Montgomery Business Journal – October 2012

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Montgomery Business Journal October 2012

Contents

24 38 15 40

8

Q&A with 42nd Air Base Wing Commander Col. Trent H. Edwards

15

Downtown retail project means big bucks for Montgomery

16

Investor Profile: BBVA Compass is ‘client-centric’

18

Montgomery business leaders remain optimistic

20

Montgomery is not your typical city in the Deep South

24

Member Profile: PowerSouth Energy explores innovative methods to generate energy

26

Hyundai Motor Manufacturing Alabama’s third shift is off to roaring start

31

Alabama Gov. Robert Bentley has a goal of $1 billion in spending cuts

32

Cover Story: The River Region provides high-caliber health care

38

Rep. Martha Roby encourages fiscal sense

40

Supreme Cleaning’s profits are soaring

42

Member Profile: Store Room Fasteners excels at inventory management

44

Reporter’s Notebook

47

Business Buzz

55

Members on the Move

58

New Members

59

Ribbon Cuttings & Ground Breakings

60

Economic Intel

October 2012

6 Calendar

October 2012 Montgomery Business Journal

3

THE NUMBER ONE BUSINESS SOURCE FOR MONTGOMERY AND THE RIVER REGION PUBLISHER

Randall L. George Executive Editor

Tina McManama Managing Editor

David Zaslawsky COPY EDITOR

LaShanda Gaines Design

Copperwing Design Photographer

Robert Fouts On the cover:

Russell Tyner (left) is president and CEO of Baptist Health; and Joe Riley is president and CEO of Jackson Hospital & Clinic. Cover photo shot at STERIS Corp.

Advertising:

Linda Drumheller 334-240-9494 mbjsales@montgomerychamber.com Montgomery Business Journal c/o Montgomery Area Chamber of Commerce Post Office Box 79 41 Commerce Street Montgomery, Alabama 36101 Telephone: 334-834-5200 Fax: 334-265-4745 Email: mbj@montgomerychamber.com www.montgomerychamber.com/mbj The Montgomery Business Journal (USPS NO. 025553) is published monthly except for the combined issues of June/July/August and November/December, by the Montgomery Area Chamber of Commerce, 41 Commerce Street, Montgomery AL 36104, (334) 834-5200, www.montgomerychamber.com. Subscription rate is $30 annually. Periodicals Postage Paid at Montgomery Alabama, 36119+9998, USPS NO. 025553. Volume 4, Issue 8.

POSTMASTER send address changes to Montgomery Business Journal, c/o Montgomery Area Chamber of Commerce, P.O. Box 79, 41 Commerce Street, Montgomery AL 36101, or email mbj@montgomerychamber.com. The Montgomery Business Journal welcomes story ideas from its readers. Email to: editor@montgomerychamber.com. Subscriptions are a part of the Montgomery Area Chamber of Commerce dues structure. Subscriptions can also be purchased for $30 per year at www.montgomerychamber.com/mbjsub.

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Montgomery Business Journal October 2012

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OCTOBER

NOVEMBER

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60 MINUTE COFFEE Sponsored by Stifel Nicolaus 8 AM @ Stifel Nicolaus 7460 Halcyon Pointe Drive, Suite 100, Montgomery Free event, exclusively for Chamber Members SMALL BUSINESS LOAN CLINIC Noon @ Small Business Resource Center 600 South Court Street, Montgomery Free event

15 18 25

BUSINESS PLANNING SEMINAR 4 PM @ Small Business Resource Center 600 South Court Street, Montgomery $10 at the door BUSINESS AFTER HOURS Sponsored by River Region Health Center 5 PM @ River Region Health Center 1845 Cherry Street, Montgomery Free event, exclusively for Chamber Members BUSINESS TAXATION WORKSHOP Two Sessions: 3 PM & 6 PM @ Small Business Resource Center 600 South Court Street, Montgomery Free event, open to the public

7 8 1117 15

BUSINESS PLANNING SEMINAR 4 PM @ Small Business Resource Center 600 South Court Street, Montgomery $10 at the door 60 MINUTE COFFEE Sponsored by Guardian Credit Union 8 AM @ Guardian Credit Union 418 Madison Avenue, Montgomery Free event, exclusively for Chamber Members POINT OF LIGHT AWARD RECEPTION 5 PM @ Union Station 300 Water Street, Montgomery Free event FREEDOM ISN’T FREE! MILITARY APPRECIATION INITIATIVE Presenting Sponsor: Dreamland Bar-B-Que Sunday, November 11 through Saturday, November 17 RIVER REGION ECONOMIC SUMMIT 7 AM @ Renaissance Montgomery Hotel & Spa at the Convention Center 201 Tallapoosa Street, Montgomery Registration: www.aum.edu/theforum BUSINESS AFTER HOURS Sponsored by Alabama Ag Credit 5 PM @ Alabama Cattleman’s Association 201 Bainbridge Street, Montgomery Free event, exclusively for Chamber Members

19

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Montgomery Business Journal October 2012

BUSINESS PLANNING SEMINAR 4 PM @ Small Business Resource Center 600 South Court Street, Montgomery $10 at the door

A Culture of Cost Consciousness Q & A with Col. Trent H. Edwards

Colonel Trent H. Edwards is the commander of the 42nd Air Base Wing – Maxwell Air Force Base and Gunter Annex. He was recently interviewed by Montgomery Business Journal Managing Editor David Zaslawsky.

Montgomery Business Journal: What are your responsibilities as commander of the 42nd Air Base Wing?

42nd Air Base Wing Commander Col. Trent H. Edwards oversees a $500 million-plus budget.

Edwards: My responsibility to the 42nd Air Base Wing – short and simple – is to take care of the mission and the best way to take care of the mission of this wing is to take care of the people. This wing is focused on three major areas.

MBJ: What does that include?

Edwards: It’s combat and operational readiness. It’s making sure that we have the right airmen that are competent, capable, as we deploy them all over the world to support and be a part of the joint and coalition warfighting team. The second part of that is the operational readiness aspect and you are seeing that in full play right now with Hurricane Isaac and the way we partner with local, state and federal agencies. We are a staging base for hundreds of trucks that are here to support FEMA (Federal Emergency Management Agency) and those affected by Hurricane Isaac.

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Montgomery Business Journal October 2012

MBJ: What is another major area of focus?

Edwards: Operate and sustain a world-class installation – and world-class installations take care of their airmen and their family members; and they are good community partners. We also partner with the 908th as well and that’s a very important piece of the installation.

MBJ: The third area?

Edwards: It’s how we protect and defend this base.

MBJ: This base – Maxwell Air Force Base – also includes Gunter Annex.

Edwards: That’s correct. When I say I am the 42nd Air Base Wing commander it’s for Maxwell and Gunter.

MBJ: When you talk about your responsibilities, aren’t you in charge of the day-to-day operations of Maxwell Air Force Base and Gunter Annex, e.g., construction projects, security, fire, police, deliveries, medical, commissary, recreation sites, etc.?

Edwards: I am very blessed and fortunate to have an incredible group of officers, enlisted and civilian leaders as well as contract personnel that operate the base on a day-today basis. There is a security forces’ squadron commander. There is a communications’ squadron commander. She takes care of all the common infrastructure for this whole wing as well as the common infrastructure for our mission partners. There are 44 mission partners that we are responsible for. We are the largest lodging operation in Air Education and Training Command.

MBJ: How many units do you have here?

Edwards: We’ve got 2,200 bed spaces. We are the second-busiest DV (distinguished visitor) airfield in the whole Air Force. When you look at that runway out there, it is the second-busiest in the entire United States Air Force. We have a lot of important folks from the Chief of Staff of the Air Force to foreign dignitaries that come and visit Maxwell and participate in AU (Air University) programs.

MBJ: How many people report directly to you?

Edwards: There are 26,000 base personnel here.

MBJ: I read that you oversee 42,000 people.

Who are the other 16,000 people?

Edwards: Retirees and inmates. We have 15,000 retirees that visit and transit through this installation – primarily for our med group.

We are the largest prescription writer in the State of Alabama. We’re doing thousands and thousands of prescriptions for retirees.

MBJ: When you’re talking about 42,000 people – you mean on a given day?

Edwards: That’s students; that’s family members; spouses; active duty; Guard; Reserve; retirees.

MBJ: You oversee the second-largest city in the River Region.

Edwards: We are from a city perspective.

MBJ: You are larger than Prattville. You truly are the Mayor of Maxwell.

Edwards: With an economic impact of $2.6 billion in FY11.

MBJ: How do you handle running a city with 42,000 people while simultaneously running a military base as you said to support a joint and coalition warfighting team?

Edwards: Again, blessed with great staff.

For example, the Mission Support Group is headed by Col. Joe Milner. He is primarily responsible for running the group that takes care of security forces, civil engineering and all the infrastructure – roads, grounds, pavement – the airfield. The Force Support Squadron, which runs 2,200 bed spaces for lodging; the fitness center – the quality of life things. There is a colonel and there are six

squadrons and they take care of all that. In addition, I have the Medical Group and Col. Marian Ray. She takes care of the Medical Group and they have three squadrons in that group – everything from dental to physical therapy to optometry.

MBJ: Is your organizational chart something what a mayor would use? Are the leaders of the various groups almost like your Cabinet executives?

Edwards: It is. In addition to those groups there is a Staff Agency and that’s where my JAG (Judge Advocate General) is. I’ve got my lawyer. I’ve got my Equal Opportunity folks. I’ve got my Command Post, which is Command and Control of Operations. There is a mandate to look at how much of our business in terms of huge, multi-million-dollar contracts go to small businesses; minorityowned; disadvantaged; women-owned. I have a contractor commander and he monitors that. I look at those statistics to make sure that we’re being fair and judicious in how we award our contracts.

Continued on page 10

October 2012 Montgomery Business Journal

9

Maxwell Air Force Base and Gunter Annex Base personnel

26,031

Other personnel

16,140

Total base population

42,171 Assets

$415.2 million Number of acres

4,168

Number of industrial buildings

32

Number of recreational facilities

24

Miles of roads

49.1

Number of two-, three- and four-bedroom housing units

513

Number of dorms

3,409 units

Annual payroll

$750 million Annual contracts

$1.4 billion

Annual expenditures

$372.6 million

Annual economic impact

$2.6 billion

Source: Maxwell Air Force Base and Gunter Annex

Continued from page 9

MBJ: What is the annual operating budget?

Edwards: It’s about $500 million.

MBJ: Montgomery Mayor Todd Strange has proposed a budget of about $225 million.

That you gives you an idea about Maxwell’s budget. That’s a lot of money.

Edwards: It is and you throw that $2.6 billion economic impact in there and we created about 3,800 indirect jobs.

MBJ: Let’s get back to FEMA and Hurricane Isaac. What has been the impact of being a staging area for Hurricane Isaac?

Edwards: We have been experienced in doing this since 2004 and Katrina in 2005 and the tornadoes that hit around the Prattville area.

There is a very coordinated process, where FEMA requests that Maxwell be what we call an ISB (Installation Support Base) so they can stage operations to help affected people in the Gulf Coast or other locations. They come in with trucks that come in from all over the world and they’ve got cots and beds, water and meals ready to eat. We also work with the local agencies: the Alabama Emergency Management Agency. Remember, FEMA is a federal agency that is here to support the states and they fill the gaps in terms of what can’t be accomplished in Mississippi or Louisiana. Additionally, we have the Corps of Engineers with generators and that gets dispatched all over the locations.

MBJ: Do you oversee all of this or are you kept abreast of what is going on and any issues that need your attention? How does this impact you?

Edwards: Personally, it goes back to that very first priority, which is combat and operational readiness. This wing needs to be operationally ready to support these types of endeavors. It becomes executing the plan. This isn’t new to us. We plan for worst-case contingencies and there is a team of folks that provide us continuity in doing that. I am actually being fed information and updates from my Mission Support Group commander. I have a highcharging, fast-charging major who is kind of the point officer. Every day he is out on that runway, coordinating with FEMA.

MBJ: It sounds like you are kept constantly in the loop and can jump in when necessary.

Edwards: I just make sure it stays on track.

There are security folks involved in this operation. Who is going to contract out for the Port-A-Potties? How about the food? What do they eat?

MBJ: You attended Squadron Officer School at Maxwell in 1994 and Air War College from 2007-2008. How has the base evolved over that time?

Edwards: It’s different in a very good and positive way. I have been very impressed with the professionalism of the folks that work at this installation. Civilian and contract continuity is important. As military members, we rotate in and we rotate out and somebody has to be the steady constant and that’s our civilian and contract work force. I’ve been especially impressed with what is happening right outside the gate. The development of Maxwell Boulevard and how the wing has played a role in that. That fence line is our fence line. We paid for that.

MBJ: What about changes to Montgomery over that period of time?

Edwards: I would say the two biggest changes – inside the fence line – the school. The ability to have not only an elementary school, but a middle school on this installation – speaks volumes to quality of life for our airmen that are stationed here and family members that are stationed here. Outside the gate, it’s the whole enhancement of downtown Montgomery; the development of Prattville. The River Region area is growing.

You’ve got Hyundai here. Montgomery is an attractive place to do business and bringing in some of those international companies that are interested in doing business here. The Alley and the riverfront. We love restaurants.

We love going down to The Alley to eat and now we’re branching out to Prattville.

MBJ: You have an extensive background in financial management. Your background includes chief financial services with the 8th Comptroller Squadron; Chief, financial analysis with the 18th Comptroller Squadron; commander of comptroller squadrons, etc.

Are you a number cruncher? What role will that play in your tenure here? How does that impact how you view the base?

