Greater Charlotte Biz 2012.04

legalbiz

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accountingbiz

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webbiz

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employersbiz

april 2012

s i integrated mply Nexcom Enables Real-time Information Exchange for Business

   Metrolina Builders    KS Audio Video    Cook Truck Equipment    Birds-I-View    Swiss Farms

Chris Allison President and CEO Nexcom

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GIVING KIDS THE TOOLS TO LEARN IS SHELLY’S BUSINESS. WE ARE PROUD SHE HAS MADE IT OUR BUSINESS, TOO. Shelly’s inspiration comes from the students she helps every day. And Time Warner Cable Business Class enables her to succeed. That is why we worked with her to set up an Ethernet solution to allow students to stream videos between classes across the entire district. At Time Warner Cable Business Class, we listen to your needs — so you get the right mix of Internet, Phone, Ethernet and Cable TV solutions. We did that for Shelly. We can do it for you.

1.866.TWC.4BIZ | TWCBC.COM

Some restrictions apply. Time Warner Cable Business Class is a trademark of Time Warner Inc. Used under license. ©2012 Time Warner Cable. All Rights Reserved.

INTERNET | PHONE | CABLE TV | ETHERNET

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Plans for you, your family and your business.

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An independent licensee of the Blue Cross and Blue Shield Association. U7811, 9/11

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cover story

Nexcom

The earth shook the day that Chris Allison founded his company. Literally. It was September 11, 2001.

Allison was only driven harder to find and create better ways to integrate real-time information exchange.

The result has been a fast-growing company recognized in the Inc. 5000 and the Charlotte Fast 50 that designs, builds and deploys custom applications for its clients allowing users to manage real-time data, remain compliant with government regulations, and implement new technologies with minimal expense.

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Metrolina Builders Father/son team of John and Matt Williams say they create a team environment where all the important players—owner, architect, engineer and builder—are at the table from the onset of the project, investigating every option and providing real-time cost data, giving the owner more control over what’s going into the project, so they can prioritize where their dollars are spent.

16 KS Audio Video “Repeat business is an important part of our strategy,” says Ken Ziegler. “We want to be a technological partner and problem solver with our customers,” echoes son Nathan. “Whatever technological question they have, we want to be able to answer it. They look to us to be knowledgeable about the products on the market and provide an individualized solution.”

28 Cook Truck Equipment Currently in its 91st year, Cook is a manufacturer and distributor of commercial truck and van equipment that provides specialized equipment solutions for commercial vehicles. “We start with an incomplete vehicle,” Tom Cook explains. “We have the chassis here but it’s an unfinished truck until we put something on the back of it or install something in it. We’re an upfitter.”

34 Birds-I-View “Being in the company of birds is really a transformation of understanding,” says David Krol. His love, respect and commitment to birds is the foundation for his company which manufactures and sells custom furniture-style aviaries as well as service agreements for the placement of aviaries and rare finches in businesses, offices and institutions of all kinds.

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departments publisher’spost

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legalbiz

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Transforming the Business of Law to Meet the Needs of Business

accountingbiz

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Accounting, Tax and Consulting Solutions

webbiz

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New Media Strategies, Secrets and Solutions

employersbiz

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Smart Screening. Smart Hiring.

biznetwork

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on the cover: Chris Allison President and CEO Nexcom

legalbiz

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accountingbiz

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webbiz

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employersbiz

april 2012

s i integrated mply Nexcom Enables Real-time Information Exchange for Business

   Metrolina Builders    KS Audio Video    Cook Truck Equipment    Birds-I-View    Swiss Farms

Chris Allison President and CEO Nexcom

Photo by Wayne Morris

Scan to view greatercharlottebiz.com

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Swiss Farms Swiss Farms drive-thru stores stock the grocery items most frequently needed by busy families—milk, bread, eggs, beverages, and packaged deli items. A sales associate greets the customer at their car, takes the order, collects the items, and handles payment. Since you don’t have to get out of the car, customers can dress as casually as they like.

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CENTRAL PIEDMONT COMMUNITY COLLEGE

Investing in our community For almost 50 years, CPCC has been building leaders who pursue meaningful careers that significantly contribute to the community.

One such alumnus is Jim Rogers, whose talents and professional skills are making Charlotte a better place to live and work.

Says Jim, “Charlotte’s real estate market demands that its professionals be active in the community, have up-to-date skills and possess defined goals – all life lessons I learned in the CPCC classroom.”

To learn more about CPCC and its programs and alumni or to support the College, visit www.cpcc.edu or www.cpccfoundation.com.

Jim Rogers CPCC Alumnus, Associate Degree in General Education Cofounder, Flagship Capital

[publisher’spost] 704-676-5850

From A Small Town to An Impressive City When the U.S. Census Bureau released its list of the fastest growing urban areas in the United States, the Charlotte regional marketplace was ranked No. 1 for the 10-year period from 2000 to 2010. Charlotte’s urban area grew by 64.6 percent to 1.25 million people. No urban area with one million or more people grew faster in the century’s first decade than the Charlotte area.

April 2012 Volume 13 • Issue 04 Publisher John Paul Galles x102 jgalles@greatercharlottebiz.com

Associate Publisher/Editor John Paul Galles

How did the greater Charlotte region become the fastest growing urban area in 10 years?

To answer that question, I had the privilege of listening to former Mayor Harvey Gantt at a recent Charlotte Rotary Club meeting. Mayor Gantt spoke from his experience as an important Charlotte leader for 47 years since he was first elected to city council in 1965. He offered personal insight into the preparations, planning, leadership and community efforts that led to this growth. Here are his thoughts and memories and a little about our future.

“We’re a community willing to build a better place to live and do business, with a history of success in so many areas.” He cites civil rights in 1965 during the Civil Rights Movement and how Charlotte stood tall in supporting busing and diversity issues. He also cites the many great mayors who fostered social change and business development with a keen eye on diversity.

And, he points out, “We were the first city to peacefully adopt busing and the first to elect a black city council representative.”

“Charlotte has always branded itself as a modern to progressive city. Our wise city fathers pushed planning of the center city while also expanding roads and sewer lines to further housing and school expansion in the suburbs. When retailing started abandoning the center city and moved to shopping malls and especially SouthPark, Charlotte was ready to support that expansion while, at the same time, revitalizing the center city.

“The Charlotte Airport is in a league of its own and especially helpful to business development.” He recalls when Charlotte built a 10,000-foot runway in the early 1970s in preparation for attracting new business to our city. “It worked,” he remarks.

“As suburban growth exploded, center city thrived thanks to the uniqueness of something different at its core. Charlotte’s 10-year business plan, already working, was rekindled every decade, keeping ahead of the trends with an eye to the forecasts for the future. And our leadership always took these plans seriously.

“There were three other phenomena: 1) Smart bankers—regional and state banks merged and became national/world-wide banks, turning Charlotte into a banking center with two big bank headquarters here. Hence, we legitimately became a ‘world class city’ to ourselves and to outsiders. 2)The airport—Due to deregulation and a desire to build the largest airport in our state, Charlotte’s airport offered direct flights to everywhere in the world starting with Piedmont Airlines which has since become U.S. Airways. We became a hub. 3) Civil rights—District representation at public forums—schools, colleges and universities, city council—we believed in and demonstrated openly for diversity. This bore fruit going into the 21st century.

“When the Great Recession slowed things down a bit, Charlotte’s leaders remained optimistic: ‘Things will get better here.’ We’ve become more aggressive in attracting new companies and corporations to bring their headquarters to Charlotte. Our public school system is winning awards and appealing to families considering a move to Charlotte. We’re clearly invested in public education. We have a great cultural center in our uptown…with a score of wonderful, cultural opportunities for visitors and residents to enjoy. And, lastly, we’re building a sustainable community which makes our city even more enticing and thriving.

“Charlotte has raised its status from small town to impressive city…and now based on all of the earlier reasons plus some political ones, we have attracted the Democratic National Convention that will place us on the global stage for several days.

“We are seeking to leverage a successful convention to benefit Charlotte for its future. We have the vision and the leadership in place to become a stronger, more improved community.

We can make that happen.”

Let me know what you think - jgalles@greatercharlottebiz.com

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Maryl A. Lane x104 mlane@greatercharlottebiz.com

Creative Director Trevor Adams x107 tadams@greatercharlottebiz.com

Sales Manager Talbert Gray x106

partners Central Piedmont Community College hiSoft Technology International Limited Knowmad Technologies Potter & Company, P.A. Wishart, Norris, Henninger & Pittman, P.A.

Contributing Writers Zenda Douglas Barbara Fagan Jim Froneberger Heather Head Casey Jacobus

Contributing Photographers Trevor Adams Wayne Morris Galles Communications Group, Inc. 7300 Carmel Executive Park Dr., Ste. 115 Charlotte, NC 28226-1310 704-676-5850 Phone • 704-676-5853 Fax www.greatercharlottebiz.com • Press releases and other news-related information: editor@greatercharlottebiz.com.

• Editorial: mlane@greatercharlottebiz.com.

• Advertising: jgalles@greatercharlottebiz.com.

• Subscription inquiries or change of address: subscriptions@greatercharlottebiz.com.

• Other inquiries: please call or fax at the numbers above or visit our website www.greatercharlottebiz.com. © Copyright 2012 by Galles Communications Group, Inc. All rights reserved. The information contained herein has been obtained from sources believed to be reliable. However, Galles Communications Group, Inc. makes no warranty to the accuracy or reliability of this information. Products named in these pages are trade names or trademarks of their respective companies. Views expressed herein are not necessarily those of Greater Charlotte Biz or Galles Communications Group, Inc. No part of this publication may be reproduced or transmitted in any form or by any means without written permission from the publisher. For reprints call 704-676-5850 x102.

Greater Charlotte Biz (ISSN 1554-6551) is published monthly by Galles Communications Group, Inc., 7300 Carmel Executive Park Dr., Ste. 115, Charlotte, NC 28226-1310.

Telephone: 704-676-5850. Fax: 704-676-5853. Subscription rate is $24 for one year. POSTMASTER: Send address changes to Greater Charlotte Biz, 7300 Carmel Executive Park Dr., Ste. 115, Charlotte, NC 28226-1310.

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[legalbiz]

Survival Training:

Premarital Agreements and Controlling Your Business’s Density

Destiny; n. 1. The seemingly inevitable or necessary succession of events. 2. Fate.

Density; n. 1. The quality or condition of being dense; a) thickness; or b) slow-witted.

George McFly: Lorraine, my density has brought me to you.

Lorraine Baines: What?

George McFly: Oh, what I meant to say was...

Lorraine Baines: Wait a minute, don’t I know you from somewhere?

George McFly: Yes. Yes. I’m George, George McFly. I’m your density. I mean...your destiny.

By some accounts, well over half of married couples will separate and divorce. In doing so, they will split marital assets and debts between them. Is it therefore “destiny” that a judge, knowing little or nothing about the separating couple (one of whom is a business owner) will apply a one-size-fits-all property division statute telling the couple what each will receive, and impacting the family business, the business assets, and even the businesses’ employees?

