medical Modalities, a distributor of home medical equipment and portfolio company of CapitalSouth Partners; Insight Imaging, a provider of mobile imaging solutions and portfolio company

of Crutchfield Capital; and Home Health, Inc., a multi-county certified home health agency with offices throughout South Carolina.

Several climate concerns are currently feeding the merger and acquisition market. With many baby boomers looking at retirement, those who own businesses are becoming more risk adverse and are interested in diversifying. Other corporations are flush with cash and looking to grow.

Others are retrenching and shedding nonessential divisions. And, with the high likelihood of an increase in the capital gains tax looming, some business owners are in a hurry. â&#x20AC;&#x153;We have two older owners who want to complete business sales by the end of the year,â&#x20AC;? says Hunter. â&#x20AC;&#x153;In fact, our pipeline is as active as it has ever been in the history of the firm.â&#x20AC;?

Disengaging from the business, or, at the very least, relinquishing the role of owner is perhaps

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[bizprofile]

by heather head

He is

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ESTATE

Superior School of Real Estate Helps Agents Reach Their Highest and Best Use One student put it this way: “I learn more by accident with Bill than I could by trying.

His methods are untouchable.” ~Student Superior School of Real Estate

s a young real estate agent in the early 1980s, Bill Gallagher was flattered when Gary Taylor, school director of Mingle School of Real Estate, asked him to teach a class one Saturday morning. When he asked Gallagher if he’d pick up a couple more in the evening, he said, “Well, okay.”

Soon it turned into four nights a week, and by the late 1990s, he knew he’d found his “high- est and best use” as a classroom teacher.

Now, Gallagher provides the state’s premier continuing education, licensing, and professional development learning opportunities through Superior School of Real Estate. A permanent 4,600-square-foot multi-classroom facility in Ballantyne, plus many classrooms around the state, provide the backdrop for Gallagher’s signature blend of humor, industry knowledge, and effective approach to teaching for the adult learner.

Thousands of students have benefitted from the school, and Gallagher’s forward-looking plan and intense customer loyalty indicates that thousands more will continue to do so in coming years.

Staking His Territory A Charlotte native, Gallagher founded the Bill Gallagher School of Real Estate in 1998 when he was president of career development for Prudential Carolinas Realty. Under his leadership, the Bill Gallagher School turned training from an expense on the books to a profit-maker for Prudential, attracting students from all over the region and from many other agencies.

The school grew quickly, continuously adding curriculum and students. Soon, Gallagher was responsible for all the company’s training in North Carolina and the Bill Gallagher brand name

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became recognized and sought-after in the real estate community.

Gallagher decided to strike out on his own in 2004 when Prudential made the decision to stop offering training to outside agents. Gallagher’s brand recognition followed him to his new school, the Superior School of Real Estate. Students attending the old school, he says, would ask, “Where’s Bill?” And before long, nearly all of his 16,000 continuing education students had followed him to Superior.

That kind of loyalty begins in the classroom, where Gallagher’s signature style keeps everyone laughing while they learn. The laughter is some# thing Gallagher students have come to expect.

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Real estate professionals are required by government licensing boards to complete a certain number of pre-licensing, post-licensing, and continuing education hours, so the curriculum among real estate schools is pretty standard.

Correspondingly, most real estate courses are as dry and dull as one might expect a state-mandated textbook to be: a trial to be suffered through, with an exam at the end to see if you were paying attention. About 74 percent of students statewide do pay enough attention to pass the exam.

But students who attend Superior School average a passing rate of 83 percent, probably because they have so much fun getting there.

One student put it this way: “I learn more by accident with Bill than I could by trying. His methods are untouchable.”

Those methods are anything but dry and dull.

Each course begins with ice-breaking small talk: “What brings you here tonight Pat?” And sometimes the ice breaking doesn’t shy away from the personal, “So you two came here together? Are you dating then? How long have you been a ‘thing’?”

After some initial hesitation, nobody seems to mind. Before the class has fully begun, everyone is laughing and talking—and listening. Gallagher’s style is witty, forward, and repetitive without ever being boring. Factual information is peppered with personal stories and funny anecdotes.

Signature phrases crop up again and again, building on each other.

“After you get your license you’re going to be… what?” He pauses for rhetorical effect.

“Hauling and hoping, driving and showing, sitting and wishing, listing and selling. Right?”