Edwards: First and foremost, I am an American airman and I am a leader in the United States Air Force. The Air Force has Continued on page 12

10

Montgomery Business Journal October 2012

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COL. TRENT H. EDWARDS’ LEADERSHIP PHILOSOPHY > Leadership is about responsibility and accountability > Relationships matter – invest in people > Empower people to do great things and get out of the way > Know when to lead and when to follow > Never walk by a mistake > Nobody is perfect, but know the difference between a crime and a mistake > Balance, balance, balance – life is a marathon, not a sprint > Fitness matters – set the example > Bad news doesn’t get better with time – tell boss what they need to know and bring solutions > Challenge conventional wisdom, but support final decisions as if they were your own > It’s about the team – know, play your position – mentor understudy for continuity

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Montgomery Business Journal October 2012

Continued from page 10

MBJ: How do you do that?

trained me to focus on financial management and that’s how I’ve grown up in the Air Force, but there are other things I’ve been able to experience that really shape me as a leader. I see myself as more than just a green eye shade person that crunches numbers.

It’s a more strategic and holistic approach to leadership that really encompasses understanding the budget process, but also being able to understand outside the budget process how that translates to running an effective and efficient wing.

Edwards: You do that very carefully and remember that at the end of the day, it’s being a good steward of taxpayer dollars – especially in this cost-conscious culture.

MBJ: How do you characterize your financial management background compared to someone who talks about a finance or accounting background? It sounds like it is something different.

Edwards: It is. I’ve been on both sides of the financial management equation. There is the financial services, which is about military pay, travel pay and how we take care of paying our airmen. I had experience on the accounting side, which is how we account for the dollars and then on the budget side. How do you plan for, program and execute million- and billion-dollar budgets.

MBJ: I was going to ask you about that. At a time when the Department of Defense could potentially have to cut $1 billion from its budget, it cannot be a coincidence that someone with your financial background is the new commander of the 42nd Air Force Wing.

Do you have marching orders to review the budget and propose cuts?

Edwards: I don’t think it’s a coincidence. I think that there is value in understanding how the budget process works. There’s value in understanding how the legislative process works. There is value in being a commander that has that experience as we look to become more effective and efficient in how we do business.

MBJ: Do you have an example?

Edwards: The Department of Defense has mandated that we reduce overhead and infrastructure by 20 percent by 2020. There are people and their mission on the end of that equation and you have to understand that. If you cut too deep, you’re actually cutting capability that you might need in the future. Right now we are looking at it as a team, how can we become more costefficient in terms of energy consumption and conservation? How about some of the old buildings that are 30 or 40 years old that are energy hogs and we don’t need anymore?

Where can we consolidate missions so that we can take some of those buildings offline and no longer pay hundreds of thousands of dollars to maintain them every year?

MBJ: You’re not looking at a smaller force to save money.

Edwards: That’s right – streamline operations.

MBJ: Are there short- and long-term goals?

Edwards: For this fiscal year, it’s working with mission partners such as Air University to consolidate resources. It’s very clear that we’re looking at a different way of doing business across the Department of Defense.

How do we assess individuals into the Air Force? How do we professionally develop officer and enlisted force? That might drive us to some efficiencies – so maybe I don’t need three different buildings. Maybe I can take a single unit spread out across three different buildings and consolidate them into one building.

MBJ: Your predecessor, Col. Brian Killough, talked about your “big-picture expertise” from experience with Congress and headquarters staff. Please elaborate.

Edwards: I had the privilege to work in Air Force Legislative Liaison. My job at the time was the Chief of Congressional Relations.

I spent a lot of time over on Capitol Hill, educating members of Congress about the Air Force and how the Air Force works. The second year, I actually worked for a member of Congress – J.C. Watts. He allowed me to really immerse myself in legislative issues outside the Department of Defense. I had the opportunity to work on – how do you develop a nation? How do you take a country and work with them to provide economic viability?

Then you can take that model and look at – developing a nation is similar to developing a business. The principles are kind of the same.

It’s about responsibility and good budget discipline; having a plan and executing

the plan. That big-picture perspective of how Congress works is helpful as well as working with some big budget numbers and understanding how the whole Air Force budgetary process works. If you cannot get inside the decision loop – whether it’s the Air Force decision loop or the Congressional decision loop than your ability to influence is minimized. You have to understand that decision loop and get inside it when you’re making strategic recommendations.

MBJ: You told the Montgomery Advertiser that you were “hired to lead this wing and take it to the next level.” What is the next level?

Edwards: I think the next level is about a culture of cost consciousness. Preparedness – combat and operational preparedness and then working with our mission partners across the board as we work through some tough issues that involve the 908th and the Reserve unit and total integration of our active and Reserve forces.

MBJ: That sounds much more complex with a lot of moving parts.

Edwards: It is. That next level is making sure that it’s set up for the next person and the person beyond them. We’ll move the ball 25 yards down the field. The goal is to get a first down. Eventually, someone will come in and lead this wing that will score some touchdowns. As I look at my priority roadmap here, as a team we can score some touchdowns, but the really big stuff – the stuff that takes two, three, five or 10 years to plan and move out on – someone else will get to score that touchdown. It’s not about you – it’s about the team setting it up for the next person. It’s about developing the next generation of leaders that will continue to sustain the Air Force. We have to develop those airmen and those civilian leaders to sit where I am one day. Every day is an opportunity to help grow and mentor an airman into a leadership position. We can’t spend all our time developing the airmen; we’ve got to develop the civilian leaders as well. •

Vision To be the premier air base wing in the Air Education and Training Command Mission To deploy combat-ready airmen while operating and sustaining a worldclass installation and developing airmen and civilian leaders

October 2012 Montgomery Business Journal

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Montgomery Business Journal October 2012

New Revenue for the City of Montgomery Downtown project will generate $1 million in first five years

by David Zaslawsky

The City of Montgomery receives $40 to $50 a month from 40 to 50 people who park their vehicles in the lot at the corner of Commerce and Bibb streets.

That revenue from parking ranges from $1,600 to $2,000 a month, according to Steve Jones, director of general services for the Mayor’s office.

A proposed $15 million project by the Birmingham-based JS Group that would be four or five stories; have between 40 and 60 residential units; and retail on the ground floor would generate $1 million within the first five years, said Chad Emerson, director of development for the City of Montgomery. The $1 million would come from increased property taxes, new sales tax receipts and business license fees.

is very significant because it’s going to add new construction retail opportunities for downtown. A lot of feedback we get from retailers is there is not a lot of move-in ready retail spaces in the core of downtown. This will provide modern, new construction opportunities for tenant build-out – retail on the ground floor.”

The developer has completed a similar, $15 million project in Birmingham – 29 Seven – which consists of four restaurants and 54 one- and two-bedroom apartments. There is also another 7,000 square feet of retail space available.

The JS Group is currently in the due diligence process with the Montgomery project. “They

are in the design and development stage right now,” Emerson said. “They will design it based on the market demand so they are doing research as well as site issues.”

Emerson said that the project “activates” a major intersection. “It puts in a building of comparable size to surrounding buildings that creates a better urban experience. You are no longer walking by a non-descript surface parking lot. You’re walking by an attractive building, which is scaled to the surrounding buildings.”

It also keeps the momentum and buzz going about the city’s entertainment district and will provide even more dining options for conventioneers, visitors and residents. •

“It’s new revenue,” Emerson said. “It’s not tearing down a building and replacing it with the same footprint. Transferring from city ownership to private ownership, we are able to increase tax revenue – a net tax-plus for the City of Montgomery.”

If the City had kept its parking lot, which is located at one of the key downtown intersections across from the Renaissance Montgomery Hotel & Spa at the Convention Center, it would generate at the most $24,000 a year or $120,000 in a fiveyear period, as opposed to $1 million.

And speaking of $1 million – Montgomery Mayor Todd Strange said that the City is receiving about $1 million less from ad valorem collections and $1 million less from financial services taxes.

“This is going to be a signature project for downtown,” Emerson said. “It creates retail opportunities that don’t exist. This

Chad Emerson is director of development for the City of Montgomery.

October 2012 Montgomery Business Journal

15

Investor Profile

Bruce Crawford is city president for the Montgomery area of BBVA Compass.

BBVA Compass is an International bank that keeps its clients “at the center of the universe�

by David Zaslawsky

photography by Robert Fouts

BVA (Worldwide) Assets

$765 billion Number of employees

112,605

Number of customers Spain has been in the news quite a bit lately and there have been concerns about Spanish banks, but most of the worry centers around the country’s smaller banks.

52 million

Number of countries with operations

33

BBVA, which is Spain’s second-largest bank with about $765 billion in assets, is the parent company of BBVA Compass. Only 16 percent of BBVA’s revenue comes from Spain – the remainder – all 84 percent of it – comes from 32 other countries. So don’t worry about BBVA, said Bruce Crawford, city president for the Montgomery area of BBVA Compass.

Branches

“We are very much an international bank,” Crawford said and he pointed out that 72 percent of BBVA’s revenue comes from emerging markets. South America accounts for 26 percent of the bank’s revenue and Mexico accounts for another 30 percent.

BBVA Compass (River Region)

7,485

ATMs

19,359

Number of branches

8

Number of employees

Being an international bank gives BBVA the opportunity to work with local companies, whose parent company is in a foreign country where BBVA operates.

About 100

Being a large bank also has its advantages. “We are able to do much larger deals and we are very much focused on large credits,” Crawford said.

Sources: BBVA and BBVA Compass

The bank also invested $400 million-plus in technology over the past two years to streamline all of its systems into a single platform instead of separate systems dealing with the bank’s three lines of business: corporate banking, wealth management and retail.

Amount of deposits

About $1 billion

He also said the quality of employees is another reason for the bank’s success. “We have a nice mix of tenured employees as well as new employees,” Crawford said.

The new technology also made it possible for transactions to be made immediately instead of frequently posting the next day, Crawford said.

BBVA has seven guiding principles and one of those is corporate responsibility. The company takes that role seriously, considering it has a department that oversees that area.

He said a customer can now go to any of the bank’s eight branches in the River Region to apply for a residential mortgage instead of having to contact a central office.

At the local level, Crawford said the bank has a three-person committee – one person from each of the three lines of business – that reviews requests for charitable contributions.

It has been about five years since BBVA purchased Compass Bank.

“We are no different than any other BBVA Compass bank across the footprint,” Crawford said.

There are guidelines for what types of organizations and how much money they will receive. The company spreads its donations to the following areas: affordable housing; community development; health and human services; arts and culture; environment; and diversity.

And that footprint is well diversified. In the past five years, BBVA Compass has moved into California and the company will be expanding there, Crawford said. Earlier this year, new branches opened in Miami and Orlando.

That aspect does not include the time that employees give working for nonprofit organizations and mentoring, Crawford said. •

Crawford credits the bank’s success to its diversification not only with the states and countries it operates in, but “we also focused on diversifying loan types,” he said. The bank is looking at government and institutional loans as well as loans to automotive dealerships, health care entities and franchises.

“The term client-centric is one that is repeated and that is putting the client as the center of the universe and then making sure that we provide the services and products that that client needs,” Crawford said.

October 2012 Montgomery Business Journal

17

Business Leaders Remain Upbeat Capital City executives forecast state’s economy will improve

by David Zaslawsky

Montgomery is the most optimistic of the state’s four metro centers in the latest Alabama Business Confidence Index.

The Montgomery business executives ranked first in four of the index’s six individual components and were first in the overall ABCI at 53.1, which was almost three points more than the combined metros’ ranking.

Montgomery was well ahead of the pack – Huntsville, Birmingham and Mobile – in its forecast for the state’s economy in the third quarter. Montgomery’s participants were at 56.1, which was about 4.5 points more than Birmingham; about 6.5 points more than Huntsville; and 8.5 points more than Mobile survey respondents.

Montgomery was also most optimistic about the national economy (48.9), industry hiring (52.8) and capital expenditures (55.0) while second to Birmingham and in positive territory for the categories of industry sales and industry profits.

The overall ABCI, which is conducted quarterly by the University of Alabama’s Center for Business and Economic Research, fell 6.6 points for the third quarter to 50.2. The decline was the first time in three quarters. The following is a component-by-component breakdown of the third-quarter ABCI: National economy This component is the biggest drag on the index, dropping a dramatic 10.5 points to 44.0, which shows contraction. Nearly one-third of the respondents expect the third quarter to be worse than the previous quarter and nearly 7 percent expect it to be much worse. That’s nearly four in 10 respondents anticipating a down quarter while another 40 percent expect it to remain the same. Only 20 percent expect the quarter to improve.

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Montgomery Business Journal October 2012

ABCI quarterly breakdown 2002

2003

2004

2005

2006

2007

2008

2009

2010

2011

2012

Q1

54

58

67

62

59

54

47

32

49

55

51

Q2

63

56

67

61

61

56

43

32

50

56

57

Q3

60

61

69

60

59

57

43

46

52

51

50

Q4

56

61

66

54

54

51

44

47

48

46

Source: University of Alabama’s Center for Business and Economic Research

Alabama economy This component also had a significant decline from the second quarter, dropping 7.5 points, but still managed to stay positive at 51.4. About 30 percent of the survey participants expect the quarter to be better compared with about 25 percent who are forecasting a decline. About 45 percent expect the quarter to be the same.

Industry sales The component also showed a steep decline of 7.0 points, but at 54.8 ranks at the top. About 40 percent expect the quarter to improve and another 40 percent expect it to stay the same as the second quarter compared with 20 percent forecasting a decline.

The construction, wholesale trade, manufacturing, other services, finance, insurance and real estate sectors are the most optimistic. The only sector expecting a decrease in sales is health care.

Industry profits The component barely stayed positive at 50.7, dropping 6.8 points from the second quarter.