It need not be destiny.

Or density. The law allows Loss of a business, a married or unmarried business assets, or couple to agree between each other (by contract with change in ownership no court involvement!) how to divide some or all of the need not be a marital property and debt business owner’s (including businesses or ownership interests in a business) destiny if he or she if they separate, and even how is contemplating one spouse will support the marriage. You or your other. A couple can negotiate such a contract while they partners can control are arguing, angry and hurt (difficult), or, while they are the significant risk in love and initially planning (or at least one part their future lives together (much, much easier). of the total risk) The second way results in a contract called a Premarital incurred with the Agreement. Think of it as decision to marry. divorce insurance with only a single premium payment. You may never need to use that policy, but if you do need to invoke it, that agreement will be the best policy of insurance you ever obtained, and no one will ever accuse you of being “dense.”

Premarital Agreements allow business owners, like our good friend Bob the Businessman, to set the business (or any other asset) apart as his

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

or her “separate property,” including the value of the growth of that business over the years. There may be sound reasons for doing this; many business owners spend significant time (years) laying the foundation for a successful business, sometimes with spectacular results, and some of which are not realized as profits, or increased capital, for years.

Or a person may work in their parent’s, or other family member’s business with the knowledge that they will one day inherit that business. In the meantime, the current or future business owner may marry, and then later face the prospect of sharing part or all of that business, or the businesses’ value, with a spouse who has very little stake or sweat equity in that business. That can indeed by a bitter pill.

Worse, Bob the Businessman may have to sell his business, or shares in that business, to others, or even to his ex-spouse, to equalize the division of all of the marital assets and debts, leaving the owner’s children from a previous marriage, or other family members, in the cold. No more family business, or, heaven forbid, a family business run by two ex-spouses with no love lost between them. Unpalatable to say the least.

You say that you and your spouse are happily married, and that this just will never happen. You may be right, but what about your business partners? Do they intend to marry? A restriction against transfers of ownership interests may or may not be enforceable under North Carolina law. Do you want to run the risk of your partner’s replacement by his future-ex-spouse as your business partner? Heaven forbid.

Okay, these are nightmare scenarios, for certain—but they are also certainly possible, and more importantly, easily avoidable.

If you (or your business partner) anticipate marriage, the concept of a Premarital Agreement should be raised with the fiancée as early as possible (raising this subject at the rehearsal dinner is a bad idea).

Discuss the concept of restrictions on transfer of ownership interests.

List your assets and debts—all of them—clearly and logically (houses, cars, accounts, pensions, heirlooms, businesses, mortgages, loans, etc).

Organize the company financial documents (balance sheets, tax returns).

See your attorney as early as possible, and bring those documents with you. Full disclosure of all assets and debts is an absolute necessity when negotiating Premarital Agreements.

Loss of a business, business assets, or change in ownership need not be a business owner’s destiny if he or she is contemplating marriage.

You or your partners can control the significant risk (or at least one part of the total risk) incurred with the decision to marry. Consider the use a Premarital Agreement, and see your attorney as early as possible.

Doing so is the furthest thing from density; it’s an excellent business protection strategy.

Content contributed 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 Steve Ockerman, J.D., at 704-364-0010 or visit www.wnhplaw.com.

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Contact us today and let us custom tailor a solution for you. 704.875.1585 LSSPROFESSIONALS.COM Headquartered in Charlotte, North Carolina

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Potter & Company, P.A.

[accountingbiz]

Accounting, Tax and Consulting Solutions

A Change In

Foreign Policy

A new form has been released by the IRS for 2011. This fact by itself probably does not grab one’s attention, as these additions/ modifications are commonplace. However, failure to file this form may carry a 5-year prison sentence and/or upwards of $100,000 in penalties. The significance of these penalties garners our attention.

Apparent from the release of this form and the recent stronger enforcement for non-filing similar forms related to foreign assets—the tax shelter practices involving the stereotypical Swiss and Cayman Island bank accounts or other foreign assets may be coming to a close.

So what exactly is a “foreign financial asset”? The definition includes: 1) depository or custodial accounts at foreign financial institutions (i.e. securities, savings, insurance or annuity polices with a cash value, mutual funds, brokerage, deposit, checking, etc.), and 2) to the extent not held in an account at a financial institution, a) stock or securities issued by foreign persons b) any other financial instrument or contract held for investment that is issued by or has a counterparty that is not a U.S. person, and c) any interest in a foreign entity.

The newest form relating to off-shore accounts is Form 8938: Statement of Specified Foreign Financial Assets. It is a required filing if specified foreign financial assets have an aggregate fair market value exceeding $50,000 on the last day of the tax year or $75,000 at any time during the year (these thresholds are doubled if you are married and file jointly). This filing may also apply to select business entities.

The new form does not supersede TD F 90-22.1: Report of Foreign Bank and Financial Accounts, which in its current form has been in existence since the year 2000. Form TD F 90-22.1 is required to be filed if the aggregate value of all foreign accounts exceeds $10,000. Not only does this apply to ownership but also to signature authority over a foreign financial account. This form applies/is required not only to individuals but to business entities created or organized in the U.S. as well.

Form 8938 should be attached to your annual return (form 1040, 1120, 1065, etc) and should be filed by the date of the annual return including extensions. Form TD F 90-22.1 must be received by the Treasury department on or before June 30th of the year immediately following the calendar year being reported. No extension of time to file form TD F 90-22.1 is allowed.

What determines if an account is “foreign” is the account’s physical location—which admittedly may seem a bit obvious. Perhaps less clear is when an account is related to a multi-national company. An account maintained with a branch of a U.S. bank that is physically located outside of the U.S. is a foreign financial account. Likewise, an account maintained with a branch of a foreign bank that is physically located in the U.S. is not a foreign financial account.

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A couple important items to note: 1) Although higher thresholds may apply to a taxpayer or U.S. citizen living abroad, these individuals are not immune.

2) The two forms mentioned are not the only forms related to disclosure and reporting of foreign financial interests for businesses and individuals. Depending on the circumstances, other forms may be applicable and carry similar fines for failure to file.

Brian Mahany, an attorney concentrating in foreign reporting requirements, provides some alarming examples of potential noncompliants: “Not a single day goes by where we do not receive several calls from individuals with unreported foreign bank accounts. Although approximately 45,000 taxpayers came forward since 2009, that is just a small percentage of the estimated 500,000 U.S. taxpayers with unreported foreign accounts. The few bad apples hiding money in Swiss or other foreign banks in the hopes of evading taxes know who they are. Most taxpayers not in compliance with offshore reporting rules simply don’t know they are breaking the law, however. Unfortunately, neither do many professional preparers.

Dual nationals, foreign born Americans, parents who open an offshore account to support their kids in a foreign university, people inheriting accounts, foreign green card holders, Americans working overseas… these are some common examples of people who often have foreign accounts yet simply don’t know of their reporting obligations.

This year, those obligations include the traditional (and yet still unbeknownst) filing of FBARs (Report of Foreign Bank and Financial Account) and compliance with the new FATCA law (Foreign Account Tax Compliance Act). For taxpayers with interests in foreign corporations, trusts and other assets there are even more rules. Penalties for noncompliance are severe.

The penalty for willfully failing to file an FBAR is up to 5 years prison.

Even if there is no criminal prosecution, the civil penalty is the greater of $100,000 or 50% of the highest balance in the account for each year the account is not properly reported. “Innocent” (nonwillful) violations carry a penalty of $10,000 per year.”

These regulations clearly deserve to be taken very seriously by both businesses and individuals alike. If you are one of the estimated 455,000 Americans who fall into the non-compliance category, you should contact your tax professional and potentially a tax attorney, as there may be amnesty available if you correct the problem before you become subject to an IRS audit.

Content contributed by Robert W. Taylor, CPA, PFS, Partner with Potter & Company, P.A., a locally based certified public accounting firm offering core services of audit, business consulting, tax, and financial analysis. Excerpt from a February 9, 2012 article written by Brian Mahany used with permission. For more information, contact Bob Taylor at 704-662-3146 or visit www.gotopotter.com.

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[webbiz]

Knowmad Advancing Business Online

Your Website as a Powerful Sales Tool • •• •••

Improving Online Performance

Savvy businesses quantify the value of their corporate Web presence to make informed marketing and budgeting decisions. By putting metrics in place, the investment is less subjective and easier to evaluate return on investment.

Like many businesses, you may not be sure that your company’s Web presence is returning the value you expect. If you decide to focus on increasing the return on investment, you’ll discover there are many options available.

Before building potentially complex online marketing campaigns to increase website visitor traffic, it’s important to ensure the fundamentals are in place to convert existing website visitors into sales leads. Once this foundation is in place, growing the reach of the website makes more financial sense.

To ensure you have the fundamentals in place, you should review the following:

Is your website aligned with your brand?

Aligning the corporate website with brand messages and value propositions for each target audience helps to educate prospects. While this may not shorten sales cycles for complex purchases, it certainly makes the sales conversations more efficient for both the seller and the buyer.

This leads to higher quality sales conversations.

What are you offering?

Valuable, informative content is a great way to help prospective customers become more informed buyers and self-select into your marketing campaigns. Continuing the conversation beyond the first website visit is a great way to help buyers move through the buying process.

For instance, you might offer a white paper informing readers about how to solve an issue common to your prospective buyers. Informing prospective customers about a particular solution or market challenge that they are facing lowers the hurdle to a purchase decision. By asking for a limited amount of information about the visitor and exchanging valuable information in return, you’re more likely to convert visitors into sales leads.

In addition, you can continue to market to the potential customer

using lead nurturing. These content offers can easily be integrated with the outbound sales process to aid sales in educating potential customers and attracting leads to your content.

Do you have any online sales barriers?

Online sales barriers are any items that make the activity of understanding what your company offers more difficult. Sales barriers often exist in the form of confusing navigation, poorly written content, hard-to-use features, and excessively complex forms. It’s critical that visitors can easily locate and understand the product or service that matches their need.

Look for areas of the website that might be difficult to use—or instance, if your website offers a cost calculator. If it’s complicated to use and prospects can’t easily estimate costs, potential customers may perceive your company’s products or services as more expensive as a result.

Web forms are used to engage visitors as sales leads and encourage marketing opt-ins. When evaluating Web forms for sales barriers, consider where the visitor is in the buying process. If they are just learning about your company, then the prospective buyer is early in the buying process.

As a result, they are less willing to offer detailed personal contact information. Requiring less information of prospects early in the buying cycle will ultimately increase the number of responses you receive.

Measuring Success You probably already have website analytics in place. If not, Google Analytics is a free and easy-to-use tool to measure website performance.

Close the loop on Web leads by creating a process to tie closed sales back to leads from the Web. Even a low-tech solution is better than no solution.

In Summary...