A Full House of Offerings If you only listen to Gallagher for a few minutes, you might mistake his comfortable patter for empty showiness. But below the fun exterior, lies a bedrock of information and expertise that students absorb almost “by accident” under his tutelage.

In fact Gallagher has superior credentials and recognition to prove it. He was named the 2006 Charlotte Regional Realtor of the Year by the Charlotte Regional Realtors Association. He is also one of the fewer than 100 trainers nationwide to have earned his Distinguished Real Estate Instructor (DREI) designation. This is awarded by the Real Estate Educators Association to recognize excellence among real estate instructors who demonstrate outstanding knowledge of their profession, experience, and classroom performance.

Real estate professionals in North Carolina must complete a 75-hour provisional broker licensing course and pass the N.C. Real Estate

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Commission Examination before beginning to practice. Within three years of obtaining a license, new agents must complete an additional 90 hours of training.

Further, all real estate professionals must complete regular continuing education courses in order to maintain their licenses.

All the requirements, paperwork, and general red tape can be confusing for new and aspiring real estate professionals, but the Superior School makes it easy. Gallagher hosts regular free “Career Night” sessions to help individuals get started, and hands each attendee an informational packet including a Broker Licensing Schedule.

The Broker Licensing Schedule includes “Bill’s Plan,” a step-by-step guide to becoming a licensed N.C. Real Estate Agent. Also in the packet: the N.C. Real Estate Commission’s publication Real Estate Licensing in North Carolina, a schedule of classes including helpful information on how to meet licensing requirements at all stages of a career, a school bulletin, registration form, and information about additional study aids, and exam review materials for students.

The Superior School of Real Estate offers a complete course of study, from pre-licensing to continuing education and hot topic electives.

Professionals can keep up with the latest trends in real estate such as short sales and foreclosures, and using social media.

Additionally, the company’s website hosts a blog covering topics such as this year’s revised residential property disclosure form, new lead-based paint renovation and repair rules, and important questions to ask a lender

before attempting to sell a home.

It also includes motivation, inspiration, and tips on accountability and productivity.

One of the most popular features on the website is the Ask Bill page. With more than 25 years of experience, there’s hardly a law, issue or definition he doesn’t know.

Seasoned and new brokers alike seek Gallagher’s advice through this forum. Gallagher personally responds to each one.

Even when he’s not in the classroom, or talking to students online, he makes himself accessible. Gallagher can often be found meeting with experienced brokers, former students still coming to him for advice, as well as prospective students just starting out. He gives his cell phone number out freely and encourages people to call him.

Gallagher’s style is witty, forward, and repetitive without ever being boring.

Factual information is peppered with personal stories and funny anecdotes.

Closing the Transaction Gallagher’s excellence in the classroom, rooted in expertise and augmented by style, is supported also by his attention to detail and operational excellence. When he founded the school in 2004, most of Gallagher’s training took place in hotel meeting rooms across the state. Much of it still does.

But for those who attend class in Charlotte, the school now boasts an airy, comfortable, very slightly offbeat space in Ballantyne that is a tribute to Gallagher’s attention to detail, and his partnership with Superior School’s COO, Steve Connell.

Connell spent months selecting the space, researching ergonomics, and designing the details—from the picture windows that let in natural light, down to the lime green roller chairs chosen after testing hundreds of furniture offerings.

“It’s interesting,” explains Gallagher, “how lighting and comfort affect learning. I wanted to provide a space where people could come and be comfortable and learn without distractions.” ~Bill Gallagher Connell took a lead President and CEO role in negotiating and

“For individuals considering a career in real estate, now is the best time to get started. When the market picks up again, they’ll be positioned to take advantage of it.”

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designing the space. Gallagher describes his own highest and best use as being in the classroom, while Connell excels at operations. The two met in the classroom where Connell was a student in 2004. He was a marketing executive looking for a change of pace, and one night in February 2007 he happened to mention to Ken Park, a friend and fellow broker, that he needed something different. Park said, “Well, I’ve got Bill Gallagher on the phone. Why don’t you talk to him?”

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One of the most popular features on the website is the Ask Bill page. With more than 25 years of experience, there’s hardly a law, issue or definition he doesn’t know.

Remembering Gallagher’s excellence in the classroom, Connell was intrigued by the opportunity to work with him. The two found that they had similar ideas about Gallagher’s business and that Connell brought skills and talents that Gallagher needed in his organization.

The Superior School of Real Estate has continued to grow every year, despite the enormous hit taken by the real estate market in this economy.