Almost 30 percent are predicting a decline in third-quarter profits compared with 33 percent expecting profits to grow and 38 percent expecting profits to remain flat. The most upbeat sectors are wholesale trade, finance, insurance and real estate. The most pessimistic sectors are health care, retail trade, transportation, information and utilities.

Industry hiring The component turned negative, falling 4.4 points to 49.7. Almost 60 percent forecast no change in hiring.

About 20 percent expect an increase in hiring and a similar number expect a decrease. The sectors anticipating adding jobs are manufacturers, wholesale trade, professional, scientific and technical services. Hiring is expected to decline in the health care, retail trade, finance, insurance and real estate sectors.

Capital expenditures The component fell the fewest points – 3.2 – to 50.7. More than half of the respondents – about 55 percent – expect no change in the quarter while slightly more expect an increase (25 percent) than a decrease (20 percent) in spending. Transportation, information, utilities, manufacturers and wholesale trade are the most upbeat sectors while the health care, retail trade, finance, insurance and real estate sectors expect a decline in third-quarter spending. •

Not Your Typical Southern City

Military and the arts have transformed Montgomery’s image

by David Zaslawsky

Montgomery Mayor Todd Strange talks to groups of all sizes and talks at a wide range of events.

One of those events was the graduation ceremony of fifth-graders from Wilson Elementary School in east Montgomery.

He said there were Indian students; Asian students; black students; white students; and Hispanic students. “There were as many Asian students as African-American,” he said, “and there were as many Hispanic students as Indian. It was what Montgomery looks like.”

That is not a picture of a typical city in the Deep South. The mayor said he was also impressed by the choir and students playing the violin.

Colonel Don Schauber, commandant of the International Officer School at Maxwell Air Force Base’s Air University, said that he attended a graduation ceremony of the International Families Orientation Program.

It is a 10-day program to help spouses of international officers attending classes at Maxwell ease the transition of living in a foreign country.

“When I walked in for the first time and saw all the spouses standing on the stage in their different attire – all different countries – it was one of the most beautiful pictures that you could imagine,” Schauber said, “and to see the looks on their faces and how happy they were. I know that spirit and everything that they learn will carry over.”

That’s not a scene commonly associated with a city of 200,000-plus residents in the Southeast. OK, 205,762 city residents, according to the mayor.

If an employer wants to impress a prospective employee it is more likely than not there will be a drive through Wynton M. Blount Cultural Park and the guide will point out the Alabama Shakespeare Festival and Montgomery Museum of Fine Arts.

If an economic developer wants to impress a company looking to relocate to Montgomery it is almost guaranteed that the itinerary will include that trip through Blount Cultural Park and probably some event at either the Alabama Shakespeare Festival (ASF) or the Montgomery Museum of Fine Arts.

Strange said that there are events for prospects at ASF or the museum “because it is a quality of life issue for Montgomery and it speaks volumes about how we value ourselves as a society.”

One former ASF official said that “culture is one of those things that define a community” and that the arts “provoke debate, encourage greatness and inspire passion.”

That’s because those venues help to set Montgomery apart from your typical city in the Deep South. You will find larger Shakespeare festivals in San Diego, Washington, D.C. and Chicago – of course, those are much larger cities. There also is a large Shakespeare festival in the small city of Ashland, Oregon.

The Alabama Shakespeare Festival, however, is one of the largest in the world and the fifthlargest in the country.

Geoffrey Sherman, producing artistic director of ASF, said that “the theater is absolutely what sets (Montgomery) aside from anywhere else in the country, not just in the South.

Continued on page 22

October 2012 Montgomery Business Journal

21

Continued from page 21

“If you look at those cities and look at the size of their populations, I think it is very telling.

There is nowhere else that I know of and I’ve worked from Seattle to San Diego to New Hampshire to Texas and all the way through the Midwest as director – there is no other theater of this size in this size community in the country. And I think that is significant. It’s still here after 26 years and that is some kind of a miracle.�

He said that when he first came to Montgomery nine years ago “there was nothing here, but this beautiful, exquisite theater and I thought I was back in England every time I came to work and I still do.�

A former local utility executive told the Central Alabama Business Journal that ASF “has done more than any other attraction to change the stereotypical image of Alabama.�

What also helps differentiate Montgomery from other similar-sized cities in the Deep South is three entertainment venues – Riverwalk Amphitheatre, Davis Theatre for the Performing Arts and the Montgomery Performing Arts Centre, which is part of the

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Montgomery Business Journal October 2012

And speaking of the Renaissance – it’s a four-star, 340-plus room hotel in the heart of downtown and then there is the 100,000-plus square foot convention center.

Don’t forget about the two ballet groups: Alabama Dance Theatre and Montgomery Ballet. There is a symphony, chorale and a community theater – Cloverdale Playhouse – and the Capri Theatre.

“All of a sudden there are 3,000 Koreans (here) and we’re beginning to get companies coming to town that don’t have anything to do with automotive,� he said.

These are all factors why Montgomery is a bit more cosmopolitan than a similar-sized city in the South.

Montgomery is not only home to a host of Korean automotive companies, but the city also has French companies and Spanish companies and German companies.

Not only is Montgomery the state’s secondlargest city with about 206,000 citizens, according to the 2010 Census, it is a state capital with a vibrant downtown and riverfront. “The one thing I hear more often than not is you’ve got a vibrant city and you are keeping it growing for young people and your young people are coming back home,� Strange said.

There are five universities and colleges: Alabama State University, Auburn University Montgomery, Troy University (Montgomery campus), Huntingdon College and Faulkner University.

He said that answers the question of how Montgomery is different than a typical city in the Deep South.

Yet what truly gives Montgomery more of a cosmopolitan feel than the typical Southern city is being home to Maxwell Air Force Base

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An influx of international companies led by Korean automaker Hyundai has also changed the landscape with its plant in Montgomery (Hyundai Motor Manufacturing Alabama) and host of suppliers. Now there is a burgeoning Korean community, which includes churches, restaurants and even physicians. Strange said that a Korean businessman recently bought a shopping center and he plans to have a Korean supermarket there.

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30

and Air University, the intellectual and leadership centers of the Air Force. The Air Force’s best and brightest – its officers – come to Maxwell for additional education and training at Air University.

Left: Geoffrey Sherman . Below: Col. Don Schauber (right) is commandant of the International Officer School at Maxwell Air Force Base’s Air University and George McCarthy is deputy director of Air University International Affairs and Education.

“When you think of Montgomery, Alabama, you don’t think about a cosmopolitan city. However, it is because you have a lot of international presence in not only Montgomery, but in the State of Alabama,” said George McCarthy, deputy director of Air University International Affairs and Education.

He said the international officers who come to Maxwell are not living on the base, but are out in the community and interacting with local residents. “Those international officers are in the neighborhoods and in the schools and are going to social meetings,” Strange said.

But Maxwell Air Force Base also attracts international officers – their countries’ best and brightest. Those officers are required to graduate first or second in an equivalent school to be nominated to attend Maxwell’s prestigious schools, including Air War College, Air Command & Staff College and Squadron Officer School. More than 200 international officers attend those schools each year and another 100 or so attend other classes.

Wall of international students who came to Maxwell and have risen to lead their country’s Air Force or became a Cabinet member or ambassador.

More than 11,000 international students have studied at Air University schools or undergone training at Maxwell. There are 413 names on the Air University International Honor

Those international officers bring their customs; their dress; their education; and their children to Montgomery, greatly impacting the region’s cultural diversity.

Schauber said that the International Officer School’s mission is building partnerships, which is one of the Air Force’s 12 core functions.

“It’s way more than economic,” he said. “It’s way more than sheer numbers. It’s about relationships. It’s about the culture. It’s about expanding our horizons in the River Region.

We have a global environment. We aren’t isolated here anymore. Montgomery has actually opened its aperture to the world.” •

October 2012 Montgomery Business Journal

23

Investor Member Profile BUSINESS BUZZ (CONTINUED FROM PAGE 63)

Horace Horn is vice president of external affairs for PowerSouth Energy and Chairman-Elect of the Montgomery Area Chamber of Commerce.

Power Switch PowerSouth Energy explores innovative methods to generate energy

by Jennifer Kornegay

photography by Robert Fouts

Providing reliable, affordable electricity is the mission of PowerSouth Energy, an Andalusia-based power generation and transmission cooperative.

PowerSouth Energy The company sells the power it creates to its 20 member systems (16 electric cooperatives and four municipal electric systems) across Alabama and the Florida Panhandle. They in turn, sell that electricity to approximately one million customers.

But according to Horace Horn, PowerSouth’s vice president of external affairs, meeting that goal is not always easy, and today’s energy regulatory environment is throwing up some hurdles. “There is a big challenge facing us and our entire industry: the current regulations, particularly EPA and air quality issues, as well as other varied regulatory issues that have not gone through Congress to be put in place,” he said.

“Our primary challenge now is being able to use coal and being able to do it in an affordable way because the industry simply does not have the capacity to do away with coal right now; we can’t replace it that quickly.”

There are alternatives, like natural gas and nuclear, but they’re not clear-cut, as Horn explained. “Natural gas is fairly cheap, but when we build the gas-fired plants needed to use it, those prices will go up,” he said. “The regulations surrounding nuclear energy make it difficult to get that online fast enough to replace coal generation either. So continuing to utilize coal is important.”

Horn went on to defend the use of coal and PowerSouth’s commitment to preserve the environment. “We live and work here and raise our families here, so we are as interested in protecting the environment here as anyone,” he said.

To that end, he pointed to a recent renovation at one of the company’s facilities. “We have a coal-fired plant in Washington County, where we just spent $300 million upgrading the air quality at that plant,” he said. “That was a major investment for us, and it does not improve energy output; it was purely a green initiative.”

PowerSouth is also exploring other innovative methods of energy generation. “We contract with a facility in Florida, a waste-to-energy facility; we buy all of their energy and offer that to our member systems as green energy,” Horn said. “We also have an ownership position in a wind farm in Iowa.”

One unique component of PowerSouth’s energy generation portfolio is its compressed air energy storage facility, currently the only one in the United States. “When we have excess capacity, then we can store it for future use,” he said.

Regardless of PowerSouth’s willingness to research and expand into new forms and methods of energy production, Horn and others in his industry believe the costs for electricity could shoot up if they are forced to drastically change the way they are doing things.

“This affects us all as individuals, but it would also affect business recruitment,” he said. “Right now, our state has a very competitive environment with low energy costs. Doing away with that advantage would adversely affect economic development efforts here.”

Despite these issues, PowerSouth is moving ahead, just as it has since its founding in 1941, when it was called Alabama Electric Cooperative. “The company was started by a number of electrical distribution members that wanted a reliable, affordable source of

Year founded

1941

Employees

Approximately 600 Recent awards

Liberty Mutual, PowerSouth’s workers’ compensation, auto and general liability insurance provider, awarded PowerSouth’s Lowman Plant and headquarters its Gold Safety Award, while the McIntosh Plant, Western District and Baldwin District all received Safety Commendation Awards. As a whole, all PowerSouth locations received Liberty Mutual’s Silver Safety Award. electricity. Prior to PowerSouth, they were buying electricity just on the open market, which did not work too well. We’re still committed to their original idea,” Horn said.

The company changed its name in 2008 to better reflect its coverage area, and today, PowerSouth is currently the seventh-largest privately held company in Alabama, thanks to its ability to deliver a product to its member base in a stable way. A large part of its growth and success can be attributed to its 600 employees, whom Horn obviously admires.

“We have an outstanding group of people working with Power South, working in the corporate office, operating the power plants, maintaining the grid,” he said. “Power plants run 24 hours a day, seven days a week, including Christmas Day, so I’m always impressed with our employees in our generating plants and our crews and their real heartfelt, sincere interest in making sure that all of our member systems always have electricity. These folks are on call all the time to ensure that the lights come on whenever you flip the switch.”

Recognizing how important its employees are has pushed PowerSouth to put major emphasis on safety, and in 2011, the company went a full calendar year with no lost-time accidents, an impressive achievement that sets the bar high for the rest of the industry.

“It’s a testament to our employees’ commitment to on-the-job-safety and preventative safety practices,” Horn said.

Horn’s been with PowerSouth for 12 years now, and he says it was PowerSouth’s people that drew him to join the team and that continues to keep moving the company forward.

“This company is made up of a really good group of nice, hardworking people who are committed to doing the right things for the right reasons,” he said. “I’ve found it very rewarding to be a part of that and to hopefully make my own contribution to the continued success of the company. I think everyone here feels the same way.” •

October 2012 Montgomery Business Journal

25

It was not surprising that adding a third shift – nearly 900 employees – was put on the fast track at Hyundai Motor Manufacturing Alabama’s facility in Montgomery.

Apparently, the company is known for completing projects quickly. “We are all about Hyundai speed,” said Ashley Frye, the vice president of production for HMMA. “We love fast action. And we’re quite good at it.”

Hyundai’s third shift assembly line roars into action

by David Zaslawsky

Company officials and employees and new employees had to live up to that mantra.

There was a short window of four full months to hire 877 workers and train them to build Sonatas and Elantras. The third shift officially began in early September and will increase the production capacity by about 20,000 units this year to about 345,000 units. There is not a production target for 2013, but with the third shift, the plant increased its capacity by about 60,000 units to at least 360,000 units. The company now has 3,000-plus employees.

Frye said an ideal timeline for adding a third shift would have been about five months. “It was what I call a significant endeavor because the timeline that we were provided was extraordinarily short,” he said.

There was no complete third-shift plan to fall back on – just some preliminary work.

He said that “very specific objectives” were established along with timelines. It took about a week just to develop a highly detailed plan.

“Most plans look good on paper, but as soon as you start the execution phase…you have to make adjustments,” Frye said.