Your website is a powerful sales tool. Before investing to grow your website traffic, make sure the website is aligned with the corporate brand, offer content to educate prospective customers and aid sales, then remove any sales barriers from the online experience.

Industry Watch: Content Marketing Content marketing is not a new idea. Some brands have been marketing their own content for over a decade. So why is content marketing getting so much attention now?

The rise of social networks, demand for unique intelligent content, the popularity of thought leadership, and the overload of advertisements has brought content marketing to the forefront of Internet marketing.

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Biggest Content Marketing

Challenge

Content marketing is a method of delivering content to potential buyers that doesn’t sell them. Instead, it informs them about a particular solution or market challenge that they are facing. It makes them more informed buyers, which lowers the hurdle to their purchase decision, with the ultimate objective of driving profitable customer action.

Read more about it at www.knowmad.com/content-marketing.

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Content contributed by Knowmad, a Web strategy, design and Internet marketing company located in Charlotte, N.C. Knowmad guides clients on the most effective ways to advance their business online. For more information, contact Diona Kidd at 704-343-9330 or visit http://www.knowmad.com/gcb.

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Data Facts

[employersbiz]

Smart Screening. Smart Hiring.

The Secrets of

Effective Background Screening

recent survey has shown that 9 out of 10 employers are running background checks on applicants. In these times of easy access to information, it is more important than ever to have information you trust.

Getting information is easy, but getting accurate information is vital.

Employers may use background screening services for selecting prospective employees, promotions, reassignments and retention, as long as the process is conducted according to the Fair Credit Reporting Act (FCRA) laws.

Congress has expanded employer responsibilities, however, because of concern that inaccurate or incomplete consumer reports could cause applicants to be denied jobs or cause employees to be denied promotions unjustly. They must ensure (1) that individuals are aware that consumer reports may be used for employment purposes and agree to such use, and (2) that individuals are notified promptly if information in a consumer report may result in a negative employment decision.

To be covered by the FCRA, a report must be prepared by a consumer reporting agency (CRA). A “consumer reporting agency” is any person or company who, for financial gain, regularly engages in the business of assembling or evaluating consumer credit information or other information on consumers for the purpose of furnishing consumer reports to third parties.

A consumer report contains information about an employee or a perspective employee’s personal characteristics, credit characteristics, general reputation, and lifestyle. Reports include criminal history searches, education verifications, employment verifications, social media searches, credit checks, and reference checks.

If any of these searches are conducted, gathered or reported from other than a reputable CRA source without applying the proper research and adjudication efforts, the employer may be subject to liability.

The same holds true, if an employer is conducting their own searches. Social Media searches are a new trend in information gathering. The Internet is a great resource which may reveal a person’s activities and true character on sites such as Linkedin, Facebook and Twitter. If the employer is conducting these searches themselves and not utilizing their CRA, the risk of discrimination and violations of federal law increases. By using the CRA, information can be filtered so these searches become compliant under FCRA and other regulations.

A reputable CRA will be a member of the Background Screening Program, National Association of Professional Background Screeners (NAPBS.) NAPBS is a professional trade association and a great resource for the constantly changing laws governing the background screening industry on both state and federal levels. NAPBS recently added an educational certificate for all

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employees in the industry to become FCRA-certified. This assures employers that the CRA staff is fully aware of reporting laws.

Another potential trouble spot in background screening is the security of the data. A concern has arisen about the practice of off-shoring consumer reports. Sending personal and confidential identity information out of the country for processing creates an opportunity for a data breach and identity theft to occur. California is one of the first states in the nation to address serious concerns with companies engaged in this practice. Always ask your background screener if the data is transferred off-shore. If so, beware!

Do you really know who’s behind the resume?

With the help of a competent CRA, employers can effectively manage the entire background screening process from beginning to end. Adverse action notification must be provided to the applicant when denying a job application, reassigning or terminating an employee, or denying a promotion.

A CRA can provide guidance to help the employer through the process and remain compliant. By carefully selecting a background screener, an employer equips themselves with the information needed to make informed hiring decisions, mitigates the risk of liability, and remains compliant with federal and state laws. Your CRA should be your trusted partner in achieving your company’s business goals!

Tracie Coronado

Ann Easton

Content contributed by Tracie Coronado, Director of Employment Services, and Ann Easton, Director of Client Services, with Data Facts, Inc., an information-provider to employers, lenders and business owners to help them make informed decisions. For more information, contact them at 704-562-4925 or visit www.datafacts.com.

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Clubhouse/Amenity

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Commercial/Retail

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Commercial/Retail

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by heather head

[bizprofile]

building longevity

Clubhouse/Amenity

“We create a team environment where all the important players— owner, architect, engineer and builder—are at the table from the onset of the project.” ~John A. Williams

“We investigate every option and provide real-time cost data of each design decision before it’s committed to, giving the owner more control over what’s going into the project, so they can prioritize where their dollars are spent.” ~Matt Williams

(l to r) Matt Williams Vice President John A. Williams President Metrolina Builders, Inc.

Metrolina Builders Celebrates 40 Years of Design-Build Excellence and Integrity

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n a marketplace dominated by the fast and the furious, where companies older than 5 years are considered established and many never make it past their first anniversary, Metrolina Builders is an anomaly. With 40 years of success behind them, the company has posted record profits almost every year during the Great Recession that obliterated many bigger names in the industry.

Their secret? It’s simple and old-fashioned, but they prove every year that it’s not outdated: Take care of the client, focus on core competencies, and plan for the future. John Williams, who started the company with his father in 1972, says they continually delight customers by living their philosophy of “Excellence in what we do...Integrity in how we do it.”

Designing a Destiny In 1971, Al Williams, a senior manager and engineer with a national steel company, was putting his son John through Kansas University’s engineering program.

In addition to sharing a career interest, the two shared a love of hunting and spent many hours together in the wild, and were unusually close.

So when Al began to think about starting his own construction business, the first thing he did was ask his son to join him. As a boy, John had a love and knack for building things, so the prospect of doing it as a career and getting to work with his father, appealed to him.

Al had an idea for the business that was innovative, if not entirely unheard of, at the time. Most builders operated by bidding on plans, reacting to whatever came down the pipeline to them. Al planned to turn the process on its head, by marketing building services as a package with design and engineering, creating value throughout the design and construction process.

Father and son set out immediately to find the right market for their concept.

They looked at several cities around the country before narrowing it down to two: Austin in their home state of Texas, or Charlotte. One trip to the Queen City was all it took for them to make their decision.

“When we got down here and had an opportunity to not only investigate the potential business climate, but to look at the living conditions and the beauty of the city,” remembers John, “it was a no-brainer. We were going to be here.”

In February 1972, they hung out their shingle as Metrolina Builders and began marketing their turn-key services. John says their earliest challenge was simply ➤ getting to know people.

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“A lot of people that start businesses have leads and contacts before they even open their doors,” says John, “We didn’t have that.” Nor did they know the local subcontractors, suppliers, or other organizations necessary to support their work.

What they did have, in addition to their concept, was the expertise and determination to put it together. They knocked on doors and joined associations. They built connections with vendors and subcontractors.

But it was Al’s long-standing relationship with the steel manufacturer Armco that won Metrolina Builders their first big job. As the steel corporation’s official product representative in Charlotte, Metrolina Builders received inquiries from companies looking for the product, and provided them with turn-key proposals they couldn’t resist.

Medical

Commercial/Retail

“In a family business, there’s a legacy to protect, and a future legacy to prepare for. We stay true to our culture and our philosophy, have never put financial performance over what we think is the right thing to do, because we’re here for the long haul.” ~Matt Williams Vice President

Clubhouse/Amenity

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The principal of that company called them up personally and said that in all his years, he had never heard anyone decline a job; he had to know why. Once he heard their response, he respected their position and said when Metrolina Builders was ready, his next project was theirs to build.

“So we spent that next year gauging the subcontractor pool in the area and developing the right support team to handle these types of project,” says Matt. And when they were ready, the business came: Metrolina Builders built 4 large clubhouse projects up and down the Carolina coasts.

John has been president of Metrolina Builders since 1984 and runs the company from a unique building they built over 25 years ago, with son Matt Williams and daughter Sarah working in accounting. He says that with a more aggressive—

Clubhouse/Amenity

That first big job was for a 40,000-squarefoot facility in Matthews for corrugated cardboard manufacturer Stronghaven. Close on the heels of that project was a 62,000-square-foot facility off of Westinghouse for Pelton & Crane, a manufacturer of dental furniture and equipment.

John describes the company’s development as focused tightly on the manufacturing industry at first, playing to their core strengths, and only gradually “tiptoeing” into other areas as they felt prepared for them. Unlike many builders, he says, they don’t hire and fire to suit the whims of the market—many of their employees have been with the company for 15 and even 30 years.

Combined with their commitment to servicing every new project with the same level of care and attention, this means that every new project is weighed carefully before launching in. For instance, the first time a client approached Metrolina Builders with a large project that was over six hours from Charlotte, they respectfully declined.

“We wanted time to gear up and make sure we could deliver the same quality product that we did in Charlotte,” explains Matt, John’s son and now vice president of the operation. “The project was to begin in two weeks and we weren’t ready for it yet.”

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and risky—approach, Metrolina Builders could easily have grown faster and bigger. But it also might have met disaster, as many builders found out the hard way during recent years. Through all three generations, the family remains close, and the business remains a mainstay.

Building the Company Today, Metrolina Builders services the commercial, industrial, and institutional markets with design-build and traditional contracting and construction management services. They specialize in new buildings as well as interior renovations for retail, office, medical, restaurant, educational, religious, hospitality, automotive, industrial, and energy projects.

While sometimes a client comes to Metrolina Builders with plans already drawn and looking only for a general contractor for the project, most clients choose Metrolina for turn-key design-build services, beginning often as early as site selection.

By coming in on a project early in the process, Metrolina Builders is able to ensure that the entire project meets the client’s functional, aesthetic and economic needs by value engineering ➤ at every step of the process.

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Commercial/Retail

Clubhouse/Amenity

“We create a team environment where all the important players—owner, architect, engineer and builder—are at the table from the onset of the project,” explains John.

“We investigate every option and provide real-time cost data of each design decision before it’s committed to, giving the owner more control over what’s going into the project, so they can prioritize where their dollars are spent,” continues Matt.

“This concept of value engineering, was born out of over-budget projects, where a building is designed, put out for bid, and it comes back over budget. Then the designer solicits the contractor to see where they make changes to bring the cost down, but by that time you cannot capture all of the savings and lose some in redesign fees.”

Metrolina Builders plans cost-saving features into the project before it goes onto paper, often saving 10 percent or more on cost without affecting quality, appearance or function. Matt says the value is obvious to any company that has done business with Metrolina Builders and as a result, repeat customers constitute nearly 90 percent of their business.

“The input of Metrolina’s team proves to be invaluable over the course of the design and construction process,” says Aaron Ligon of Ligon Commercial Real Estate. “More importantly, Metrolina gives us a sense of security, that the interests of our company are constantly being looked out for and protected.”