“That may be due,” Gallagher says, “to the large numbers who continue to look for opportunity in the real estate market.” However, students in the continuing education courses accounted for the # majority of the 2009 enrollment.

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â&#x20AC;&#x153;Even struggling agents, those who have taken full-time jobs elsewhere, and those who have moved into non-agent real-estate-related careers still usually maintain their licensesâ&#x20AC;&#x201D;which means that they still need to take the continuing education courses to earn referral fees,â&#x20AC;? Gallagher explains. â&#x20AC;&#x153;Once youâ&#x20AC;&#x2122;ve put in the hours to obtain the license,â&#x20AC;? he says, â&#x20AC;&#x153;you donâ&#x20AC;&#x2122;t want to lose it for lack of a $67 class.â&#x20AC;?

Besides, Superior School makes it easy to complete the requirement by offering local classes as well as online

continuing education courses.

With timely topics such as â&#x20AC;&#x153;Foreclosures, Short Sales, REOâ&#x20AC;&#x2122;s and Auctions,â&#x20AC;? and â&#x20AC;&#x153;Sustainable Housing and Building Green: What Agents Should Know,â&#x20AC;?

Superior makes earning those continuing education credits a valuable experience.

â&#x20AC;&#x153;With help from the Superior School of Real Estate, more people can find their own highest and best use in the market.â&#x20AC;?

Good Faith Estimate On a recent evening, several students had arrived for the free â&#x20AC;&#x153;Career Night.â&#x20AC;? Their stories were what might be expected: laid off, unemployed, downsized, retired early, and graduates who canâ&#x20AC;&#x2122;t yet find a job. The economy is depressing, but there were no scowls in the classroom by the time Gallagher got done warming everyone up with his patter and jokes and personal questions, not to mention his boundless enthusiasm.

He has good cause to feel enthusiastic. His school continues to grow, and students continue to clamor for him. In fact, his biggest challenge right now is trying to be in all the places where heâ&#x20AC;&#x2122;s wanted. The school has

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addressed the problem in part by finding and hiring the most talented real estate instructors who share Gallagherâ&#x20AC;&#x2122;s passion for real estate and teaching.

The school partners with experts in the field who are also gifted in the classroom, ensuring that the caliber of instruction remains high.

Gallagher also takes great pride in his a results-oriented team for always putting friendly personal service on the agenda. â&#x20AC;&#x153;Everyone at Superior School shares a passion for helping students attainâ&#x20AC;&#x201D;and often exceed their goals,â&#x20AC;? he says.

In addition, online technology and upcoming licensing ~Bill Gallagher President and CEO changes have Gallagher and Connell thinking in new directions. Connell is heading up a new endeavor that will package Gallagherâ&#x20AC;&#x2122;s signature teaching style into an online format, freeing the live Gallagher to continue teaching statewide classesâ&#x20AC;&#x201D;and increasing the companyâ&#x20AC;&#x2122;s brand and leverage in the market.

Gallagher is hopeful for the future of the real estate industry. â&#x20AC;&#x153;Weâ&#x20AC;&#x2122;ve been through tough times before, and I am confident weâ&#x20AC;&#x2122;ll pull through this one too. For individuals considering a career in real estate,â&#x20AC;? he advises, â&#x20AC;&#x153;now is the best time to get started. When the market picks up again, theyâ&#x20AC;&#x2122;ll be positioned to take advantage of it.â&#x20AC;? â&#x20AC;&#x153;With help from the Superior School of Real Estate, more people can find their own highest and best use in the market.â&#x20AC;? biz

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Superior School of Real Estate, Inc. 14825 Ballantyne Village Way, Ste. 240-15 Charlotte, N.C. 28277 Phone: Principals: "ILL 'ALLAGHER 0RESIDENT AND #%/ 3TEVEN , #ONNELL %XECUTIVE 6ICE 0RESIDENT AND #// Employees: FULL TIME INSTRUCTORS and registrars In Business: YEARS Business: Real estate broker licensing, continuing education, professional development and sales training. www.superiorschoolnc.com

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(McPheters & Company) 5. Magazine readership in the 18 to 34 segment is growing. (MRI) 6. Since Facebook was founded, magazines gained more than one million young adult readers. (MRI) 7. The average reader spends 43 minutes reading each issue. (MRI) 8. Magazines are the No. 1 medium of engagement—across all dimensions measured. Simmons’ Multi-Media Engagement Study find magazines continue to score significantly higher than TV or the Internet in ad receptivity and all of the other engagement dimensions, including “trustworthy” and “inspirational.” (Simmons Multi-Media Engagement Study)