After the plan was completed, Frye said his job was like that of an orchestra conductor. “I don’t have to play any particular instrument in the orchestra, but I need to know how to set the tempo by waving the hand or the wand at that particular section of the orchestra to make sure they are staying in beat with the project.”

weeks or even months to train for jobs that required special techniques, according to Frye.

The new hires were taught some of the basics, including a Ashley Frye crash course on the use of tools at the company’s training center. Then it was on the assembly line where a new hire would team up with a veteran and watch and then do the work themselves.

HMMA President and CEO Young Deuk Lim chaired coordination meetings “to ensure that everybody was lined up and had the same information and included our project objectives.”

“We were able to skill them up very quickly,” Frye said. “We had a very structured training program that by the hour we knew what result we wanted to achieve with training; who was responsible for providing the training; and for the confirmation that the training was accomplished. I think we did a stellar job.”

The Korean automaker received an assist from Alabama Industrial Development Training, which helped with assessing the 20,000-plus applicants for 877 jobs. HMMA also assessed the job applicants and then began training the new hires. It would take

The new hires are trained for a minimum of four jobs within a prescribed work area. A typical team might have 20 jobs – it helps with safety and ergonomics because the different jobs involved different muscle groups, Frye said.

Conditioning was also a concern because some new hires had been in sedentary jobs and now would be on their feet for hours.

Now, they had to be acclimated to the work environment.

All of this was going on while the veteran employees were building cars. The manufacturing plant went from two crews and two shifts to three crews and three shifts.

Each employee is assigned to a crew. The three shifts are now: > 6:30 a.m.-2:45 p.m. > 2:30 p.m.-10:45 p.m. > 10:30 p.m.-6:45 a.m.

There is an overlap on the schedules so company officials can communicate with the employees. The No. 1 message is safety, Frye said. The employees learn about the production objectives and “any special quality requirements or feedback,” Frye said.

The first two shifts have face-to-face communication while the third shift receives video communications. The shifts are rotated monthly.

Continued on page 29

October 2012 Montgomery Business Journal

27

Frank Ahrens is director of global public relations for Hyundai Motor Co.

that the 6 percent growth target was by design. He said several times that Hyundai “jealously” guards its quality gains because of how difficult it was to improve the quality of its vehicles and how long it took.

He said the company devoted all of its resources on having “world-class quality.”

Hyundai “jealously” protects quality achievement

by David Zaslawsky

Hyundai Motor Co. is increasing its global production capacity about 15 percent this year while simultaneously limiting vehicle sales to a company-wide 6 percent increase.

The company is controlling its growth rate to protect the difficult and long struggle the past 12 years of improving the quality of vehicles. More than half of the production capacity increase is coming from Hyundai’s third manufacturing plant in China. That plant, which opened this year, has a capacity of 400,000 units a year and will increase the Korean automaker’s manufacturing capability to 1 million units a year in the world’s No. 1 market.

Hyundai will open a manufacturing plant later this year in Brazil with a production capacity of 150,000 units. It

Montgomery Business Journal October 2012

A billboard off Interstate-65 near the Hyundai Motor Manufacturing Alabama plant in Montgomery has this message: “Quality is all we think about. That, and quality.”

has increased its production capacity by 100,000 units at its plant in Turkey.

You don’t take quality for granted when there were major issues in the past.

Those three facilities will give Hyundai a global production capacity of 4.6 million units a year and Hyundai is on course to sell about 4.3 million vehicles this year, which would match the 6 percent target.

Hyundai’s worldwide sales of 3.6 million last year were 13 percent more than 2011.

The company’s global sales are quite diverse and have not been impacted by the slowdown in Europe, but are actually growing there, according to Ahrens.

Hyundai is looking to compete against Volkswagen and Ford with an i40 that was designed in Europe and combines the Sonata and Elantra platform.

All of that added capacity does not include Hyundai Motor Manufacturing Alabama’s facility in Montgomery. The addition of a third shift of workers in late summer has increased the capacity this year by 20,000 and 60,000 for all of 2013. That will boost Montgomery’s annual production capacity to about 360,000 vehicles.

Frank Ahrens, director of global public relations for Hyundai Motor Co., insisted

“Quality is all we think about.

That, and quality.”

28

Ahrens said that Hyundai learned from its past of growing too fast and not concentrating on quality and will not repeat that mistake. He said, “There is a mandate from the chairman on down to not compromise quality. It’s all we think about at headquarters.”

During the first six months of the year, Hyundai’s top three markets were China (372,800); the U.S. (356,669); and Korea (328,113). Meanwhile, Hyundai’s Solaris is the third-best selling vehicle in Russia and the top-selling foreign car in that market.

Hyundai also has a significant presence in India with 19 percent of the market share and could increase that as it now vigorously competes in the small compact segment through the Eon, the smallest car that the company manufactures. About 75 percent of India’s market is the compact segment and Hyundai had vehicles competing in the medium and large compact segment. •

Raising its profile The world’s fifth-largest automaker – Hyundai, along with sister company Kia – would like to close the gap with its rivals.

Or is that gaps? While Hyundai’s brand rating in the automotive sector is closing in on No. 4, Hyundai was ranked No. 8 by Interbrand among the top automotive brands in the world. If you are fifth in overall sales then you want to be No. 5 in the brand rankings as well. The top automotive brands last year, according to Interbrand were: 1. Toyota

by David Zaslawsky

“We spent the last 12 years raising our quality and what we want to do now is raise our whole brand,” said Frank Ahrens, director of global public relations for Seoul, Korea-based Hyundai Motor Co. “We want to change the brand perception and if we are going to do that we have to shoot at the best automakers in the world and they are in Europe. In general, we are shooting for the European brands in terms of quality, perception and value.”

Continued on page 30

Continued on page 28 Continued From page 27

Maintaining the equipment has become a challenge because there is no longer time between shifts. “We’ve had to change our processes…more importantly, we developed some different strategies,” Frye said, referring to replacing some components with ones that will last longer.

The hours at the cafeteria, the company’s teamwear store and fitness center were all adjusted to accommodate the third shift. •

2. Mercedes-Benz 3. BMW 4. Honda 5. Volkswagen 6. Ford 7. Audi 8. Hyundai 9. Porsche 10. Nissan

The award-winning Genesis is one of Hyundai’s upscale models.

October 2012 Montgomery Business Journal

29

The company unveiled its modern premium concept at the Detroit Auto Show. “Today’s idea of premium is a well-designed, intuitive product that learns you, is functional, and meets your expectations,” Ahrens said.

The Equus is Hyundai’s the topof-the-line vehicle.

Continued FROM PAGE 29

30

Those brands he was referring to include Volkswagen, BMW and Audi.

He quoted John Krafcik, president and CEO of Hyundai Motor America, the automaker’s sales and marketing arm in the U.S.: “We’re trying to move from a value brand to a valuable brand.”

Equus, Genesis and the newly redesigned Azera – without losing buyers of its less expensive cars.

Simply put, the Korean automaker wants to sell more luxury vehicles –

Hyundai launched its first global image campaign this year, focusing on an individual’s car as the third place in their lives after home and work.

Montgomery Business Journal October 2012

“When you have the Genesis side-byside with the luxury cars in its class, they stack up quite favorably,” Ahrens said.

“Once a brand status goes up, people start to shop a brand and they feel they have a connection to the brand,” Ahrens said. “If you connect your brand to the customer then you create a relationship and that’s what we’re trying to do.”

Hyundai has been the fastest-growing automotive brand the past two years and the company is closely monitoring its brand enhancement program.

One of the ways that Hyundai is working to raise its brand is by offering luxurytypes of features in less expensive models such as a rear seat heater option in the Elantra. Hyundai introduced its Bluelink technology in the $20,000 Veloster instead of the more expensive Genesis or its top-of-the-line Equus. •

Bentley’s

Billion-Dollar The Governor’s cost-saving measures are adding up

by David Zaslawsky

Alabama Gov. Robert Bentley is already two-thirds of the way to reaching his goal of saving $1 billion a year and he has two years remaining in his first term.

goal

It was an ambitious goal and one that he gives a lot of credit to Deputy State Finance Director Clinton Carter for devising the money-saving ideas. Carter has a chalkboard and has written: “$1 billion by the first four years,” Bentley said. “He brings me ideas all the time and all of these ideas that were passed through the Legislature really came out of our Finance Department.”

Those cost-saving measures range from streamlining and consolidating operations to modifying the state’s pension plan for future hires to renegotiating bond issues at a lower interest rate to eliminate the DROP (Deferred Retirement Option Plan) program. The latter saved an estimated $58 million a year while renegotiating loans has saved $100 million a year.

“Saving $1 billion is significant,” Bentley said at the Montgomery Area Chamber of Commerce’s Alabama Update, which was held at the Embassy Suites Montgomery Hotel & Conference Center. He said his administration has made government “more efficient and is doing the things that we thought were really necessary.”

“We asked the state employees and teachers to sacrifice a little bit more and to put a little bit more of their money into their retirement and to get a little bit closer to the private sector.”

where it will build a $600 million assembly plant and hire 1,000 employees. Bentley has already announced 26,000 jobs this year and shattered his first-year goal of 10,000 new jobs with the announcement of 17,200 jobs.

Alabama Gov. Robert Bentley

Despite those lofty savings, the state’s financial picture is far from healthy. Bentley, a Republican who served two terms in the state’s House of Representatives, said when he entered the governor’s office in 2011, “every rainy day fund was totally depleted in this state.” He said $437 million had been borrowed from the Education Trust Fund and the historically underfunded General Trust Fund had $189 million borrowed from its rainy day fund.

“Honestly, every penny that was available to me to use for incentives to entice companies to come to this state was gone,” Bentley said. “We are not going to use those figures as excuses. We are going to do the things that are necessary to try to get this state through this difficult time. I truly believe that we are going to be able to do it.”

The governor did say the government floated some bond issues for the $158 million incentives package to lure Airbus to Mobile,

Speaking before a group of political and business leaders, Bentley implored the attendees to support the September 18 constitutional amendment that would allow the state to borrow $437 million over a three-year period from the $2.3 billion Alabama Trust Fund, which consists of gas and oil royalties. That money would be used to boost the General Trust Fund and he repeatedly promised that the borrowed money would be repaid.

According to the Chamber ChairmanElect Horace Horn, the September 18th Constitutional amendment, which Alabama voters approved, had particular significance for Montgomery and the River Region.

“The Chamber Board took a position in support of the amendment due to its direct impact on jobs and the economic wellbeing of the Capital City,” said Horn.

“Governor Bentley, the Alabama House of Representatives leadership, and Alabama Senate leadership have committed to repay funds withdrawn from the Alabama Trust Fund. They are working diligently to bring consolidation and efficiencies to state government,” said Horn. “The Chamber appreciates Governor Bentley’s efforts to bring a business-minded approach to state government.” •

October 2012 Montgomery Business Journal

31

The River Region boasts top-of-the-line physicians and technology

by David Zaslawsky

photography by Robert Fouts

Jackson Hospital Number of employees

About 1,400 With that as a backdrop, maybe it’s not surprising that Baptist Health, the region’s largest private sector employer with 4,100plus employees, was ranked among the top 15 health care systems in the entire country this year by Thomson Reuters.

Before interviewing for the top job at Jackson Hospital & Clinic, Joe Riley did his homework.

“I quickly ascertained the quality of health care in the area is rich, with a strong foundation of patient-focused, physician involvement and excellence,” he said.

“That is substantiated when you look at patient satisfaction scores and other scorecard measures that are public data.”

Riley, the new president and CEO of Jackson Hospital, said that Montgomery’s scorecards were in the top tier in the United States.

“The reasons it is rated so highly are because of the physicians and other caregivers who have the tools and capabilities of providing care for any type of illness,” said Riley, who came to Jackson in June after a four-year stint as CEO of McAllen Medical Center in Texas.

“You don’t have to leave Montgomery to have surgery or have robotic surgery or other advanced laparoscopic surgeries. Our surgeons are very capable and trained. We not only have the people skills and resources with the surgeons and physicians in general, but also the equipment and technology.”

Another reason you don’t have to leave the River Region for quality health care treatment is the evidence-based quality care. There are proven protocols that have been tested and researched and are data-driven, Riley said. “It raises the standards and allows us to give our communities confidence that you don’t have to go to Mayo Clinic or Cleveland Clinic or all the old buzz words you used to hear because we’re using the same evidence-based practice and protocols.”

Now nothing says quality like a top 15 national ranking of all comparablesized health care centers.

“This particular recognition was a system recognition,” said Baptist Health President and CEO Russ Tyner. “It wasn’t associated with any one of our hospitals, but was a combined of all three facilities,” he said, referring to Baptist Medical Center South, Baptist Medical Center East and Prattville Baptist Hospital.

“It was compared against all systems in the U.S. that have two or more hospitals.

That’s a pretty good compare. Each one of our hospitals has good management; state-of-the-art approach; a little bit different flavor in each in terms of how they approach the patient experience.

“They all have the same training; largely the same technology and the capacity for care.

Driving out variation in the clinical arena and that clinical experience is what is exceedingly important to quality and that’s why we have universal training among all three of those facilities. The clinical experience doesn’t vary, but maybe the patient experience varies a bit.”

Number of beds

344

Number of inpatients/ admissions in 2011

13,485

Number of outpatients in 2011

98,983

Total number of surgeries in 2011

23,431

Number of imaging procedures in 2011

72,027

Number of emergency room visits in 2011

44,950

Baptist Health Number of employees

About 4,100

Number of affiliated physicians

464

Facilities:

Baptist Medical Center South

454 beds

Baptist Medical Center East 150 beds

Prattville Baptist Hospital 85 Beds

The overall high quality of health care here in the River Region starts in the trenches and that means nurses.