The sentiment is echoed repeatedly among other clients. Patty Stumpf of Drs. Burrow & Case Orthodontics says they’ve worked with Metrolina Builders for 13 years on projects ranging from ground-up to minor facelifts and calls Metrolina Builders their “builder of choice.”

“It is rare in this day and time to find people that do what they say they will do,” she adds.

“Metrolina has done that on every project, and with the highest professional quality.”

Surviving the Recession Matt remembers a conversation a few years ago in which his father and the father of another family-owned business were teasing the two sons that they had never had to weather the

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Commercial/Retail

hard times. Within months, it struck—the Great Recession in construction. In 40 years of business, says John, he had never seen the market get hit so hard and so fast.

Right at the beginning of the construction collapse, John and Matt looked around at the market and knew not everyone was going to survive.

And they were right—over the next few years, several of the city’s biggest names in construction went under along with many smaller players. But Metrolina Builders was not among them.

In fact, says Matt, they did more than survive. They have grown. For the past three years starting in 2009, the company has posted record profits. They have added staff and expanded their offerings.

Their secret? “Honestly, as simple as it is,” says Matt, “our strategy was to hunker down, operate lean and mean, and service the clients that we have—exceeding every expectation.”

It was not so much about cutting costs, he adds, although they did their fair share of that as well—analyzing every dollar that went out the door. “But the bulk of it was in this notion of focusing on our core clients and performing for them, rather than casting a wide net and diluting our efforts,” explains Matt.

They looked at the markets they were serving and strove to position the company to be less dependent on those most vulnerable to the recession, and to focus energy on those deemed most recession-proof.

“We became highly focused,” says Matt. “A lot of people became more desperate and started reaching for whatever jobs they could get, adding risk to an already extremely risky business. We recommitted to our conservative focused approach to growth, and it served us well.”

“Our strategy to survive performed better than we thought it would,” says John. But while economic indicators appear to be improving for many industries, John says the worst is not over for construction. “The only miscalculation we had was that we said if we could survive for three years, the market would be back. Now we’re looking at each other and thinking we’d better prepare for another three years.”

Unemployment remains unusually high in the

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Specialty Construction

construction industry—John estimates between 30 and 35 percent. And while companies are beginning to expand again, the glut of previously constructed buildings available in the market means very few of them are considering new construction. “In construction, it’s going to be a slow burn coming back up,” remarks John.

Meanwhile, Metrolina Builders plans to stay the course with their successful business model, always remembering that, as John says, “Our reputation is on the line with every job we do—we are only as good as the last job we completed.” They may not post record profits again this year or next, but they have remained financially strong and when the recession finally ends, they will be poised to service the pent up demand that always follows a recession.

“In a family business, there’s a legacy to protect, and a future legacy to prepare for,” says Matt.

“We stay true to our culture and our philosophy, have never put financial performance over what we think is the right thing to do, because we’re here for the long haul.”

With that proven attitude, they’re likely to be around for another 40 years. biz Heather Head is a Charlotte-based freelance writer.

Metrolina Builders, Inc. 425 E. Hebron Street Charlotte, NC 28273 Phone: 704-553-0834 Principals: John A. Williams, President; Matt Williams,Vice President Employees: 25 In Business: 40 years Recognition: Charlotte Business Journal’s Top 25 Area General Contractors; Engineering and News Record’s Top 100 Southeast General Contractors; Charlotte Business Journal 40 Under 40 (Matt Williams) Business: Turn-key design-build solutions for commercial, industrial and institutional markets; also provide traditional general contracting and construction management. www.metrolinabuilders.com

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[bizprofile]

by casey jacobus

Dishing Up KS Audio Video Delivers Are you having trouble getting a handle on the digital age?

Do you want a bigger TV but Sunday’s shopping trip at Wal-Mart left you exhausted and confused with all the options? Can’t get your remote control to do what you want? Want to know how to control your electronic systems with your iPad or iPhone?

Are you a doctor who wants his patients to be able to control the TV in the waiting room? Do you want to add a commercial-free music service to your business? Who do you call for help?

KS Audio Video in Cornelius might be your digital “Ghostbuster.” This father/son technology and installation company specializes in providing solutions to all kinds of digital problems and provides the follow-up service and maintenance that is often missing when the customer tries to go it alone.

“The Big Box assumption is that every house is a cookie cutter and that any TV will work in any situation,” says Ken Ziegler.

“We believe each house is different. We know what technology is out there and can design the best solution for your home or business given your needs,” agrees Nathan Ziegler, his son.

From traditional home theaters and multi-room music to new generation digital media sharing, lighting control, and

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energy management solutions, KS Audio Video works to blend functionality with aesthetics and simple to use operation with performance regardless of the complexity of the technology.

The most common product they sell is the TV, just like Best Buy or any big box store. However, the Zieglers will come to your home or business, see where and how you use you TV, and make a recommendation about which product will provide you with the most cost effective service. Then they install the product and maintain it, giving you somebody to call, other than your son-in-law, when it doesn’t work correctly.

“We want to be a technological partner and problem solver ➤ with our customers,” says Nathan Ziegler. “Whatever

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“Whatever technological question they have, we want to be able to answer it. They look to us to be knowledgeable about the thousands of products on the market, sift through them, and provide an individualized solution.” ~Nathan Ziegler Vice President (l to r) Nathan Ziegler Vice President Ken Ziegler President and CEO KS Audio Video

technological question they have, we want to be able to answer it. They look to us to be knowledgeable about the thousands of products on the market, sift through them, and provide an individualized solution.”

Going Into Orbit It was after the launch of the world’s first Sputnik satellite by the Russians in 1957, and the United States’ Explorer I the following year that worldwide communications became feasible. In 1976 Home Box Office (HBO) made history by initiating satellite delivery of programming to cable TV with the heavyweight boxing match known as “The Thriller from Manila.”

That same year Stanford University Professor and former NASA scientist H. Taylor Howard built the first direct-to-home (DTH) satellite system in his garage. It was a large dish-shaped antenna that picked up programs that cable TV content providers offered for distribution to their subscribers.

From 1981 to 1985 the “big-dish” satellite market began to take off. System sales soared as hardware prices fell. In 1980, a satellite TV system cost approximately $10,000, but by 1985 the prices dropped to about $3,000. The programming was free during those years. People made a one-time purchase of a system and received more than 100 channels at no additional cost.

However, the 1984 Cable TV act put an end to free programming and sales dropped

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dramatically. In the early 1990s, four large cable companies launched a direct broadcast system called Primestar. In 1994, the Hughes DirecTV satellite system was launched. These systems provided great pictures and stereo sound on 150 to 200 video and audio channels, and the satellite TV dish era began in a serious way.

While the satellite TV industry was developing, Ken Ziegler was making a career change.

When President Ronald Reagan fired thousands of unionized air-traffic controllers for illegally going on strike in 1981, Ziegler lost his job. He went back to school and got an MBA degree from the State University of New York in Buffalo and then went to work for Equitable Bank in Baltimore, Md., in 1985, staying through its acquisition by Maryland National Bank and then NationsBank.

During that time, Ziegler began installing satellite TVs part-time. He named his hobby business “Ken’s Satellites.” In 1994, he moved with NationsBank to Charlotte, but continued to work part-time installing dish TV systems. In 2001, he decided to devote himself to providing professional audio video solutions full-time. He opened a 400-square-foot facility in Concord as the home base for his company, which he renamed KS Audio Video.

Connecting With Customers In 2009, Ziegler bought a building in

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Cornelius where he could create a “technology gallery” for KS Audio Video, which would also host a number of other companies, including his wife’s pet grooming business.

“The Concord facility was more of a warehouse than a showroom,” describes Ziegler. “We needed to be able to show our customers what we could do for them by example.”

About the same time Ziegler moved to Cornelius, he acquired a partner. Son Nathan joined the company, bringing his experience in business technology with him.

“Growing up, I was always involved with the business,” says Nathan. “I have childhood memories of going to installation jobs with my father. I would hand him the wrench or check the signal outside and talk to him on the walkie-talkie.”

After Nathan graduated from UNC Chapel Hill, he went to work for a Web marketing firm in Raleigh, but when his father decided to expand and build the showroom, Nathan opted to join what would now be a truly “family” business.

“Our business strategy is built around the showroom,” Nathan explains. “Unlike Wal-Mart or Best Buy, we don’t carry a lot of inventory. Our company is based around the customer; logistics don’t drive the business. We let the customer and technology drive the business.”

The KS Audio Video showroom is designed to make learning about home technology easy and fun. The showroom is laid out like a home, complete with five stops—master bedroom, home theater, family room, game room and kitchen—with over 50 innovative products on display. Customers can guide themselves through the showroom, pick up remotes, and interact with all the products.

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Throughout the home there are keypads that control a Niles Auto/Video distribution system, which is completely hidden from view. By using the on-wall touch pad, the customer can select Satellite TV, Blu-Ray DVD, Digital Media, iPod Music and FM stations.

Among the residential services KS Audio Video offers are: DIRECTV, Dish network, networking, home automation, home theater (both sales and installations), site consultation, pre-wire and system design, TV calibration, audio/video distribution, HVAC control, hidden equipment solutions, lighting control, and even security solutions.

“These are products the customer wants. When you install them, you get to see the customer’s face light up. It’s like you just handed him the keys to a brand new car.�

Today, more and more business owners are looking for ways to cut costs and boost their bottom line.

~Ken Ziegler President and CEO

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“These are the products the customers want,� says Ziegler. “When you install them, you get to see the customer’s face light up. It’s like you just handed him the keys to a brand new car.�

Ziegler recalls an instance when a wife wanted to hang a mirror over the fireplace—right where the husband thought the TV should go. KS Audio Video was able to find the perfect solution—a TV that turned into a mirror when not in use. “People used to buy a TV every 20 years,�

Ziegler says. “Now you could get a new TV every two years. People have eight or nine different TVs in their house. With hundreds of products on the market, many with the same features, we have to know the products ourselves. I can’t tell you how easy it is to use one, if I don’t know how to use it myself.�

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sports bar, Ziegler says his company is committed to working with customers one-on-one to provide solutions tailored to their individual needs.

“Our goal is to be a healthy company, not a very large one,” says Ziegler. “Our customer base continues to grow, but repeat business is an important part of our strategy.”

KS Audio Video does approximately half of its business in residential services and about half in commercial services. Among its commercial businesses are sports bars and restaurants; retail and grocery stores; offices including lobbies, waiting areas, and break rooms; apartment complexes; car dealerships; hotels and motels; even race car teams.

Bank of America, the Charlotte Bobcats, the Panthers, NASCAR Hall of Fame, Hooters, The Palm, Carolinas Medical Center, the Charlotte Checkers, Ingersoll Rand, Allstate, and Gold’s Gym are among their clients.