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9. Magazines and magazine ads garner the most attention: studies show that when consumers read magazines they are much less likely to engage with other media or to take part in non-media activities compared to the users of TV, radio or the Internet. (BIGresearch Simultaneous Media Usage Study) 10. Magazines outperform other media in driving positive shifts in purchase consideration/intent. (Dynamic Logic) 11. Magazines rank No. 1 at influencing consumers to start a search online – higher than newer media options. (BIGresearch Simultaneous Media Usage Study) The “Magazines, The Power of Print” campaign was created by Y&R NY in conjunction with Condé Nast, Hearst Magazines, Meredith Corporation, Time Inc. and Wenner Media, with the full support of the Magazine Publishers of America (MPA).

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[bizprofile]

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by carol gifford

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Sense UNCOMMON AirTight Performs At All Levels

T

his is not your typical small business. Its sector is HVAC but its managers aren’t a bunch of male engineers and techs. Its specialty is IT, but there aren’t a lot of geeks. It’s housed in a former single-family home in Charlotte.

Step inside and you quickly recognize this is more than just a converted home to office. It is a planned work place. There are no cubicles. The wide-open space is painted lavender, chartreuse and white, and includes a countertop with workstations and a center worktable. Flowers top the fireplace mantle.

AirTight Mechanical, Inc. runs on an inverted pyramid structure—front-line employees sit on the top with all issues funneling to the proper person and Greg as the president at the bottom ensuring proper balance. The company prides itself on its work conscience, communication skills, 24/7 service and training.

“We’re not a cookie-cutter company,” says Greg Crumpton, who founded AirTight with his wife and partner, Connie, in Charlotte in 1999. “We look at our work as a privilege; we understand our responsibility to the customer and in the workplace. We’re here to do something unique and we get it done with the help of all our folks.”

Uncommon Wisdom Crumpton, who envisioned both the name and principles of the company years before it was founded, says his company has “a funky culture and a personality.” After working for other HVAC companies, he made a move from Atlanta to Charlotte and decided to open his own company—and do things differently.

“We know that customers must succeed for AirTight to be successful,” Crumpton explains. “We practice ‘uncommon sense.’ We make a conscious decision to learn and understand the customer’s business. This is our mindset: Understand your client and work hard to anticipate and satisfy their needs.”

AirTight provides HVAC service on a 24/7 basis as well as UPS (uninterruptable power supplies) support of electrical systems to commercial and industrial mission critical site and comfort cooling markets.

Licensed in the Carolinas and Georgia, most AirTight service, maintenance and repair customers are located within a 100-mile radius of the city. Of its 1,000-plus customer base, 90 percent is repeat business. With an increasing focus on mission critical service to IT data centers and mechanical systems, its reach # has expanded to Florida, Nevada, Pennsylvania and Tennessee.

“We’re in a race. If we can see someone else’s tail lights then we’re not doing our job. We need to know that we’re out in front, leading everyone else. It’s a noticeable difference.”

Greg Crumpton Co-founder and President

december 2010

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The company services data centers, banks, motor sport and health care facilities along with new construction projects. AirTight’s expertise is diagnosing equipment failure and problems, assessing and working on different systems and brands and getting equipment back online quickly and safely —while staying in constant communication with its clients.

With annual revenues in excess of $5 million, AirTight has grown more than 10 percent each year. Crumpton has chosen to reinvest the money in the company from day one. AirTight was selected as one of the top Fast 50 in Charlotte for 2010 by the Charlotte Business Journal.

“We have felt and still feel the economic downturn but we worked with our customers to make modifications when necessary,” says Crumpton. “Last year we collected 99.2 percent of every dollar invoiced.”

Matt Yavorcik, director of building services for NASCAR Media Group’s uptown location, says, “We started working with AirTight during our construction up-fit when we were challenged with disassembling several CRAC systems to get them to physically fit into our NASCAR Plaza building. Our general contractor RT Dooley chose AirTight as the contractor of choice through their prime mechanical partner that was responsible for the job.”

Since then, Yavorcik has contracted with AirTight for two years for mission critical 24/7 response and preventive maintenance for the studio HVAC units, Liebert CRAC units, APC UPS as well as for Infrared Thermal Imagery.