Montgomery Surgical Center Four imaging centers

The River Region and nearby communities are blessed with some highly respected nursing schools, including ones at Auburn University Montgomery, Auburn University and Troy University, to name a few.

358,374

The lowest grade-point average that was accepted into the Auburn University nursing program last year was 3.8 on a scale where 4.0 is all As. That’s how competitive it is.

“These are the best and brightest,” Tyner said about those nursing students. “The Continued on page 35

Number of patients treated in 2011 Number of outpatient visits in 2011

293,288

Emergency department visits in 2011

125,324

Number of babies delivered in 2011

4,333

Number of inpatient/outpatient surgeries in 2011

18,245

Number of surgeries at Montgomery Surgical Center in 2011

11,174

Total number of surgeries in 2011

29,419

October 2012 Montgomery Business Journal

33

Montgomery Cancer Center provides a village to care for patients One of the treatments for cancer requires close consultation and communication between nuclear medicine, medical oncology and radiation oncology.

“The communication and the facilitation had to be almost seamless in order to safely provide this medicine (Zevalin),” said Dr. Stephen Davidson, a partner, medical director of clinical research and medical oncologist and hematologist at Montgomery Cancer Center.

“Because we are all so close under the same roof and have excellent technology, we were able to do it,” he said. “We were the first in Alabama to do it at the time. UAB (University of Alabama-Birmingham) was even sending their patients here for us to treat them.”

Davidson said that UAB did not have all those areas under one roof.

Just think about that: UAB – the heart of the state’s medical community – was sending patients to Montgomery Cancer Center.

“We have what we think is a unique arrangement in that we have a multidisciplinary approach,” Davidson said. “It is widely known that the highest-quality care comes when you can put all of the spokes of the wheel under the same roof.”

He said that if a patient has to go to different locations to see a medical oncologist, radiation oncologist or have lab work done or images done, that “produces a more disjointed approach, inefficiency, anxiety for the patient; and more room for error.”

Montgomery Cancer Center, which is now part of Baptist Health, also includes Montgomery Breast Center and an imaging center, Carmichael Imaging. Montgomery Cancer Center, which is 20-plus years old, can boast of a number of firsts in the River Region and in the state.

The center was: > The first in Montgomery to have digital mammography. > The first in Montgomery to have metabolic imaging of the breast (BSGI). > The first in the world to do a BSGI-guided breast biopsy. > The first provider of many of the newer state-of-theart therapies for different cancers. > The first to provide same-day service at its breast center. > The site of the first true PET/CT, which combines a PET scan with a CAT scan.

“We have the highestquality imaging equipment that you will find to provide oncologic services,” Davidson said.

Montgomery Business Journal October 2012

He said many of the physicians – and there are 13 on staff – handle a lot of their own lab work. Davidson has a microscope in his office. The physicians read blood smears and other complex tests and perform some biopsies in their office. Other specialized blood tests are performed in the in-house lab and results are almost immediate.

Dr. Stephen Davidson is a partner, medical director of clinical research and medical oncologist and hematologist at Montgomery Cancer Center.

The Montgomery Cancer Center uses a team approach and Davidson said “it certainly takes a village to take good care of a cancer patient and we have a village here.

“When you come here to be taken care of, you are taken care of by a certified lab technician; then an LPN (licensed practical nurse); then an oncology-certified nurse practitioner; then you’re seen by a boardcertified cancer specialist,” Davidson said.

“If you need treatment, you’re taken care of by a case manager that is an oncologycertified registered nurse and you have that same case manager every time you come inside the door. That entire team – almost daily – interacts about your care.”

He called those oncology-certified nurse practitioners “jewels that you just don’t find on every block.” The center has eight with plans to hire a ninth one.

34

And when it comes to care, patients truly receive royal treatment. A patient will come in and have lab work done and the test results are available “by the time the patient walks back to the physician’s office,” Davidson said.

“That plays a crucial role in your care of a patient,” Davidson said.

“Far more of the specialized laboratory testing that has to take place in order to take good care of a cancer patient we are able to do in-house. That produces a more efficient, higher-quality level of care for the patient.

“The fact that we have the expertise from a laboratory standpoint and then from a physician standpoint to interpret and produce those kinds of results is a great plus and you just don’t find that in many places.”

To ensure that high level of quality care, Montgomery Cancer Center follows protocols that are written for every treatment for every type of cancer. “Everybody is practicing standard-of-care, evidenced-based oncologic medicine,” Davidson said.

It doesn’t stop there. A clinical group meets Wednesday mornings and talks about “what can we do to improve patient care,” Davidson said. “Is there a service that we’re not providing that we need to provide?”

Those weekly conversations include a facility administrator, social worker, dietitian, case manager, physician, nurse practitioner and pharmacist. •

Montgomery Cancer Center Number of employees

About 300

Number of physicians

13

Number of treatments in the fusion suite at Montgomery Cancer Center in 2011

31,903

Number of imaging procedures in 2011

46,884

Continued from page 33

quality of care that is delivered in an acute environment is highly dependent upon the quality and training of nurses and other medical professionals,” he said.

Those are just a few of a handful of reasons why the quality of health care in the River Region is comparable to much, much larger cities. Another reason is state-of-the-art technology.

“There has always been a lot of investment in technology,” Tyner said. “It’s not true in a lot of communities, where you have seen a deferment of capital. The infrastructure is in place and has been for a long time.

“Technology in this community, whether it’s surgical robotics; proton therapy or radiation oncology therapy on down to just the basics of imaging technology – it doesn’t exist anywhere in the world better than it is here. This is technology that is on par with what you would find anywhere in our country or anywhere else in the world.”

At Jackson Hospital, $1 million was spent on just beds, including new beds in the intensive care unit. But these are not just any ordinary beds – they are smart beds. The beds can even ask questions and automatically weigh patients. Riley said the beds are programmed to speak 12 languages, knocking down any barrier between patient and caregiver. The beds can help with sitting up patients and be lowered so much to reduce falls. If a patient is not supposed to get up and tries, the bed will tell them to lie down until the caregiver will assist the patient. The beds even help

prevent skin problems, according to Riley.

And finally, the beds have a built-in sound system, which plays music or nature sounds.

Talk about technology – Jackson was the first in the region with its state-of-the-art robotic surgeries, which mean less evasive procedures; less recovery time. “All the way around, a better experience for patients,” Riley said.

Now add training and you have the foundation for high-quality health care in the River Region.

“The quality of health care provided in this region has been good for many, many years and it continues to get better,” Tyner said. “It’s the hub for central Alabama.

You have virtually all the things you’ll find in any large city in terms of services and capacities, but you also find it on a little bit smaller scale such that it is more personal.

“Health care here is more accessible; easier to navigate; and (has) a greater personal touch. It’s likely in this type of community the physician that you see is somebody that you Continued on page 37

October 2012 Montgomery Business Journal

35

Connections are a Lifeline A physician’s spouse, who was new to the region, had a life-changing lunch with another physician’s spouse.

Recruitment and Retention Initiative.

The theme is: “M.D. Connection – Where You’re Treated Well.”

She was concerned about how to transport horses from out-of-state and also worried about the cost. No problem. Her counterpart transports horses and gave the other spouse a direct contact. It would not be nearly as costly as she feared.

Chadee said that a group of medical professionals’ spouses is being formed “and we will be calling upon them so whenever we have a visiting physician, we have a pool of dedicated spouses and we can match them up with the visiting families.”

“She was so excited,” said Hannah Chadee, director of the River Region Physician Recruitment and Retention Initiative. “She feels like she has a direct connection now to our community. She feels like she has friends here and she feels like she already has a network.”

There were events in the summer to help connect participants in local medical residency programs to connect with the community and therefore be more likely to open a practice in the region or perhaps leave and come back.

Those two local programs Hannah Chadee is director are the UAB of the River Region Health Center Physician Recruitment Montgomery, and Retention Initiative. a three-year internal medicine residency program; and the Montgomery Family Medicine Residency, which is also a threeyear program.

By the way, the two spouses have children one year apart and may attend the same school and play soccer, which they both love. “The children have a connection,” Chadee said.

It’s all about those connections when it comes to recruiting physicians to the River Region and retaining them.

“It is making those connections not just with the spouse, but also with the children having the same dynamics that really seal the deal,” Chadee said.

Physicians’ spouses are a key component of the initiative because – once again – it’s connecting spouses with each other to support the recruitment and retention efforts. Spouses make nearly 80 percent of the decisions of where a physician will set up their practice and it is critical that each spouse feels comfortable either moving to the River Region or staying here.

Chadee said that physicians and their spouses helped an unhappy spouse feel better about staying here. In another case, the Montgomery Area Chamber of Commerce helped a physician’s spouse, who is an engineer, get a job. Those families are now much more likely to stay in the River Region because of those connections.

“It is our job to make the region the first choice and the best choice (for doctors),” said Bill Cunningham, president of The Cunningham Group, which designed the campaign for the River Region Physician

36

by David Zaslawsky

Montgomery Business Journal October 2012

professionals, who already have a connection to the community.

A doctor who has a personal, family or professional connection to a community will likely choose that location to practice, according to Cunningham. That is why it is so important to build, foster and nurture relationships with those in the medical residency programs and with middle school and high school students attending schools here.

It is also important because each physician has a $1 million-a-year economic impact on the area.

The initiative encourages middle and high school students to pursue the medical profession and provides a step-by-step guide on what to do from the eighth grade through their senior year in high school as well as financial aid resources and a practice test.

“We want our children who will grow up and Lynn Beshear is executive be doctors come back director of Envision 2020. to this city and give back to the myriad of people who put them where they are,” Cunningham said at a news One of those events was attending a Biscuits’ conference introducing the initiative. baseball game at Riverwalk Stadium in downtown Montgomery and afterward some About 20 high school students are expected nightlife in Cloverdale. Residents and their to attend Camp MD next summer, where spouses were invited to meet community they will gain hands-on experience and will leaders during a get-together at the meet physicians.

Renaissance Montgomery Hotel & Spa at the “This program has just gotten launched,” said Convention Center.

Lynn Beshear, executive director of Envision There was even a poolside party on the 2020. “We are literally in the process right Renaissance rooftop for those in the now of inventing this thing.” medical residency programs to mingle with She said the initiative was developed by other young professionals. That event was Nashville, Tennessee-based Cooley Public important to give an opportunity for those Strategies and hospital leaders “who will residents to make new friends outside the be key in defining what success looks like. medical program “so they can connect with Success today in Montgomery might be young professionals and stay here in the that we recruit a cardiovascular surgeon.

River Region.”

Success next year might be the recruitment You do hear that word “connect” or variations of a neurosurgeon.” of it constantly when interviewing Chadee Chadee said that success is also increasing about the physician recruitment and the number of those in the medical residency retention initiative. The initiative also targets programs who stay in the River Region. • middle school and high school students – growing your own physicians and medical

He said that Dr. Wick Many, program director of the UAB Health Center Montgomery, “is as good as an infectious disease person as you will find anywhere in the country.” The UAB Health Center Montgomery is a three-year internal medicine residency program.

The River Region boasts the latest in health care technology (below) and top-quality patient care (right).

Both Jackson Hospital and Baptist Health have some of the top programs for chest pain and stroke victims.

Continued from page 35

might know from church or you might see at the ballpark.”

He said there are a range of services here that are not typically available in a comparablesized city, including high-quality cancer services; high-quality and specialized surgical services and “exceptional diagnostic capacities that don’t exist in other places,” Tyner said.

“There are imaging diagnostics that are at the pinnacle of technology.”

“We have an enviable system in the region in terms of creating medical professionals; educational support systems; employers who are interested; communities that are interested,” Tyner said. “It’s just an unusual circumstance where you have all the stakeholders at the table trying to plan for a future in health care in the community and how we can make it better. We’re looking at strategies and implementing ideas that are going to yield sustainable results over a 10-, 15-, 20-year period of time.

“Health care is a quality-of-life issue for any community. The quality of health care and the quality of education really determine the quality of the community ultimately.” •

October 2012 Montgomery Business Journal

37

Advocating for Fiscal Sense

by David Zaslawsky

The Base Realignment and Closure Commissions, commonly referred to as BRACs, recommend cuts to military bases as well as suggestions for consolidating missions.

Some states have actually gained missions as part of BRAC and Rep. Martha Roby, who represents the stateâ&#x20AC;&#x2122;s Second District, said that Maxwell Air Force Base and Gunter Annex need to position themselves to gain jobs.

The first-term Republican from Montgomery said there will not be a BRAC next year because â&#x20AC;&#x153;it costs a lot of money and you donâ&#x20AC;&#x2122;t realize savings for 10 to 12 years.â&#x20AC;?

She is unsure about a BRAC in 2015, but she told business, civic and political leaders attending the Montgomery Area Chamber of Commerceâ&#x20AC;&#x2122;s Eggs & Issues that â&#x20AC;&#x153;there are opportunities with BRACs.â&#x20AC;?

She talked about capitalizing on the existing assets. Roby suggested that Maxwell could be a staging area to respond to natural disasters. â&#x20AC;&#x153;We need to make sure we are advocating for that,â&#x20AC;? she said at the RSA Activity Center. â&#x20AC;&#x153;We have the assets right here to deal with that (natural disasters).â&#x20AC;?

Roby said that local officials need to look for ways to expand the missions at Maxwell and Gunter Annex â&#x20AC;&#x153;when it makes fiscal sense.â&#x20AC;? That was a phrase she repeated â&#x20AC;&#x201C; â&#x20AC;&#x153;fiscal senseâ&#x20AC;? â&#x20AC;&#x201C; and warned any cuts to the Department of Defense need to make fiscal sense.

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38

Montgomery Business Journal October 2012

She warned about cutting about $500 billion from the defense budget over 10 years as part of the sequestration, which also includes a similar dollar amount of cuts to domestic programs.