“Since 9/11 there is a need for everyone to be in touch with developing events all the time,” Ziegler explains. “Every business wants some TV.” Among the commercial services KS Audio Video

provides are: DIRECTV, dish networking, mobile video and Internet, CCTV, SMATV, modulated and distributed A/V solutions, commercial-free-music services, and VSAT solutions.

Providing TV services and installing them can be much more challenging in a commercial situation than in a residential one. Commercial buildings may have metal ceilings (in a gym, for instance) or exposed walls or glass sky roofs.

“There are a host of different considerations,” explains Ziegler. “At the Epicentre in uptown Charlotte, there are 25 different entities—all powered by one dish. At the Bobcats arena, they want a ton of sports channels on high definition TVs throughout the facility. One Myrtle Beach bar has 150 separate TVs that can all be controlled on or off by one iPad.” Among the commercial product lines KS Audio Video represents are Astatic, Atlas Sound, Samsung, LG, JBL, TOA, Toshiba, JVC, Tannoy, Octasound, Lutron, OmniMount, RTI, and Panasonic.

In an industry where the technology is constantly changing, it is important to be able to react

T A K I N G I N I T I AT I V E

quickly to market changes. In the 1980s, satellite TV equipment included huge six-foot-tall dishes; today the equipment has become small enough to be used by any household. The 18-inch dish is small enough to be attached to walls or roofs.

When Ziegler started out, he relied on the yellow pages and print advertising. Most of his staff were satellite order takers; today, he competes with the Internet, employs a larger sales force, and puts his marketing efforts into working with trade groups and attending group shows. He recently hired a business development manager to work with interior designers, builders, electricians, real estate agents and mortgage bankers. He relies heavily on KS Audio Video’s website to generate business.

The nature of that business has also evolved.

Today the business is driven more by software than hardware. Equipment purchased five years ago has become antiquated; equipment purchased today has the ability to be updated in the future with new software.

“With computers, we are able to provide more multiple functions,” asserts Ziegler. “It is more about IT support than about putting wires together. Down the road, it will be more about the integration of products and providing maintenance and support systems.”

“We’ll sell the product, install it, integrate it with other electronic products, and simplify its operation. We can also ensure the best total value,” continues Ziegler. “We want to make the customer’s dream come to life by providing a turn-key solution to all his digital problems.” biz Casey Jacobus is a Charlotte-based freelance writer.

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KS Audio Video, Inc. 19925 Jetton Rd., Ste. 100 Cornelius, N.C. 28031 Phone: 704-896-3900 Principals: Ken Ziegler, President and CEO; Nathan Ziegler,Vice President Founded: 1986 Employees: 8 Business: Full service home technology retailer and installation company for both commercial and residential customers. www.ksaudiovideo.com

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Chris Allison President and CEO Nexcom

“We serve a number of small companies, but our ideal customer is a regional or national business with at least 100 mobile employees, and subject to government regulation. These organizations understand the value of collaborating with clients and employees online and they’re eager to grow as fast and as big as they can.”

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by heather head

[bizprofile]

s i integrated mply Nexcom Enables Real-time Information Exchange for Business

T

he earth shook on the day that Chris Allison struck out to found his own company. It was September 11, 2001. Allison, along with two of his co-workers, had been planning their exodus from good-paying jobs for several months, little knowing the earth-shattering events that were about to take place.

“It was nerve-racking,” Allison remembers, only 31 at the time. Despite their careful planning, the fall of the Twin Towers had suddenly put everything in question. “No one really understood what was going on.” He had two even younger employees relying on him for jobs, and nothing but guts, energy and hard work with which to face an uncertain economy.

Above all else, that day proved the importance of real-time information and communication, and presaged a transformation in how information would be gathered, shared, and transmitted in the future. This was not lost on Allison. Grounded in the communications industry, he was driven even harder to find and create better ways to integrate information exchange.

The result has been a fast-growing company recognized

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in the Inc. 5000 and the Charlotte Fast 50 that designs, builds and deploys custom applications for its clients allowing users to manage real-time data, remain compliant with government regulations, and implement new technologies with minimal expense.

Mobilizing Resources An unassuming person with an easy manner, the youthful Allison is quick to set visitors at ease. However, under his comfortable smile dwells an impressive background, ambitious drive, and the energy to make things happen—big things, and fast.

Allison was born in Grosse Pointe, Mich., but later moved with his family to Birmingham, Ala. He attended Auburn University, graduating in 1992 with a B.A. in communication with minors in business and journalism.

The following year he signed on with Diversified Electronics, a major Motorola distributor, as a salesman for their two-way radio systems. By 1996, the company’s family ownership had become so impressed with his performance that they asked him ➤ to open a new office in Charlotte.

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“Nexcom’s system has made us more efficient, more competitive, and more cost-effective. All our information is in a centralized location and available to everyone when they need it.” ~Andy Robbins Owner, A&K Painting In the meantime, in 2008, the bottom had fallen out of the construction market, taking a big piece of Nexcom’s clientele with it.

Allison says he and his partner had to adjust their vision of the future, and their plans for the company had begun to diverge. Together, they decided to pursue separate paths, with Allison assuming all shares of Nexcom.

Over the following four years, Allison grew the new shop to become the largest Nextel dealer in the state, with 40 employees and $4 million in annual revenue.

The death of Allison’s father in 2000 provided a catalyst for him to make a change. His responsibilities had prepared him well and he was ready to run his own venture. He had also connected with Chad Jenkins, owner of a similar company with three employees, and together they felt they had the intellectual capital to create something innovative and ambitious.

So in 2001, they applied their combined expertise in wireless communications to serve their own customers and set up shop as Nexcom, short for Nexcommunications, Inc. They showed revenue growth of 30 to 100 percent year after year up to 2008.

They opened Charlotte’s first Blackberry store in 2005. At the time, Blackberry represented the forefront in mobile technology for business. The deal gave Nexcom visibility in the community, and helped them tighten up their business model.

Over time, however, Allison felt that the Blackberry mobile platform was more confining than innovative. He says Blackberry’s inability to recognize the importance of end user experience led to its current eclipse by Apple and Android devices. In 2009, Nexcom revamped its business model and mobile platform exclusively for Android and iOS.

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Making Connections In January 2010, Nexcom deployed its first HTML5 mobile platform for Android and iOS. Additionally, Allison launched the company into the D.C. market with a sales person and a project manager, and added two developers to keep up with demand.

Allison says markets like D.C. and Dallas, Tex., provide a larger scale of clientele. But by headquartering in Charlotte, Nexcom can take advantage of the city’s quality of life and cost of living benefits to attract high quality talent to the business.

Most of Nexcom’s clients are businesses in the construction vertical, from painters to builders to contractors. Many are big names in Charlotte— including VELUX America and numerous county government agencies—while others are relatively small. Some are in related industries, like pest extermination or heating and cooling.

Nexcom clients all share this: A desire to grow their business through better systems and greater mobility. Most have workers in the field on a daily

Manage

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basis, and a business model that includes creating estimates, bidding on jobs, delivering services, and maintaining compliance with complex government regulations.

Many of them come to Nexcom with systems that were created in the 1990s or early 2000s. They are bogged down by paperwork and complicated data management responsibilities. Sometimes they are bidding jobs using spreadsheets, and then invoicing using separate software.

Meanwhile their crews in the field need to know not only what their job is, but anything that changes along the way. Likewise, the office teams need to know when conditions change in the field—weather that prohibits further progress, for instance, or the fact that another subcontractor’s delay prevents them from beginning.

Government compliance raises other challenges. If a barrier breaks and releases fill dirt into the storm drains, the contractor needs to know right away in order to respond in a compliant manner.

Nexcom mobility solutions simplify all of these issues for their clients, putting accurate, real-time information into the right hands at the right time.

Building Networks When a client first contacts Nexcom for help, Nexcom looks at their current software and examines he business model. Then they quickly construct a customized mobile solution that immediately simplifies communication and documentation.

For example, A&K Painting, a Charlotte company specializing in commercial and industrial paint applications, employs 80 and recently

Monitor

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expanded their facility by 10,000 square feet, with more expansions planned. They credit their growth in part to the mobile solutions developed by Nexcom.

Before contacting Nexcom, A&K would distribute as many as 20 pieces of paper to each crew. The crew was responsible for maintaining the paperwork throughout the life of the job, and then returning it to headquarters. Once returned, it had to be keyed into the management software and other offline tools.

Painting’s mobile platform was deployed represents the norm for Nexcom customers.

“In the old days of development,” Harrelson says, hearkening back to the early 2000s, “you would do large designs up front—you’d map everything out with a blueprint. Now the market moves way too fast for that.

“Instead, you deploy quickly and let the client work with it and provide feedback for tweaks. You move pieces around—you don’t just make it work one time and then you’re done,” he continues. The approach allows Nexcom to be innovative and flexible, seizing markets and serving customers in ever-new and

important ways.

Nexcom client Killingsworth Environmental has grown from a mom-and-pop shop running out of a laundry room 20 years ago into one of the Top 100 pest control companies in America.

They’ve done it by being innovative and owner Mike Rogers says a big piece of that is their relationship with Nexcom.

“I get questions all the time about how we’re growing so fast and staying profitable,” says Rogers. “We’ve made some good decisions through the years, and one of the best has been our long-term partnership with Nexcom. ➤ “I tell our customers that if there is a

“I tell our customers that if there is a technologically better way to handle your account, manage your service, or show up on time—we will be doing it. I can make that bold statement because of how much I know I can rely on Chris and his group to keep us out in front.” ~Mike Rogers Owner, Killingsworth Environmental

In 2011, Nexcom conducted two meetings with A&K, took copies of their paperwork, and delivered an initial version of their mobile solution within weeks. Everything from scheduling to inventory to estimating is now handled through the Nexcom mobile platform, ensuring that every crew member has real-time information, and reducing the need for multiple iterations of data.

A&K’s owner Andy Robbins says the system “has made us more efficient, more competitive, and more cost-effective. All our information is in a centralized location and available to everyone when they need it.” At the same time, the platform tracks activity and time, enabling accurate estimating and real-time communication with clients and employees.

Chad Harrelson, principal engineer at Nexcom, says the speed with which A&K

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“They’re a wonderful partner to have, providing service without measure and a fresh outlook on everything from processes to technology. They are a benchmark by which we measure other partners.” ~Markus Hill VP Technology, Rodgers Builders

technologically better way to handle your account, manage your service, or show up on time—we will be doing it. I can make that bold statement because of how much I know I can rely on Chris and his group to keep us out in front.”

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Delivering Solutions In order to stay flexible, fast, and deliver practical solutions, Allison has created a culture of accountability and ownership within his growing organization. He says the secret to his success is surrounding himself with people smarter than he is, and then leaving them alone to do their jobs.

Harrelson came to Nexcom in 2005 out of a corporate environment. He was looking for greater responsibility and recognition for his work. “This is a role with more autonomy, more freedom,” he says. “You have fewer people to point your finger at, so you take ownership over a lot.”

Allison says his people voluntarily work long hours, often making themselves available to solve problems at night and on weekends. At the same time, they keep their own schedules, as long as they get the work done and are available when needed.