Read, Learn and Share AirTight has 29 employees, including Denny Baumgart, vice president of technical services, who started with the company, and long time leader Shonda Ruland, vice president of operations.

“We don’t accept ‘no’ as an answer; there are always alternatives to getting it done,” says Ruland. “I teach my team to ask: Why are you doing it this way? What do you need and when do you need it?

“We live in an ever-changing industry and I believe in a read, learn and share mindset.

Once you learn something new, I expect you to share it,” says Crumpton, who practices what he preaches by tweeting book titles he’s reading and new information he’s learned. He sends out company-wide e-mails and encourages his employees to do the same.

“It’s very obvious up front that Greg’s company is different,” says Butch Armstrong, a Charlotte consultant who works in mission critical arena, mainly in the construction and maintenance of large companies and buildings. “Many other companies just

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try to perpetuate an income, but I’ve known Greg for over 10 years and he, his team and his company, have just been exceptional.”

Armstrong worked with AirTight when a 100ton system, that utilized a special compressor that was only manufactured overseas and in Canada, failed and needed immediate attention. Within an hour of calling AirTight, Armstrong says Crumpton located a replacement compressor in the Midwest that he had shipped overnight. Crumpton continued to track the compressor and give Armstrong regular updates until the unit was delivered, installed and the end-user was satisfied.

Another time Armstrong was working on the construction of a large uptown Charlotte office building.

“Really, everything that could have gone wrong did go wrong. I called on Greg and he was able to make the problems go away,” says Armstrong.

“Everybody in his company has the same mindset.

He sends me his guys, who are supported by an equally talented team in the office. I know they’re well-trained and they know all the procedures.”

“That’s the AirTight mindset,” says Ruland.

compressors from Atlanta to get a job wrapped up.

“It needed to be done and I was the one who could do it,” she says.

One time Crumpton got a phone call from an employee in the field in Orlando. The employee, a long-time foreman, had had an accident on-the-job and thought he had broken two fingers. He called in to say that he had duct-taped the fingers together and planned to stay on the job and supervise his crew and seek medical help at the end of his shift.

Crumpton says, “I told him he should leave right away to go to the hospital, but he said he needed to be there to get the job to a specific point that day. That kind of work ethic and

“We know that customers must succeed for AirTight to be successful. We practice ‘uncommon sense.’ We make a conscious decision to learn and understand the customer’s business. This is our mindset: Understand your client and work hard to anticipate and satisfy their needs.”

Greg Crumpton Co-founder and President

“It’s a total rewiring of the work environment. We call it boot camp. Once you start it, it continues and takes over in your life outside the office,” she says.

“It begins by recognizing the need and the ability to go one step further in everything we do. It means”, Ruland says, “don’t be a surface scratcher, but allow yourself to appreciate, respect, support what we do and offer that support to others.”

“Our motto is whenever, wherever,” says Ruland. “We’re not confined by our roles or limited by our job descriptions or titles. AirTight’s open work environment allows the team to get a better understanding of all areas of the business.”

What Needs to Be Done One weekend, Ruland drove a truck full of

Greg Crumpton #O &OUNDER AND 0RESIDENT AirTight Mechanical, Inc.

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says Ruland. â&#x20AC;&#x153;Our job presented viable, inexis to make sure their pensive solutions that equipment is up and helped the units run running; to give them more efficiently and peace of mind.â&#x20AC;? provide more consisâ&#x20AC;&#x153;AirTight has exceltent uniform cooling,â&#x20AC;? lent first-responder says Yovarcik. (l to r) -ANDY 7ONG ,INDA $OMINICK

c a p a b i l i t i e s â&#x20AC;&#x201D; i t â&#x20AC;&#x2122;s Competitors are #HRIS $ENNISON 3HONDA 2ULAND 'REG #RUMPTON

not uncommon for not a focus, says 4ERRA "ODDY (EATHER "ROOKS AirTight staff to be Crumpton, because, the first on the scene,â&#x20AC;? â&#x20AC;&#x153;We want to stand confirms Ray Caponi from Peak 10, owners and alone on top of our industry and in support of operators of data centers in Charlotte as well as our friendly electrical contractors. throughout the Southeast, with 24/7 support and â&#x20AC;&#x153;Weâ&#x20AC;&#x2122;re in a race. If we can see someone elseâ&#x20AC;&#x2122;s resources. AirTight and Peak 10 have partnered for tail lights then weâ&#x20AC;&#x2122;re not doing our job. We need to the past 10 years. know that weâ&#x20AC;&#x2122;re out in front, leading everyone else.