Defense Secretary Leon Panetta is already cutting nearly $500 billion from the budget and said that “we will have a smaller, but not less capable force,” according to Roby. If sequestration happens and those automatic cuts begin in January, Roby said that “we will have a hollowed-down military.”

She pointed out the lengthy process it takes to train both soldiers and officers.

“We (lawmakers) are not trying to micromanage those in the military making these decisions,” said Roby, who is on the House Armed Services Committee, House Committee on Agriculture, and House Education-and-theWorkforce Committee. “We are overseeing these decisions to ensure to the people that we represent that they are fiscally responsible decisions.”

The military officials have to make decisions now about the sequestration cuts – they cannot wait until January, Roby said.

“We know there are going to be cuts to our military, but we want to ensure that they’re not political moves and that in fact they are fiscally responsible moves, particularly how it pertains to our missions right here.

“I cannot emphasize enough how hard we are working on behalf of all the men and women in uniform. Quite frankly, it is not fair for us to speculate (about) our military families who are already under stress. We will continue to look for solutions and figure out a way to responsibly make cuts (in the Defense budget),” she said.

The Alabama delegation did block the proposed move of seven C-130s from Maxwell Air Force Base to Montana, although the lawmakers were first told the planes would be retired, according to Roby. Moving the planes would have resulted in an estimated loss of 800-plus jobs. There were no hangars in Montana for the planes and no trained personnel to support them, Roby said. She said the Alabama delegation asked Air Force officials: “Show us on paper how this makes fiscal sense?” •

“We are overseeing these decisions to ensure to the people that we represent that they are fiscally responsible decisions.”

- Rep. Martha Roby

October 2012 Montgomery Business Journal

39

Charles E. Lewis started Supreme Cleaning Inc. from his house in 2008.

Cleaning Up Profits keep swelling for Supreme Cleaning

by David Zaslawsky

photography by Robert Fouts

When Charles E. Lewis formed his company Supreme Cleaning Inc. in 2008, he made it a point to hire employees who did not need supervision and could become supervisors themselves.

The company’s slogan is: “We Do It Right the First Time,” and that entails a dedicated work force.

“In this business, you have to be able to perform a service,” said Lewis, who is president and CEO of Supreme Cleaning Inc. “The mantra – the foundation the company was built on – we would not hire anyone that required close supervision.”

40

Montgomery Business Journal October 2012

He said his operations manager is “mission-oriented and I don’t have to stand over her shoulder.” She also performs quarterly inspections at the sites his company maintains and ensures that the clients are happy.

He also pays his employees more than the national minimum wage, which is now $7.25 an hour. Lewis said his pay scale eliminated a lot of turnover.

Those are some of the reasons why his company has been so successful. Supreme Cleaning added $180,000 of new business the first six months of the year and may reach $400,000 in revenue for the year – ahead of Lewis’ five-year business plan.

It has been a remarkable growth story.

He opened the business in the fall of 2008 and the revenue was $31,000. In 2009, during the Great Recession, his annual revenue increased to $127,000 and then surged to $220,000 in 2010.

The company’s revenue was $279,000

“We grew through state contracts and we had some private sector contracts,” Lewis said. He said his company handles about 30 outlets for Enterprise Rent-A-Car in central Alabama and central Georgia and Supreme Cleaning has a branch office in Mobile.

Lewis added a client this year because he was in the right place at the right time and his vehicle is plastered with his company’s name. Lewis said that he met Brewbaker dealership project manager David Moody outside a post office. Moody couldn’t help but notice Lewis’ vehicle, which is decorated with Supreme Cleaning’s name and logo.

Lewis said that Moody told him he was not satisfied with his current facility maintenance service. Now, the Brewbaker dealerships are new Supreme Cleaning clients.

Supreme Cleaning is a facility maintenance company, which provides full janitorial services, carpet cleaning and floor maintenance. The company is expanding its services by adding lawn/landscape services for both commercial and residential.

Supreme Cleaning, a disabled veteran-owned business, is a green company and uses environmentally friendly products, which it also sells. Lewis has an extensive background – 30 years – involved with green products and green environment. His experience includes developing one of the first recycling programs in

southeastern Michigan; running a solid waste program in Michigan; and working on a compost farm – he has been asked to do some consulting work. He calls that a new revenue stream.

Downtown G O E S U PTOW N

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last year. He moved his company earlier this year from his house to the Montgomery Area Chamber of Commerce’s Small Business Resource Center.

He is looking at adding more employees to handle bigger jobs such as large hotels and large office buildings, but he is cautious about growing too quickly. “We are not interested in growing so fast that you can outgrow your infrastructure,” Lewis said. “Measured growth is what we hang our hat on.”

Another area for expansion is the health care sector, which itself has been growing and is projected to be one of the fastestgrowth areas in the future.

Lewis is a firm believer in strategic alliances. “That’s the only way I saw as a minority-owned company that could (survive),” he said. “To compete, you have to put together strategic alliances or partner with another company and you cast a broader footprint that way.”

For Lewis, being in the cleaning business is quite familiar. “My first job in high school was stripping and waxing floors for the school in the summer. I did it in the military as a part-time job. Lo and behold all these years later …”

He’s still at it. •

Alley Station has it all. Chic, modern décor in a beautifully restored historical building. Downtown old Montgomery on the brand-new Alley. Old-fashioned service with state-of-the-art technology and fresh approaches to style. Traditional yet progressive.

Beautiful Rooftop Terrace (Seats up to 350)

Stunning Ballroom (Seats up to 350) Freedom in choosing your own vendors Expert help throughout planning process

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October 2012 Montgomery Business Journal

41

Member Profile

Tim Wilsford is the founder and owner of Store Room Fasteners.

Nuts and Bolts Were Just the Beginning Store Room Fasteners excels at inventory management

by Jennifer Kornegay

photography by Robert Fouts

The phrase “nuts and bolts” is often used to refer to the bare basics, the bottom line of some topic or item being discussed.

Nuts and bolts are simple, straightforward. But at Montgomery-based Store Room Fasteners, actual nuts and bolts were just the beginning of what is today a complex distribution and inventory management company with locations in Selma, Opelika, La Grange, Georgia, and Mexico.

Owner and founder Tim Wilsford started working for a similar company right out of high school. After six years there, he saw an opportunity to start his own company. In 1984, Store Room Fasteners (SRF) opened its doors. Wilsford admits the company had humble beginnings.

“We started the business in a storage shed, and it was meager at first,” he said. “It took a good two or three years before we had any substantial accounts.”

Today, Store Room Fasteners serves quite a few accounts; its customers include industrial maintenance departments, manufacturers, construction companies, farmers and the general public that turn to SRF for nuts and bolts, but also so much more.

“We go into maintenance shops, fill their nut and bolt bin, and then we sell them our other products like threaded rods, hydraulic hoses and fittings, pipe fittings, anchors, cutting tools, adhesives, specialty hardware and more,” Wilsford said.

“We are the manufacturer representative for many of the top industrial product lines available today, and many of the products are wear items so it leads to repeat customers that we service regularly. We use a great computer system to keep track of everything we have and where it is so we can transfer to and from branches when needed.”

Store Room Fasteners is more than just a distribution center. The company is enjoying growth in the inventory management program that it offers its customers. “If they’ve got just a bolt bin for their shop, we periodically go in on a set schedule and fill it back up; that’s the simplest side of it,” Wilsford said. “But we do this for all kinds of customers who need all kinds of products on very specific timelines.

We really excel at this.”

Indeed, this highly customized inventory management service is a key part of SRF’s growth. “We hold inventory for customers and then distribute exactly what they need, when they need it. It takes a lot of coordination and trust between us and our clients, but we think this sets us apart from our competition because we do it really well.”

And there is competition, according to Wilsford. “There are several other fastener companies right around us here in Montgomery,” he said. Even in the weak economy, SRF has fared better than many businesses and has still grown enough to necessitate its recent move into a larger facility. The company relocated its corporate office and regional distribution center to the North Eastern Boulevard.

Store Room Fasteners Year founded

1984

Employees

42

Primary services

Distribution and inventory management Locations

Montgomery (headquarters), Selma, Opelika, La Grange, Georgia, Mexico

With 34,000 square feet of open space now available, SRF is also now offering warehouse services to companies that need to provide Montgomery-area manufacturers with same-day delivery as well as the inventory management services it offers its other customers. “We’re offering our new extra space as a warehouse for a company in Chicago that is supplying a Montgomery customer,” Wilsford said. “But we’re not just leasing them space; we’re coordinating the timing of delivery of their products to the customer.”

According to Wilsford, it is not the products, the services offered or the company’s expertise in executing them that are behind the company’s success and expansion. He insists it’s SRF’s 42 dedicated employees. “They really care about what they do and what we do as a group,” he said. “We have many longtime employees; out of the 10 oldest employees that we have, they average 20 years each with the company. Thanks to all our employees and the job they do, we retain our customers; once we’re in the door with a manufacturer, we rarely lose them.”

As for the future of his business, Wilsford said he sees a lot of growth in industrial hose and hydraulic hose products, as many plastic injection molding companies then supply automotive manufacturers, which use these products as well as others.

“Most industries use hydraulics in some way or another,” he said.

“Using hydraulics is the way things are going because they don’t wear out like gears.” In light of this, SRF has plans to increase inventories of high-pressure hydraulic hose and fittings along with industrial hose related to the transfer of non-hazardous materials. •

October 2012 Montgomery Business Journal

43

Reporterâ&#x20AC;&#x2122;s Notebook

by David Zaslawsky

Bentley tells it like it is It is rare to attend a politicianâ&#x20AC;&#x2122;s event and come away with a glimpse inside that personâ&#x20AC;&#x2122;s character or thought processes or what makes them tick.

Speaking for nearly 30 minutes at the Montgomery Area Chamber of Commerceâ&#x20AC;&#x2122;s Alabama Update in late August, Alabama Governor Robert Bentley spoke from the heart and the audience learned a great deal about the stateâ&#x20AC;&#x2122;s top executive.

He said that â&#x20AC;&#x153;one of the things that I have going for me is the people of Alabama trust

me and they believe I tell the truth and I do,â&#x20AC;?

Bentley said. â&#x20AC;&#x153;I tell the truth sometimes to my detriment, but Iâ&#x20AC;&#x2122;m not going to get out and tell people something that is not true. I donâ&#x20AC;&#x2122;t give political answers. â&#x20AC;&#x153;I am going to tell you what I believe. You may or may not agree with me, but you know thatâ&#x20AC;&#x2122;s where I stand and thatâ&#x20AC;&#x2122;s what I believe. I am going to continue to do that.â&#x20AC;? â&#x20AC;˘

Smart Boards in every classroom The Montgomery Public Schools district will use a $1 million donation from the Poarch Band of Creek Indians to put smart boards in all its classrooms. Montgomery Public Schools Superintendent Barbara Thompson said that the district did consider using the money for digital learning equipment, but said it would only outfit four of the districtâ&#x20AC;&#x2122;s eight middle schools. The Huntsville school district, which has 23,000 students â&#x20AC;&#x201C; about 8,000 less than Montgomery â&#x20AC;&#x201C; did put laptops/iPads into all the classrooms.

It cost $4.2 million and another $2 million a year for fees, publishers, etc. â&#x20AC;&#x153;There are a lot of instructional advantages of digital (vs.) textbooks,â&#x20AC;?

Thompson said. â&#x20AC;&#x153;Itâ&#x20AC;&#x2122;s making it affordable for everyone and not just some students.

That is really an issue for us.â&#x20AC;? â&#x20AC;˘

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Montgomery Business Journal October 2012

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Montgomery-Headquartered INMED CREATES JOBS InMed Group Inc. began with a total of three employees back in 1993 at a Prattville hotel and has grown to 1,000-plus employees in two states – Alabama and Georgia.

The company and its affiliates oversee the day-to-day operations of hospitals, clinics, doctors’ offices, assisted living communities and even a medical and wellness spa. InMed not only buys distressed medical facilities and refurbishes them, but also builds health care facilities.

The company added eight facilities this year, including five assisted living communities. InMed operates assisted living facilities in such cities as Montgomery,

Daphne, Wetumpka, Huntsville, Jasper, Eufaula, Clanton and Talladega, to name some sites, as well as manages Bullock County Hospital, Crenshaw Community Hospital and Beacon Children’s Hospital.

InMed has moved its corporate office from Vaughn Road to the third floor at 1 Dexter Plaza in downtown Montgomery and about doubled its space to 15,000 square feet. This is a temporary corporate headquarters and InMed is negotiating with the City on a permanent site.

In September, the company held a job fair to hire 35 new employees – ranging from support staff, nurses, accounting, information technology, billing, marketing and management positions. •

Consolidation coming to state government State Senator Dick Brewbaker, R-Pike Road, expects to see future consolidations in state government. That does not bode well for the River Region, where 10,000-plus state workers live.

Brewbaker said that Alabama has 17 or 18 separate law enforcement entities.

It would certainly appear that consolidation is coming.

He also said that nearly every state has one agency for agriculture, forestry and conservation while Alabama has three separate agencies. “I think that banking and insurance could become one department,” he said.

“Consolidation will bring tremendous savings to the state’s General Trust Fund.” •

October 2012 Montgomery Business Journal

45

Update on accreditation The school district will be evaluated in May as part of its system-wide accreditation process.

Experts from outside the area will rate the district on instruction, teaching and learning, facilities and finances. “It really helps us look at our schools in a way that is meaningful and perhaps not looked at before,” Thompson said. “It gives you the knowledge of what you’re doing; and where you are, which I think validates to the public what we’re trying to do. It is a rigorous standard.” •

Pots of money from oil spill There are three pots of money related to the BP Gulf oil spill. There is coastal restoration money.