When it comes to hiring, Allison says, “We don’t look for people to come in and do the same job as the person before them. It is important that each hire brings new ideas and a better way of problem solving. This is how we stay ahead of the market.”

Nexcom now employs 40, with an office in D.C. and planned expansion into Dallas.

Fiscal year 2011 was the biggest year yet for the mobile applications, and Allison says there’s already enough business on the books for 2012 to top last year’s revenue by a long shot.

Meanwhile, Nexcom’s client base has evolved. “We serve a number of small companies, but our ideal customer is a regional or national business with at least 100 mobile employees, and subject to government regulation,” says Allison. “These organizations

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understand the value of collaborating with clients and employees online and they’re eager to grow as fast and as big as they can.”

Charlotte-based Rodgers Builders, with $450 million in annual revenue, represents this type of client. Markus Hill, vice president of technology, says their relationship with Nexcom has helped them serve their clients better, and provided the tools they need to keep themselves in business.

“They’re a wonderful partner to have, providing service without measure and a fresh outlook on everything from processes to technology,” attests Hill. “They are a benchmark by which we measure other partners.”

But getting big doesn’t mean Nexcom will become less personable. The headquarters will continue to be maintained in Charlotte where the company and employees contribute to the community in numerous ways.

Last year, for instance, Nexcom developed a mobile platform pro bono for the Ronald McDonald House to help them manage their many volunteers and responsibilities more effectively. They also provide solutions inside many of our municipal agencies, ensuring that they have the tools they need to serve our community effectively.

While Allison’s ground-shaking realization may have occurred all those years ago, he plans to continue shaking things up with bigger, better and faster methods of enabling real-time information exchange. biz Heather Head is a Charlotte-based freelance writer.

Nexcommunications, Inc. dba Nexcom 1225 Harding Place Charlotte, N.C. 28204 Phone: 866-395-1001 Principal: Christopher J.Allison, President and CEO; Elizabeth Bass, Director of Operations; John Krashner, Director of Technology; Chad Harrelson, Principal Engineer Locations: Headquartered in Charlotte; additional office in Washington, D.C. Employees: 40 In business: 11 years Recognition: Inc. 5000 (2009); Charlotte Fast 50 (2009) Business: Designs, builds and deploys custom applications that allow users in the field and in the office to manage real-time data, remain compliant with government regulations, and implement new technologies with minimal expense. www.nexcomgroup.com

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The Family THAT Works Together Three Generations of Cooks Drive Success at Cook Truck Equipment “We start with an incomplete vehicle. We have the chassis here but it’s an unfinished truck until we put something on the back of it, or in the case of a van, it’s blank until we install something in it. We’re an upfitter.” ~Tom Cook President and CEO

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hen asked what it’s like to be part of a family business, sister and brother Joy and Tom Cook smile. “It’s challenging,” replies Tom. But when they begin proudly talking about the company that bears their family name you can see that’s only part of the story.

Cook Truck Equipment, currently in its 91st year of business, is a manufacturer and distributor of commercial truck and van equipment. They partner with companies like Ford, General Motors, Dodge, Freightliner and Reading, among others, to provide specialized equipment solutions for commercial vehicles.

“We start with an incomplete vehicle,” Tom Cook explains. “We have the chassis here but it’s an unfinished truck until we put something on the back of it, or in the case of a van, it’s blank until we install something in it. We’re an upfitter.”

The “something” that’s added depends upon the need of the end user who could be a self-employed plumber with one truck, a public utility company with a fleet of vehicles, or anything in between.

“It’s an unusual business,” says Tom Cook.

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by barbara fagan

All in the Family Joy Cook, vice president and chief operating officer and Tom Cook, president and chief executive officer, are the third generation of Cooks involved in the business which began in 1921 in a building on Wilkinson Boulevard, originally constructed during World War I as a laundry for nearby U.S. Army Camp Greene.

Their grandfather, I.M. Cook, Sr. started what was then called Southern Auto & Wagon Company with a cousin and focused on manufacturing commercial wagons and truck bodies as well as body repair on all types of vehicles. During the late 1920s it was said that the company was the largest vehicle repair facility between Philadelphia and New Orleans. But the Great Depression brought a drastic drop in business.

“After the Depression, they began just

repairing trucks,” says Tom Cook. “No one else was doing that then, and over the years, the business eventually morphed into more of the truck equipment side.”

“Our father started working here after school,” continues Joy Cook, “forming fenders by hand and doing all the lettering. That was done by hand then too.”

It’s a familiar story to Joy and Tom Cook who both also started work in the business while in their teens. Joy Cook began after finishing high school, and while on parts runs would pick up younger brother Tom from school and bring him back to work for the afternoon.

“I started off as the assistant janitor when I was 15 to save up enough money for a car,”

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recalls Tom Cook. “But since then, I’ve been the welder, the painter, the shop foreman, the parts manager and the salesman. If it’s done here, I’ve done it. I grew up in this business.”

It’s clear that this business is a family legacy and that Cook Truck Equipment has been strongly influenced by each generation.

Joy and Tom Cook’s parents, Murrell and Katherine (Kitty) Cook have also made a mark on the business that continues through today.

Murrell Cook designed the building on Harlee Avenue that the company has occupied since 1961. The unusual cross-shaped construction with bay doors opposing each other along the walls allows ➤ vehicles to easily move in and out as work

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W.Thomas Cook President and CEO Joy M. Cook Vice President and COO Cook Truck Equipment

is completed. Murrell Cook was innovative in other ways as well.

“Father worked with Jefferson-Pilot Communications in the ’70s to develop the first WBTV mobile news van,” Joy Cook explains.

“They wanted to put a giant antenna, a platform and a ladder for a cameraman on the roof.

Father designed and built it.”

Murrell Cook was also involved in the industry as a whole and served as treasurer for the National Truck Equipment Association (NTEA) for many years. The company has been a member of the association for 46 years—one of only six companies nationally to hold that distinction.

A Woman’s Place...

And while businesses involving trucks are traditionally male-dominated, Kitty Cook has

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been involved with the business since 1957 and became secretary and chief financial officer in 1967.

“Mom has always had a strong presence in the company,” explains Tom Cook. “As comptroller and treasurer, she always questioned whether money needed to be spent.”

It seems Kitty Cook was a tough negotiator at home as well as the office. Tom Cook tells a story of how his father and brother Ivey, who are avid car collectors, saw a beautiful used 1986 silver and blue Rolls Royce Corniche at an auction and bought it. Murrell Cook hid the car in a garage and everything was fine until the check covering the car purchase came through the bank and Kitty Cook saw it. Then everything was anything but fine. But the story has a happy ending—Kitty Cook fell in love with the car and now the Rolls is officially known as “Kitty’s car”.

Kitty Cook may have been the first woman to play an important role at Cook Truck Equipment but she isn’t the last. About one third of Cook’s current employees are women, and with Joy Cook as majority owner, the business qualifies as a majority woman-owned business.

After a 20 year career managing a recording studio in Raleigh, Joy Cook returned to assist the family business in 2001, first by managing the company’s website remotely from Raleigh and then by moving back to Charlotte two years ago to take on her current executive responsibilities.

Women also head up sales at Cook Truck Equipment. Robin Baker started out handling administrative duties and is now the head of sales for van upfitting. With 20 years of industry experience, Sandy May Howser came on as sales manager last year.

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“Men will come in,” Tom Cook says, “and ask who they can talk to about a truck body and Sandy May will say, ‘Well, that’s me.’ They look doubtful but once she has a few minutes with them, they realize that this isn’t someone who’ll have to look in a book to get the information.

She knows what she’s talking about.”

Women are not just in the office or out on sales calls at Cook Truck Equipment, they are also in the bays working on vehicles. The lead installer for vans is Holly Calloway. She’s been upfitting vans for the last seven years.

“Holly has a real knack for detail,” says Joy Cook. “That’s very important in this business.”

“This business is a skill,” adds Tom Cook.

“We can act as a consultant before the truck sale.

Someone can come in and say, ‘I need to carry widgets but I don’t know what I need to carry widgets,’ and we can tell him what truck works best for that and what equipment we can install or custom build to help him.

“Our business depends on us having a truck underneath what we add to it so we’re very in tune with what Ford or Chevy or Dodge is doing. We have to know what’s down the road for those manufacturers in order to match it up with our equipment so we can advise customers, ‘Did you realize that GM does this?’”

The Third Generation Tom Cook took on the responsibilities of company president when he was only 25 and has seen a lot of changes in the industry in the couple of decades since.

“We saw a trend in the industry 15 years back,” he says, “and decided to become a holding location for the dealers. So between the mid to late 1990s, we started keeping a pool of vehicles here ready for upfitting for any dealer.

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After upfitting, the dealer picks it up from us just like he purchased it from the manufacturer directly. We’re a pool for both Ford and Freightliner now.”

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“Fortunately, the industry and the company rebounded in 2010. We had almost 30 percent growth in sales last year. We may even exceed that this year because now we’re also marketing directly to larger truck fleets in advance of them getting their budget.”

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Tom Cook’s also seen tough times from the recent recession. “Our biggest year was approaching $10 million in sales and we were experiencing a consistent 20 to 25 percent growth each year—until 2007,” he explains. ➤ “We were definitely affected by the

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downturn in the auto industry and the general lack of consumer confidence.”

“People weren’t buying new trucks,” Joy Cook says. “They were repairing the trucks they had and cannibalizing parts from the trucks sitting idle on their yards to keep the old trucks running.”

“It was tough,” Tom Cook adds. “You start looking for business to keep your employees working. We pushed harder for repairs. There are very few people out there who have the training to do what we do on the upfit side. We didn’t want to lose them. Plus, in a small company you make relationships with folks.”

“You know their wife or husband’s name, their kids’ names, maybe even the name of their dog,” Joy Cook says.

“Fortunately, the industry and the company rebounded in 2010,” adds Tom Cook. “We had almost 30 percent growth in sales last year. We may even exceed that this year because now we’re also marketing directly to larger truck fleets in advance of them getting their budget.

We see what isn’t working for them and what they plan to do with the next set of trucks. We can use our expertise and our manufacturers to put together something for them.”

Being proactive and knowledgeable about new industry trends is one of the reasons Cook

“One of the biggest things now for all manufacturers is a new fuel that’s not really new— CNG or compressed natural gas.CNG is about a third of the cost of natural gas and if you can drive 15 miles on natural gas, you can drive 15 miles on CNG for one third of the cost.” ~Joy. Cook Vice President and COO Truck Equipment continues to grow. Tom Cook regularly attends the NTEA-sponsored Work Truck Convention. Not surprisingly, one of the hottest topics currently is fuel economy.

“The way we upfit trucks in North America is completely different from the way it’s done in Europe,” he explains. “Some of that is due to infrastructure and space, but a lot of it is because Europe has been dealing with high fuel prices for a long time now. At prices of $8.00 to $10.00 per gallon in Europe, you can’t afford to

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drive a truck that gets only 10 miles per gallon.