Itâ&#x20AC;&#x2122;s a noticeable difference.â&#x20AC;?

Best-in-Class â&#x20AC;&#x153;AirTight employs highly-skilled craftsmen â&#x20AC;&#x153;AirTight made me a true believer last summer,â&#x20AC;? and support staff who just â&#x20AC;&#x2DC;get it,â&#x20AC;&#x2122;â&#x20AC;? says Peak 10â&#x20AC;&#x2122;s affirms Yovarcik â&#x20AC;&#x153;We were filming the â&#x20AC;&#x2DC;Inside Caponi. â&#x20AC;&#x153;Their mentality peels away a layer of stress NASCAR on ShowTimeâ&#x20AC;&#x2122; show in Studio 43 in the from an operations perspective and allows us to NASCAR Hall of Fame complex. focus on our core business.â&#x20AC;? â&#x20AC;&#x153;It was one of the hottest days of the summer All Peak 10â&#x20AC;&#x2122;s mission-critical cooling service and and we were having cooling issues that were repair work in Charlotte, as well as project manpreventing a successful show,â&#x20AC;? he explains. â&#x20AC;&#x153;We agement services related to equipment upgrades notified AirTight and they had a qualified techniand infrastructure replacement, are performed by cian onsite within the hour and resolved the issue AirTight. AirTight supports Peak 10 throughout quickly so we could complete the filming to everytheir geographic footprint as situations dictate. oneâ&#x20AC;&#x2122;s comfort and satisfaction. â&#x20AC;&#x153;AirTight is an industry leader, providing bestâ&#x20AC;&#x153;The difference is communication. They are in-class service and expert execution at all levels of in constant communication with me and my their business,â&#x20AC;? says Caponi. biz staff. I am always aware when they are scheduled Carol Gifford is a Charlotte-based freelance writer. to arrive. They are always on time. They checkin and out when on site; they are professionally dressed and they always clean-up after themselves.

AirTight Mechanical, Inc. I donâ&#x20AC;&#x2122;t need to directly supervise when they are 3515 Monroe Road here because they send technicians familiar with Charlotte, N.C. 28205 our facility, who understand how to work without Phone: 704-377-3886 disrupting ongoing business activities.â&#x20AC;?

Principals: * 'REG #RUMPTON #O FOUNDER AND 0RESIDENT #ONNIE #RUMPTON

â&#x20AC;&#x153;We are firm believers in education for all #O &OUNDER AND 6ICE 0RESIDENT 3HONDA employees,â&#x20AC;? says Crumpton, who spends about 2ULAND 6ICE 0RESIDENT OF /PERATIONS $250,000 annually on training. â&#x20AC;&#x153;Itâ&#x20AC;&#x2122;s a significant $ENNY "AUMGART 6ICE 0RESIDENT OF 4ECHNICAL investment that pays for itself over time. We didnâ&#x20AC;&#x2122;t Services cut back on training just because people were scared Employees: 29 about the economy. We know we will be called on Established: 1999 to perform and we must and will be ready.â&#x20AC;?

Footprint: ,ICENSED IN THE #AROLINAS AND 'EORGIA MOST CUSTOMERS ARE WITHIN A Manufacturerâ&#x20AC;&#x2122;s service groups are often trained MILE RADIUS OF #HARLOTTE EXPANDED REACH TO only on specific units or components, making it &LORIDA .EVADA 0ENNSYLVANIA AND 4ENNESSEE difficult for them to work on the â&#x20AC;&#x153;entire system.â&#x20AC;?

2EVENUES )N EXCESS OF If a company has a problem and itâ&#x20AC;&#x2122;s not easy to Business: -ECHANICAL SERVICE CONTRACTING tell which component might be causing the issue, ON A BASIS TO COMMERCIAL AND Crumpton says AirTight is often called when industrial critical site and comfort cooling manufacturers cannot handle the work, solve the SECTORS SUPPORTS ALL COMMERCIAL MECHANICAL SYSTEMS THAT PROVIDE COOLING systemic issue or just need an unbiased assessment.

NICHE MARKET IN THE )4 DATA AirTight technicians are very knowledgeable center environment. and proactive in their preventive maintenance www.myairtight.com work, says Yovarcik. â&#x20AC;&#x153;More than once, they have noticed some patterns in the logged alarms in some of our units and

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december 2010

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