There is money allocated by the Restore Act, which will deal with fines imposed on BP. Bentley said all the money in that pot will go to Baldwin and Mobile counties for projects in those areas. “I will probably have to be the referee between Baldwin and Mobile counties,” he said.

Bentley said he would like to use some of that money to improve the Port of Mobile, which benefits the entire state. He said money is also needed to dredge the Alabama River and maintain it so barges can use it.

46

Montgomery Business Journal October 2012

$6.5 million shy of record The third pot will come from Alabama’s lawsuit against BP, which may be settled out of court. The governor said he does not know how much money the state would get, but … “we are planning on making them (BP) pay for what they have done; mistakes that they have made.” •

Montgomery Mayor Todd Strange said the City’s all-time record for sales tax collections was $98 million in 2008. Two years later – during the Great Recession – sales tax collections had tumbled all the way down to $84 million – a $14 million decline. This year the City is expected to end up with about $91.5 million in sales tax collections.

That is still $6.5 million shy of 2008. •

Member News

BusinessBuzz In addition to paying bills and filing claims, customers who register their policies with MyAlfa can access policy information or view their auto insurance identification cards through a secure connection on their handheld devices.

Walter Overby

ALFA INSURANCE LAUNCHES ALFA2GO SERVICE MONTGOMERY – Alfa Insurance customers can now pay bills, file claims and access policy information from the convenience of their iPhone and Android smartphones with the latest version of the Alfa2Go app.

“This version of Alfa2Go demonstrates our commitment to providing our valued customers with more convenient ways than ever to interact with Alfa,” said Walter Overby, vice president of corporate Internet and e-business for Alfa Insurance. “Customers can take advantage of the personal service they expect from us, now with the additional option of accessing important services anytime, anywhere from their smartphones.”

“The ability to view auto identification cards is especially valuable with the recent decision by the State of Alabama to accept digital images as proof of insurance,” Overby said.

“Alabama was one of the first states in the country to accept electronic identification cards for law enforcement and we believe other states will follow suit.”

In addition to these convenient new features, Alfa2Go offers a number of other tools.

Customers can set up vehicle maintenance reminders that prompt them to change the oil, rotate tires, renew license tags or renew their driver’s license.

A mapping feature, powered

by Google Maps, also helps customers locate Alfa offices, tow trucks, body shops and gas stations. Plus, customers who are members of the Alabama

Farmers Federation can access money-saving member benefits.

Alfa2Go is a free download from the Apple App Store or Android Market. Learn more about Alfa2Go at www. alfains.com/alfa2go.

Ned Sheffield

THREE ATTORNEYS NAMED TO SUPER LAWYERS’ LIST MONTGOMERY – Three attorneys with Sasser, Sefton, Brown, Tipton & Davis, P.C. were named to the 2012 edition of Alabama Super Lawyers magazine.

The Super Lawyers selection process produces a list of lawyers who attain high peer recognition, meet ethical standards and demonstrate a degree of achievement in their field.

Only 5 percent of the lawyers in the state are named by Super Lawyers. The firm’s lawyers selected are Robert E. Sasser, business litigation; Patrick L. W. Sefton, banking litigation; and Bowdy J. “Bo” Brown, bankruptcy and creditor/debtor rights.

Terry Mitchell

JACKSON THORNTON UTILITIES OPENS MISSISSIPPI OFFICE MONTGOMERY – Jackson Thornton Utilities Consultants (JTUC) announced the addition of an office in Mississippi to facilitate the continued expansion of its services throughout Mississippi, West Tennessee and Kentucky.

Brian Henson, an experienced economic and business developer, has joined the JTUC (Continued on page 48)

October 2012 Montgomery Business Journal

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BUSINESS BUZZ

(CONTINUED FROM PAGE 47)

staff and will focus his efforts on continuing to grow the firm’s utilities consulting business.

expansion opportunities,” Will Wilson, president of Jim Wilson & Associates, said in a statement.

Jackson Thornton Utilities Consultants, a division of Jackson Thornton, has provided cost of service studies, rate design, financial modeling and forecasting, strategic planning and internal control evaluation services to the utilities industry for more than 65 years. Serving electric, water/sewer, natural gas and telecommunications/broadband providers, JTUC’s newest office will be located in the growing north Jackson area of Ridgeland.

Woody Rush, the firm’s senior vice president of leasing, has developed a new tenant merchandizing plan for the 480,000-plus square-foot shopping center.

Jim Wilson & Associates is leasing and managing the site.

“We are thrilled to officially open our first Mississippi office as we have worked throughout the state for many years,” said Terry Mitchell, a Jackson Thornton principal and leader of JTUC. “The addition of Brian Henson to our group will allow us to provide even better service to our current clients and position us for even stronger growth across Mississippi and the surrounding states.”

Ned Sheffield, Jackson Thornton’s managing principal, said, “We look forward to expanding our reach in Mississippi and becoming more involved in the utility sector initially, and the health care and industrial sectors soon after. The firm has a record of proven success for clients in those niche areas and we feel we can bring real value to the market.”

JIM WILSON & ASSOCIATES DEVELOPS NEW LEASING PLAN FOR HIGH POINT TOWN CENTER MONTGOMERY – Jim Wilson & Associates will focus on adding restaurants, jewelry, gift stores and women’s and juniors’ clothing stores at High Point Town Center in Prattville.

“Patience may be the most important watch word as retail moves deliberately while the economy recovers; the consumer returns and the retail tenants once again address excellent

48

Montgomery Business Journal October 2012

“The goal is to turn up the efforts to give Prattville and the surrounding market additional retail store selection at High Point Town Center,” Rush said in a statement.

High Point Town Center, which features Belk, JCPenney, Publix and Best Buy, is adjacent to Bass Pro Shops – the company’s first location in Alabama. The project has 38 acres for future apartments or other projects as well as 12 outparcels.

Jim Wilson & Associates has developed more than 21 million square feet of retail space as well as office, real estate and hotels.

MONTGOMERY BUSINESSES SUPPORT URBAN SEED XCHANGE MONTGOMERY – Common Ground Montgomery has formed local partnerships for the Urban SEED Xchange.

Urban SEED Xchange is a relationship-based entrepreneur mentorship program that focuses on character, social and life skills development. Guardian Credit Union, Jackson Thornton, Starke Agency and Montgomery Pediatric Dentistry & Orthodontics are sponsors of the program.

“The sponsorship money helped pay for our screen printing equipment that will allow the kids to make money printing shirts,” said Dan Scott, director of Urban SEED Xchange.

“But more important than the money, these professionals are going to be involved in teaching these students invaluable business

BUSINESS BUZZ principles. We are thrilled to have these businesses on our team.”

Common Ground Montgomery is a Christian nonprofit organization committed to transforming communities by investing in urban youth.

Christopher Thomas

INMONTGOMERY MEDIA GROUP ABBREVIATES NAME MONTGOMERY – inMontgomery Media Group announced that it has begun abbreviating its name to inMMGroup.

The legal name of inMontgomery Media Group will remain unchanged. “Using the abbreviated name of inMMGroup will allow us to not confuse our customers as we expand our platform into other markets,” publisher Christopher Thomas said. “We are proud of the City of Montgomery and happy that ‘Montgomery’ is in our name.”

Currently, inMMGroup provides digital and mobile device media to Montgomery (inMontgomery. us) and Atlanta (inAtlanta.us).

Combined, the two markets make more than 4.5 million impressions. The company planned to add two more markets in September. inMontgomery Media Group (inMMGroup) manages digital publications which target 25- to 49-year-olds.

WSFA 12 NEWS ADDS DOWNTOWN STUDIO MONTGOMERY – WSFA 12 News and the City of Montgomery have entered into an agreement to deliver live television news broadcasts from the 1 Dexter Plaza.

This new venue, which overlooks Dexter Avenue and the Capitol, will take viewers downtown every day, showcasing downtown Montgomery. The working WSFA 12 News newsroom will feature a television studio with weather facilities as well as work space.

“We are proud to be a part of the revitalization of downtown Montgomery and look forward to the enhanced WSFA 12 News newscasts this downtown venue will make available to our viewers,” said Collin R. Gaston, vice president and general manager for WSFA 12 News.

“WSFA 12 News has been a

part of the Central Alabama communities for nearly 57 years and this added studio shows our dedication to the River Region and downtown Montgomery.

“Newscasts will be co-anchored from this new studio; reporters and newsmakers will also use the studio to showcase state and Montgomery stories. In addition, our team of meteorologists will be able to use the venue to present the weather. Visitors to downtown Montgomery will be able to see what is happening in the studio from street level adding a new level of excitement to Dexter Avenue.”

WSFA hoped to begin its downtown broadcasts in early October from the second floor.

The new WSFA 12 News studio will feature two studio cameras, outside cameras and cabling to the streets of downtown (Continued on page 50)

October 2012 Montgomery Business Journal

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(CONTINUED FROM PAGE 49)

Montgomery for live shots in front of the fountain and Dexter Avenue. The studio will be enclosed in glass so guests to 1 Dexter Plaza will be able to watch a live WSFA 12 News newscast.

plans and strategies, to graphic design and copywriting for radio, TV, print, outdoor, direct mail, websites, and packaging.

The company has offices in Montgomery and Atlanta.

SERVISFIRST RECEIVES NATIONAL RECOGNITION BIRMINGHAM – ServisFirst Bancshares Inc. has been listed in American Banker as the 24th Most Efficient Bank Holding Company in the country.

ServisFirst Bancshares Inc. is the only bank from Alabama to be ranked on this list. The ranking of the list’s 150 is determined by the banks’ efficiency ratio.

Advertising agency Walker360 won three awards at the Annual Telly Awards. Holding the awards (from left) are the firm’s creative director, Rob Hatfield; President/CEO Taylor Blackwell; Jennifer Foshee, marketing director; and client Heath Harrell, president/CEO of Guardian Credit Union.

WALKER360 WINS NATIONAL AWARDS MONTGOMERY– Advertising agency Walker360 won three “Tellies” at the 33rd Annual Telly Awards competition this year.

The firm won awards for television commercials for Guardian Credit Union. A third commercial won an award for TV campaign. The Telly Awards are a prestigious annual competition to recognize the nation’s best local and regional TV commercials with nearly 11,000 entries from all 50 states and numerous countries.

“We are honored to be recognized for our work,” said Walker360 Creative Director Rob Hatfield, writer and producer of the winning commercials. “But more importantly, it’s great to have a client like Guardian who recognizes that exceptional creative produces exceptional results and gives you the freedom and encouragement to do it.”

Walker360 is an advertising and printing company that offers a range of services from marketing

50

Darrell Dapprich

INDUSTRIAL SPECIALTY CO. BECOMES ISO CERTIFIED MONTGOMERY – Industrial Specialty Co. Inc. has become ISO 9001:2008 certified.

The company is a provider of precision metalworking, anodizing, military-specified painting and services to meet customer and applicable regulatory requirements.

“As a result of achieving the ISO 9001:2008 certification, we strongly feel that Industrial Specialty Co. Inc. as a company has gained in value,” said Darrell Dapprich, president of that Industrial Specialty Co. “We are both proud and grateful for the excellent teamwork displayed by our employees in making this certification a reality.

“This certification enables us to assure our current customers and also potential future customers of our capability to deliver highquality products and services.

With our goals focused on the emphasis of quality assurance and innovative production, we look forward to bringing the business to new heights in the months and years to come.”

Montgomery Business Journal October 2012

“ServisFirst is pleased to be recognized by American Banker for our efficiency,” said Tom Broughton, CEO and president of ServisFirst Bank. “Our team is very talented, as we continue to focus on our customer and the service they receive.”

ServisFirst has also been recognized by American Banker as a Standout Bank with a ranking of 28th. It is the only bank in the state to be on the list of 229 mid-tier banks ($2 billion to $10 billion in assets).

In other developments, ServisFirst Bank expanded its Birmingham corporate office with a new operations center and opened a branch in Mobile.

ServisFirst, which has more than $2.5 billion in assets, has offices in Montgomery, Huntsville, Dothan and Pensacola.

THE LOOK BOUTIQUE MOVES TO ZELDA PLACE MONTGOMERY – Aronov Realty Management announced that The Look Boutique moved to Zelda Place shopping center.

The women’s apparel and accessories retailer moved from its previous location on Fairview Avenue to Zelda Place. The Look Boutique will join Publix Super Market, seven restaurants and a variety of specialty shops at the 130,882-square-foot shopping

center. The Look Boutique at Zelda Place is located between Born Children’s Boutique and California Yogurt Kraze.

“We are excited to bring The Look, one of the city’s most popular women’s boutiques, to Zelda Place,” said Beau Young, leasing representative for Aronov Realty Management Inc. “Their great new store will continue to round-out the merchant mix we seek for Zelda Place, providing the best of every retail category and a convenient and exciting shopping experience.”

Zelda Place shopping center is developed, managed and leased

by Aronov Realty Management, the largest privately-owned, fully diversified real estate company in the Southeast.

AUM WELLNESS CENTER OPENS ON FIRST DAY OF CLASSES MONTGOMERY – Auburn University at Montgomery kicked off its fall semester by opening the doors to its Wellness Center on the first day of classes.

The 73,500-square-foot, $20.6 million facility is the first building on campus dedicated to student wellness and recreation and houses the Department of Physical Education and Exercise Science, including classroom space. It is also home to the AUM intramurals program and Human Performance Lab. The center’s amenities and features include: weight room; cardio/aerobics room; multipurpose activity room; pool/aquatic center, including a lap pool and vortex pool; rock climbing wall (22-feet tall); indoor track (one-eighth of a mile); recreational basketball courts (with volleyball, badminton and pickleball);

BUSINESS BUZZ outdoor beach volleyball court; exercise garden; locker rooms; and healthy snack bar.