“We represent Reading and they’re producing a vehicle now built of a hybrid of aluminum and steel that decreases the vehicle weight by 25 percent. Well, as soon as you decrease the weight of a vehicle by 25 percent, you’ve increased your fuel economy 25 percent.”

“One of the biggest things now for all manufacturers is a new fuel that’s not really new—CNG or compressed natural gas,” Joy Cook injects. “CNG is about a third of the cost of natural gas and if you can drive 15 miles on natural gas, you can drive 15 miles on CNG for one third of the cost. What comes out of the tailpipe is also cleaner.

“At the NTEA show last week, GM unveiled their first factory-produced commercial bi-fuel truck. It takes both CNG and regular gas. And Freightliner’s building an electric truck. There’s even an offshoot of the NTEA now called The Green Truck Association.”Whatever the future holds for the industry, Cook Truck Equipment is poised for success, something Tom Cook says is only possible because of the company’s employees.

“The team you work with everyday has to be your biggest asset,” he says. “We’ve got a great group here. My brother Ivey has three children and if they want, they can be the fourth generation of Cook Truck Equipment.

But if that turns out not to be the case, I’d be very happy to see Cook Truck Equipment as an employee-owned business.”

It would be a different kind of “family” but a fitting continuation of the legacy of Cook Truck Equipment. biz

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Cook Truck Equipment 3701 Harlee Avenue Charlotte, N.C. 28208 Phone: 704-392-4138 Principals: I. Murrell Cook, Jr., Chairman; W. Thomas Cook, President and CEO; Joy M. Cook,Vice President and COO; Katherine W. (“Kitty”) Cook, Secretary/ Treasurer and CFO Founded: 1921 Employees: 16 Membership: National Truck Equipment Association (NTEA)—46 years Recognition: Top 15 Distributor, Nationally—Adrian Steel & Reading Business: Manufacturer and distributor of commercial truck and van equipment. www.cooktruck.com

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by zenda douglas

Birds-I-View and You Can, Too

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D

avid Krol lives and works in an unusual arena—communing with birds as equals—attesting to their intelligence and wide range of feelings, and anticipating their every need. Birds are sometimes happy, sometimes sad, have growls and giggles, get scared and even dream when they are asleep, according to Krol who has spent most of his life caring for, and learning about, the creatures of flight.

“Being in the company of birds is really a transformation of understanding,” says Krol. “You begin to see the complexity of their thoughts and emotions. They can’t build computers or place a phone call but they can demonstrate affection, play politics and learn through cognitive reasoning.”

Krol says that this love, respect and commitment to birds built the foundation on which his company, Birds-I-View, stands and grows. Started in 1989, the company manufactures and sells custom furniture-style glassenclosed bird aviaries. However, the lion’s share of their business involves service agreements whereby the company places the aviary, complete with Australian Lady Gouldians (a colorful and endangered species of finches), with the client and returns regularly to care for the birds and maintain the structure.

Among Birds-I-View’s 400-plus clients are hospitals, nursing homes and assisted living facilities, libraries, insurance offices, funeral homes, preschools, churches, dental offices and bed and breakfast inns. Service agreements are thus far available in North and South Carolina.

“Remember, we do weekly service so we have to be at a reasonable distance from our clients. If we have an injured bird or if one is hatching out, we have to be able to get there and take care of it, if need be” explains Krol.

Birds-I-View also rescues injured birds or birds who can no longer be cared for by their owners. Thus far Krol has resisted having formal office space and a showroom for his birds and the aviaries, preferring to meet on-site with each customer.

“I’ve never wanted to develop a pet store mentality,” he says. “Time we would spend on retail would take away from time spent with the birds.”

Krol maintains that by going on-site, it takes business back to old-fashioned ways of connecting with people.

Smiling, he adds, “I run this business like my grandmother would have wanted me to run it.” ➤

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Birds are sometimes happy, sometimes sad, have growls and giggles, get scared and even dream when they are asleep.

(l to r) David Krol President Terry Genevive Partner Birds-I-View

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Krol and his staff hand-feed the babies. “The little ones imprint upon you and understand that you are where the food—and the love—comes from. They make an emotional attachment and really don’t know they are birds.”

“You begin to see the complexity of their thoughts and emotions. They can’t build computers or place a phone call but they can demonstrate affection, play politics and learn through cognitive reasoning.” ~David Krol President Indeed, Krol’s business goes along without formal contracts. “Your word and a handshake will do it,” says Krol. Also unusual is Birds-I-View pricing. “We have clients that have been with us since the beginning in 1989. A client pays the rate they start out at for as long as they are clients.”

The current price of a service agreement is $229 per month. The aviary and birds are provided free of charge under the service agreement.

“I worry so little about the money,” says Krol. “If we do our job well, money won’t be an issue. Our priorities are always: birds first, customer second and cash register last.”

Goals for the upcoming year include placing an additional 15 to 20 aviaries per month. Krol says that Birds-I-View was not significantly impacted by the recession, probably because it offers customers a luxury that is also a great value.

A Bird, Bird World The Australian Lady Gouldian is indigenous to Australia. They are illegal to import and have been on the endangered species list since 1992. There are only about 2,500 of them in the wild. Krol’s stock of birds comes from breeding birds they have placed across the two states.

“Our birds are reproducing in the client environment which is an added bonus for our customers,” says Krol. “They enjoy the babies being born, hearing them chirp for the first time, see them poke their little heads out of the nests and they feel good that we are all helping to proliferate a species.”

“The well-being of the bird is the main consideration in designing the aviaries; aesthetics were designed around those things,” says Krol. The structures are made from quality hardwoods and double-paned glass and have mechanisms for smooth access for care and maintenance. Furnishings include a food and water station, bath, comfortable grass finch nests and perches made from hickory branches. Silk ivies adorn the top corners. The floor is covered with kiln-fired wood chip litter. Daytime lighting emanates from a 6500K spectrum bulb. A green 100-watt floodlight gives off a soft hue 24 hours a day. The aviaries are very aesthetically pleasing pieces of furniture that compliment any décor.

Birds-I-View birds eat not only what they like, but what they need. Their highvariety diet includes fruits and vegetables, seeds, grains and freeze-dried proteins.

“Birds need living food. We take the bird seed and lay it out on a damp sponge. If it grows, we know we have good food,” says Krol. Minerals and millet sprays are placed in the aviaries for additional nourishment. The water is treated with a man-made chlorine solution which is safe for the birds and keeps the water bacteria-free.

“I am on call every minute of the day and night—no matter what,” says Krol who responds quickly in the unlikely event an emergency should arise.

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Bird People Birds-I-View employs seven people. Three are in full-time service positions; the remainder in sales, caretaking or manufacturing. “We’re very careful about who we hire,” says Krol, who adds that he prefers to hire individuals with no former experience and train them from the ground up.

“It’s essential to have people who truly respect these little birds for the individuals they are,” he points out. It can’t be a job; employees have to be passionate.”

Terry Genevive came on board five years ago and has become a full partner in the company. According to Krol, her role is key to daily operations and the research and development of future projects.

Krol got his first bird when he was seven years old. A native Charlottean, he purchased the parakeet from the Park Road pet shop.

“As far back as I can remember, I was exposed to birds,” says Krol, who remembers drawing birds as a very young child. In his mid-20s he started thinking about the concept of BirdsI-View. Krol, then a musician, worked in a pet store and saved money to build prototypes for his aviaries. With no formal training, he started out with only the pure love of birds—and he learned.

“As the years have gone by, I have worked

David Krol, President Terry Genevive, Partner Birds-I-View

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hand-in-hand with local veterinarians and the folks at N.C. State University Veterinary School.”

Krol’s first customer was a friend who wanted to buy an aviary as a gift. His wife worked for a nursing home which signed up for a service contract. “We never looked back,” he smiles.

Krol is most often found looking up— both figuratively and literally: “I discovered that I have a natural affinity for anything that flies. I got a pilot’s license and love astronomy.

Naturally I would gravitate towards birds.”

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Living on a large chunk of land in the countryside near Waxhaw, Krol is surrounded by numerous birds—parrots, parakeets, cockatiels and others. When weather permits, he brings them all outside to sit on the tree stumps, picnic, bask in the sun and even take baths under the mist of the garden hose. The pet menagerie at home also includes dogs, cats and fish; some of them foster pets. Only the finches and the fish must remain indoors.

“Everybody gets along great!” says Krol.

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For the Birds Birds-I-View continues to pursue planned, steady growth. “We have to be careful not to grow too fast,” says Krol. “We’re not the type of business that can be easily replicated. Our product is unique and our people are very special.”

Meanwhile, Krol and Genevive have been diligently working on a different kind of expansion—one they hope will provide opportunity for many thousands of people to enjoy viewing and experiencing birds of the world. The partners have spent the past two-plus years researching and designing a 150-acre bird park they refer to as the Aviary Project.

“This is huge!” says Krol, excitedly. “It will be like Sea World, but with birds—right here in Charlotte!”

Local architect Steven Overcash, of Charlotte’s Overcash-Demmitt Architects, has designed ➤

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“I worry so little about the money. If we do our job well, money won’t be an issue. Our priorities are always: bird first, customer second and cash register last.” ~David Krol President plans for multiple buildings and land use.

Visitors will enter through a grand atrium for birds featuring marble floors, light permeable ceilings, air conditioning and an upscale atmosphere, according to Krol.

“Visitors can walk right out of that building and into one of three others, each the size of football fields and about five stories high. These will be our continent-specific buildings—one

for Australia, one for Africa and one for South America, the three continents where most of the world’s birds come from,” describes Krol.

The new bird park will present nearly 1,000 species including many different kinds of macaws, parrots, parakeets, cockatiels and finches. People are drawn to color, according to Krol who says the park will offer a big color palate. Habitats for penguins, hummingbirds,

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nocturnals and raptors are also planned.

“When somebody comes to the bird park at 10 a.m. and leaves in the evening, they will feel like they have seen every bird in the world,” says Krol.

A $200 million price tag is attached to building the park, a figure that Krol calls “real.” Krol and Genevive are ready to secure funding and a land deal. Seeking municipal level support, they have garnered the interest of some city officials and groups such as the Greater Charlotte Hospitality and Tourism Alliance.

“We could expect to see 2.5 million visitors annually and create 300 jobs,” says Krol. With this type of draw, Krol hopes to generate sufficient investment such that the park will open debt-free. An advisory board is being created to reach out to investors.

The project has its eye on city-owned acreage near the U. S. National Whitewater Center. “It’s perfect,” says Krol, citing proximity to Highway 74 and Interstate 85. “We think that the bird park, situated on riverfront property, could be a boon for Whitewater and an anchor for growth in the west side of Charlotte, an area that has historically been underdeveloped or neglected.”

Krol says he has been told that development of the bird park could be accomplished in under two years. “There are many hurdles to clear; many decisions to make and many permits to obtain but we are forging ahead.

“For the past 23 years, we’ve been placing a few birds in lots of different places. Now, we also want to provide a large number of birds in one place for people to come and experience and fall in love with the wonderful splendor of birds.” biz Zenda Douglas is a Charlotte-based freelance writer.

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Birds-I-View P. O. Box 1246 Waxhaw, N. C. 28173 Phone: 704-333-2100 Principal: David Krol, President; Terry Genevive, Partner Established: 1989 Employees: 7 Clients: Over 400 in North and South Carolina; worldwide sales Business: Manufactures, sells and maintains custom furniture-style glass-enclosed bird aviaries; features exclusive Australian Lady Gouldian birds (a species of finch) together with a service agreement for its exclusive aviary system which includes cleaning, monitoring and maintaining the health and well-being of the birds. www.birds-i-view.com

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Swiss Farms drive-thru stores stock the grocery items most frequently needed by busy families—things like milk, bread, eggs, beverages, and packaged deli items. A Swiss Farms sales associate greets the customer at their car, takes the order, collects the items from inside the store, and handles payment. Since you don’t have to get out of the car, customers can dress as casually as they like, making those Saturday morning emergency grocery trips in your pajamas and slippers easier to take.

Mike W. Lang President and Head Milkman Swiss Farms

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by jim froneberger

[bizprofile]

Milk & Eggs

I

To Go

t’s early Saturday morning and the kids are still in bed. You want to make the family a big, hearty breakfast of scrambled eggs, bacon, grits and toast. But much to your dismay, you open the refrigerator and see only two tiny eggs sitting there in the egg tray. There’s not much milk either. All of a sudden that big breakfast looks like it will take a trip to the grocery store—not exactly what you want to be doing first thing on a Saturday morning.

Luckily, there’s a brand new alternative to fighting the crowds and lines at the local supermarket when you just need a few quick items. It’s called Swiss Farms, and it’s the first drive-thru grocery store chain to come to the Charlotte area. The first location opened in mid-March at 1431 Sardis Road North, near the intersection with Monroe Road in the Crown Point area.

Swiss Farms drive-thru stores stock the grocery items most frequently needed by busy families—things like milk, bread, eggs, beverages, and packaged deli items. A Swiss Farms sales associate greets the customer at their car, takes the order, collects the items from inside the store, and handles payment. Since you don’t have to get out of the car, customers can dress as casually as they like, making those Saturday morning emergency grocery trips in your pajamas and slippers easier to take.

“We’re here to help moms cope with the time crunch that comes with growing families and demanding careers,” says Mike Lang, president of Lang Family Farms, the Charlotte metro franchise owner of Swiss Farms. “Our goal is to offer fast and friendly service with ➤ the feel of a neighborhood grocery store.”

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Swiss Farms: Charlotte’s First Drive-Thru Grocer

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“My wife and I grew up with these stores in Philadelphia, so it was always something that I thought world work well in Charlotte. I like creating things from nothing and doing things that no one else is doing.” ~Mike Lang President and Head Milkman

From Philadelphia to Charlotte Swiss Farms has been operating in the suburban Philadelphia area for over 40 years. Originally created in 1968 by Lebanon, Pennsylvania’s Wengert Dairy Farms to market fresh dairy products, Swiss Farms has expanded their offerings over the years to include other commonly used non-dairy grocery products.

In 2003, an investment firm acquired Swiss Farms from Wengert and has subsequently created a franchise model to facilitate expansion into new markets. The chain now operates 13 locations in Pennsylvania and one in New Jersey.

Lang has been a successful entrepreneur and business owner for 24 years. He and his brother started a successful Philadelphia-based wireless electronics business in 1988 and he subsequently launched an Internet company in 1993. After selling the Internet business and buying out his brother’s share of the wireless company in 1997, Lang ran the business himself for nine more years.

“I was doing a lot of traveling—excessive traveling,” he admits. In 2006, Lang sold his company.

He moved his family to Charlotte. “My wife and I have family in Charlotte, and we thought it would be a great place to raise our kids. I

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wanted to find a business that was unique, fun, community-oriented, and I didn’t want to travel any more.”

So when Lang heard that Swiss Farms was starting a franchising program, he thought that could be a perfect fit.

“My wife and I grew up with these stores in Philadelphia, so it was always something that I thought world work well in Charlotte,” says Lang.

“I like creating things from nothing and doing things that no one else is doing.”

He approached Swiss Farms, and in early 2011 signed on as the charter franchisee to bring the Swiss Farms concept to Charlotte. The new Sardis Road North store shares the parking lot of the Crown Point Stadium 12 Cinemas and opened for business on March 15.

“They say it usually takes about 18 months to get your first store up and running, but we got it done in 13,” beams Lang, who hopes to open a second location in the Lake Norman area before year-end.

America’s Drive-Thru Grocer Lang points out Swiss Farms also caters to moms on the go with kids in the car, offering them the simplicity and convenience of grocery shopping without the need to get everyone out of the car. He says the concept is also well received by seniors who may not want to park and walk from the parking lot into a large grocery store.

Swiss Farms may not replace the weekly trip to buy groceries, but will offer a convenient alternative for quick “fill-in” needs.

Swiss Farms is open from 6 a.m. until 10 p.m. seven days a week and stocks an inventory of about 800 products. By comparison, a typical

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grocery store might carry 45,000 to 50,000 different items. Swiss Farms focuses on the items that might typically be purchased in the express lane at a supermarket—things such as milk, bread, butter and eggs.

Each Swiss Farms store also carries an assortment of beverages, packaged deli items, baked goods, ice cream, frozen pizzas, snack items, and general merchandise such as paper towels and toilet paper. Propane tank exchanges are also available and the Charlotte Swiss Farms locations will be the first to sell beer and wine.

Swiss Farms claims they offer about 80 percent of the top 100 items that are typically sold through supermarket express lanes. “We don’t have everything – just the things you need,” says Lang.

In Pennsylvania, Swiss Farms built its reputation on fresh dairy products, so the Charlotte locations will continue that tradition. Lang has contracted with a dairy in Asheville to provide hormone-free milk products under the Sealtest brand. The new store will also feature the Swiss Farms-branded teas that have become a long time favorite of customers in the northeast.

The inventory kept in each store is modeled after the existing locations up north, but Lang says they’ve made adjustments for the local market.

“Here we must have Duke’s mayonnaise.

They don’t have that up north,” he explains. “We also carry Sun Drop and Cheerwine, pulled pork, grits, and collard greens—things that resonate down here but not up north.”

Each Swiss Farms location also features a small kitchen that prepares hot take-home foods for breakfast, lunch and dinner. The Charlotte menu is designed to cater to local tastes and includes country ham and eggs for breakfast, pulled chicken barbeque sandwiches at lunch, and Carolina

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Style pulled pork, catfish and meatloaf for dinner.

Sides include macaroni and cheese, collard greens and mashed potatoes.

Swiss Farms only serves drive-thru customers, so the stores are not designed for walk-ins.

The Sardis location features two lanes—one on each side of the 1,380-square-foot building. But with two doors on each side, four vehicles can be served at once. Each vehicle is greeted in person by a sales associate who takes the order, answers any questions, and reminds the customer of specials, which are also prominently displayed in the store’s windows.

The order is quickly filled and bagged, credit card or cash accepted, and the customer sent on their way. According to Lang, the average service time should be about a minute to a minute and a half, depending on the time of day. In Pennsylvania, Swiss Farms stores serve as many as 500 to 600 cars per day and they appear to be off to a great start in Charlotte.

“We did 250 cars on our very first day and we didn’t open until 10:30 a.m. instead of our typical opening at 6 a.m.,” Lang offers proudly.

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According to Lang, the typical Swiss Farms customer will spend $8 to $10 per visit and buy three to five items, a much smaller purchase than a typical grocery store visit. But despite these numbers, Swiss Farms view themselves more as a grocer than as a convenience store.

As such, they want to be price competitive with the grocery chains rather than higher-priced convenience stores. ➤ “We definitely price more like a grocer

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“We’re here to help moms cope with the time crunch that comes with growing families and demanding careers.” ~Mike Lang President and Head Milkman

than a convenience store,” Lang concedes. “The convenience has value but we think we have to price really close to what the grocery stores are doing. Typically if you buy something from a convenience store, you are likely going to consume it within the next 30 minutes or so. At Swiss Farms, we’re selling grocery items that are probably going to be taken home and prepared.”

Swiss Farms faces intense competition for the grocery dollar at this first Charlotte location. Harris Teeter, Food Lion and a Wal-Mart Supercenter occupy the other three corners of the same intersection. Why would anyone choose to locate a new store concept so close to the bigger, more established competitors?

According to Lang, the reason is they are not really competitors at all.

“We view our market as fill-in purchases, not the major grocery shopping trip,” he explains.

“If someone is going to go grocery shopping and needs a lot of items, they are going to go to the grocery store. We understand that.”

Growing Into the Community With the first store opening behind them, Lang and Swiss Farms are already looking to expand their presence throughout the Charlotte region.

“We think the Charlotte market can accommodate between 10 and 12 of these units, strategically

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placed,” says Mike. “As Charlotte grows that number will probably grow, but for us it’s about doing our homework and finding the right parcels that work for us.”

The second location is slated to open by the end of 2012 in the Lake Norman area on Brawley School Road in Mooresville. Future sites will be chosen based on the right demographics, density, traffic counts, visibility, and most importantly, easy in-and-out access by car.

Swiss Farms only needs a half-acre to build a store, opening up a large number of parcels not available to other retail businesses that require more parking spaces to accommodate walk-in traffic. Lang hopes to open up to two stores per year over the next five years.

As Swiss Farms grows in the Charlotte area, Lang wants to be an integral part of every community in which he operates a store. “Our vision is for Swiss Farms to be deeply ingrained in the community as a neighborhood store,” he remarks.

“We are reaching out to schools and neighborhood groups to get involved in community life.”

For their Grand Opening celebration last month, Lang hosted the Act 1 theater group from Charlotte Christian School who washed windshields on-site with Swiss Farms donating $2 for every windshield cleaned. Proceeds went to help the group fund their spring production of West Side Story.

Lang hopes to have one community event at the stores each month. At the Sardis store, that will be the first Saturday of every month. “We are really focused on being part of the community and want to be able to do things together—whether it’s a school group, the Boy Scouts, or wherever there is a good cause,” he explains. “We’re excited to be in Charlotte and ready to grow a business and have some fun doing it.” biz Jim Froneberger is a Charlotte-based freelance writer.

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Swiss Farms 15720 John J. Delaney Dr., Ste. 300 Charlotte, N.C. 28277 Phone: 704-540-1404 Principal: Mike Lang, President and Head Milkman Employees: 21 Established: 2010; store opened 2012 Retail Location: 1431 Sardis Road North Business: Franchise of “America’s drivethru grocer”; “fast and convenient place to pick up a few grocery items without even getting out of your car.” www.swissfarmscharlotte.com

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