More than 30,000 people attended the 19th annual Buckmasters Expo at the Renaissance Montgomery Hotel & Spa at the Convention Center.

BUCKMASTERS EXPO ATTRACTS 30,000-PLUS MONTGOMERY â&#x20AC;&#x201C; The 19th annual Buckmasters Expo attracted 30,000plus visitors, more than 300 vendors and collected 60,000 pounds of canned goods.

â&#x20AC;&#x153;Despite the still-ailing economy and Alabamaâ&#x20AC;&#x2122;s legendary humidity, deer hunters again came out in force to jumpstart their seasons,â&#x20AC;? Buckmasters founder Jackie Bushman said in a statement. â&#x20AC;&#x153;Even Gov. Robert Bentley and his family came on two days, which was a delightful surprise to everyone. He visited because heâ&#x20AC;&#x2122;s an outdoorsman, just like the rest of us.â&#x20AC;?

The admission price was one can of food and all those cans will generate about 120,000 meals.

Those meals will be provided by the Salvation Army and First Baptist Church of Montgomeryâ&#x20AC;&#x2122;s Caring Center program. â&#x20AC;&#x153;Food is such a basic need,â&#x20AC;? said Salvation Army Capt. Mark Gilliam. â&#x20AC;&#x153;We are so grateful to Buckmasters and the generous support of hunters for making it possible for The Salvation Army to meet this need.â&#x20AC;?

The three-day event at the Montgomery Renaissance Hotel & Spa at the Convention Center featured the Top Bow Indoor World Championship as well as stars of the History Channelâ&#x20AC;&#x2122;s â&#x20AC;&#x153;Swamp Peopleâ&#x20AC;? and a concert

by Clay Walker. There was also a game area for children and dock dogs competition.

apply to perform each year as part of Disney Performing Arts at both the Disneyland and the Walt Disney World resorts.

Millions of performers have participated during the 25-plus year history of the program.

The Buckmasters Expo is scheduled next year for Aug. 16-18.

FRAZER UNITED METHODIST CHURCH MEMBERS PERFORM AT DOWNTOWN DISNEY MONTGOMERY â&#x20AC;&#x201C; The Frazer United Methodist Churchâ&#x20AC;&#x2122;s Youth Worship Arts members participated in a Disney Performing Arts Program at Walt Disney World Resort in Florida.

Dance groups, choirs, ensembles and marching bands worldwide

Dana G. Taunton

BEASLEY ALLEN SHAREHOLDER NAMED TO PRESTIGIOUS GUIDE MONTGOMERY â&#x20AC;&#x201C; Dana G. Taunton, a shareholder with (Continued on page 52)

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October 2012 Montgomery Business Journal

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BUSINESS BUZZ

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Beasley, Allen, Crow, Methvin, Portis & Miles, P.C., has been selected for the 2013 edition of Benchmark Appellate.

Benchmark publishes a series of reference guides that recognize the top U.S. litigation firms and their attorneys in a variety of disciplines each year.

Taunton received her law degree in 1993 from the University of Alabama. Prior to joining Beasley Allen in 1998, she worked for a prominent defense firm and had a brief stint with the State of Alabama Attorney General’s office.

Since joining the firm, she has handled complex business and commercial litigation, products liability and personal injury litigation. Currently, she focuses her practice in the areas of product liability and personal injury.

WALK-A-THON RAISES $85,000PLUS FOR KIDNEY PATIENTS MONTGOMERY – More than 400 participated in the Alabama Kidney Foundation’s 25th annual “Make a Difference…One Step at a Time” Walk-a-Thon.

The event raised more than $85,000 for Alabama’s kidney patients in need. The walk-a-thon featured a continental breakfast, small lunch and awards ceremony. In addition, there was a silent and live auction, as well as a children’s activities area which featured face painting, games and DJ@Large. Jackson Thornton also hosted its second annual Bocce Ball Tournament in conjunction with the walk.

“Kidney disease is rampant in Alabama, particularly among African-Americans, with Alabama ranking fifth in the nation for the occurrence,” said Amy Godsoe, regional director of the

52

Alabama Kidney Foundation.

“Over 400,000 Alabamians suffer from kidney disease and many of these patients live at or below the poverty level due to the devastating effects of this chronic illness.

Money raised at the walk-a-thon helps fund the foundation’s three programs, all provided free-of-charge to Alabama’s kidney patients in need: financial assistance, education and support services.

W. Alan Worrell

SYNOVUS FAMILY ASSET MANAGEMENT NAMED TO TOP 50 LIST MONTGOMERY – The Synovus Family Asset Management (FAM) has been selected by Bloomberg Markets magazine as one of “The Top 50 Family Offices.”

The list appeared in the September issue of the magazine. A Synovus Family Asset Management office is located at the Carmichael Road location of Sterling Bank, a division of Synovus Bank.

The list was compiled through research by the Bloomberg Rankings team and via a survey of more than 1,000 firms worldwide, using a database obtained from the Portland, Oregon-based Family Offices Group. Bloomberg ranked the top 50 by assets under advisement, which includes wealth directly managed by family

Montgomery Business Journal October 2012

offices and funds outsourced to money-management firms.

Sterling Bank also announced a prepaid Synovus Connections Card at all Synovus Bank divisions across the company’s five-state footprint. Synovus Bank developed the card as a payment alternative to a traditional checking account.

The Synovus Connections Card works like a check card, but there is no checking account or credit check required.

The Synovus Connections Card allows customers to get cash at the ATM, make purchases most everywhere Visa debit cards are accepted, get cash back at point of sale, and make purchases online or over the phone. The card can be reloaded with no fee at any Synovus Bank division branch with cash and through direct deposit.

“We are excited to bring this new payment option to our customers because it gives them a prepaid card they can use for a wide variety of purposes,” said W. Alan Worrell, president and CEO of Sterling Bank. “Our card is a great alternative to a checking account, is easy to load, and offers all the conveniences our customers expect.”

Sterling Bank, a division of Synovus Bank, operates four branches in the Montgomery and Prattville markets.

Synovus is a financial services company with $27 billion in assets based in Columbus, Georgia.

18 BEASLEY ALLEN ATTORNEYS NAMED TO 2013 EDITION OF BEST LAWYERS MONTGOMERY – Eighteen Beasley Allen attorneys were named to the 2013 edition of Best Lawyers in America.

Best Lawyers is the oldest and most respected peerreview publication in the legal profession, and appears as the exclusive lawyer list on U.S. News & World Report website www.USNews.com.

Included on the list are the firm’s founding shareholder Jere L. Beasley as well as shareholders J. Greg Allen, Thomas J. Methvin, J. Cole Portis, W. Daniel “Dee” Miles III, Michael J. Crow, Andy D. Birchfield Jr., Rhon E. Jones, Roman A. Shaul, P. Leigh O’Dell, Julia Anne Beasley, LaBarron N. Boone and R. Graham Esdale Jr., David B. Byrne, W. Roger Smith III, C. Gibson Vance, William E. Hopkins Jr. and Benjamin E. Baker Jr. Best Lawyers is based on a peerreview survey in which leading attorneys cast almost 4.4 million votes on the legal abilities of other lawyers in their practice areas.

Scott Bell

BELL MEDIA ADDS FIVE DIGITAL BILLBOARDS MONTGOMERY – Bell Media has taken over the operations of Vintage Media and is adding five digital billboards in the River Region. Those five billboards are located in east Montgomery, Millbrook and Wetumpka.

“We decided to seek growth through this transaction due to the quality billboard locations developed by Vintage Media,” said Bell Media President Scott Bell. “We believe that

BUSINESS BUZZ the addition of these billboard locations will allow us to provide greater reach and frequency with our media products and offer customers the ability to make Bell Media their one-stop out-of-home media provider in the Montgomery metro area.”

Bell Media is a diversified media company formed in 2007.

Dr. Joseph Dean (left) presents Charles C. Thomas with the Alabama Healthcare Hall of Fame Certificate of Recognition.

MONTGOMERY PHARMACIST INDUCTED INTO ALABAMA HEALTHCARE HALL OF FAME MONTGOMERY – Montgomery pharmacist Charles C. Thomas was among 12 health care professionals inducted into the Alabama Healthcare Hall of Fame.

Thomas was recognized for his work in and advocacy for the pharmacy profession.

Prior to working for the Alabama Department of Public Health, Thomas had a 35-year career in the practice of community pharmacy and owned a local pharmacy in Huntsville.

While a student at Auburn University, Thomas founded Phi Lambda Sigma, the national pharmacy leadership society.

Today, the society has chapters in 98 colleges and schools of pharmacy and continues his vision of supporting leader development and recognizing

leadership talent in student pharmacists and practitioners.

Thomas is a past president of the Alabama Pharmacy Association, Alabama State Board of Pharmacy and Auburn University School of Pharmacy Alumni Association.

Doctor of Business Administration Program

The Alabama Healthcare Hall of Fame was founded in 1997.

TAKE YOUR CAREER TO THE TOP Kathy Gunter

AUM CONTINUING EDUCATION OFFERS NEW Health care TRAINING PROGRAMS MONTGOMERY – As the demand for skilled health care workers continues to grow, Auburn University at Montgomery’s Division of Continuing Education has partnered with Boston Reed College to offer certificate programs for those wishing to start a new career in the health care industry.

Designed to meet the needs of the local community, short-term programs are offered in the following fields: clinical medical assisting, certified phlebotomy technician and pharmacy technician certification.

“We take great pride in offering access to affordable training that can lead to sustainable job opportunities in the health care industry,” said Kathy Gunter, senior director of AUM Continuing Education. “It is estimated that 20 percent of

Continue working full-time while pursuing the highest level of business education with the Doctor of Business Administration degree from the University of South Alabama’s Mitchell College of Business. The Mitchell DBA program includes concentrations in management and marketing and provides all of the tools and skillsets necessary for graduates to pursue careers in academia, consulting or industry. Coursework will cover such disciplines and topics as entrepreneurship, strategic marketing, statistics, business ethics and corporate social responsibility, organizational behavior, strategic management, and consumer behavior. Mitchell DBA faculty are widely published in these areas and will work closely with DBA students to bring their own research interests to publication.

THREE -YEAR FORMAT Doctoral students are admitted each spring with classes beginning in May. The program is designed to allow all requirements to be completed in 36 months.

EXTENDED WEEKEND CLASSES

Courses will meet during Friday, Saturday and half-day Sunday sessions held 11 times per year during the first two years of the program and 6 to 8 times per year during Year 3 of the program. Each session will include pre-session preparation activities and will be followed by post-session assignments which may be submitted electronically.

To learn more about the Doctor of Business Administration Program, visit www.southalabama.edu/dba or contact Dr. John E. Gamble, Director of Graduate Studies, at 251.460.6180

(Continued on page 54)

MCOB_18486_2012_Doctoral_Print_Ad_3-58x10.indd 1

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BUSINESS BUZZ

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Boston Reed College, which specializes in health care education, will provide all instruction and materials.

Courses will be held at AUM’s Center for Lifelong Learning located at 75 TechnaCenter Drive.

Program fees are: clinical medical assistant, $2,695; pharmacy technician certification, $1,299; and phlebotomy technician, $2,825. The fees include registration, textbooks, classroom materials and externships fees. Financing and scholarships are available.

development, pass a stringent examination in association management and pledge to uphold a code of ethics.

Currently, 3,900 individuals hold the CAE credential, representing fewer than 5 percent of all association professionals. •

development and regulatory affairs. She is a member of the National Association of Boards of Examiners of Nursing Home Administrators. She received both a master’s degree in public administration and a bachelor’s degree in business administration from Auburn University at Montgomery.

new jobs through 2014 will be in the medical industry, and the majority of these positions will be filled by individuals with four years or less of training.”

Katrina Magdon

ALABAMA NURSING HOME ASSOCIATION EXECUTIVE RECEIVES PRESTIGIOUS CREDENTIAL

To submit your business news for publication, email a press release to editor@montgomerychamber.com.

Montgomery Area Chamber of Commerce Members only.

“Our association is proud of Katrina for earning the Certified Association Executive credential,” ANHA President Eddie Jackson said.

MONTGOMERY – The Alabama Nursing Home Association (ANHA) announced that Katrina Magdon has earned the certified association executive (CAE) credential.

The CAE is the highest professional credential in the association industry. To receive the credential, an applicant must have a minimum of three years experience in nonprofit organization management, complete a minimum of 100 hours of specialized professional

Magdon, who has been employed by ANHA since 1987, is the director of professional

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Montgomery Business Journal October 2012

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Members on the Move HARE JOINS WSFA 12 NEWS

Ken Hare

MONTGOMERY – Former Montgomery Advertiser Editorial Page Editor Ken Hare has joined WSFA 12 News.

He will supply content to wsfa.com, covering statewide issues and will also serve as a political analyst assisting in election coverage as well as coverage of the Alabama Legislature.

“I am excited to have Ken join our newsroom; he brings so much expertise and knowledge,” said Scott Duff, news director for WSFA 12 News. “Ken will be a true asset, bringing perspective to critical issues for our viewers and readers on all of our platforms.”

Hare, who spent 28 years as the Advertiser’s editorial page editor, is a native of Anderson, South Carolina. He graduated from the University of South Carolina with a degree in journalism. He worked as a state government reporter and metro editor for The State newspaper in Columbia, S.C.; was editor of the Myrtle Beach Sun News; special assignments reporter, state editor, city editor and assistant managing editor of the Greenville News in S.C.; as well as managing editor of the Montgomery Advertiser.

He has taught journalism courses at Coastal Carolina College, University of South Carolina, USC-Spartanburg, Alabama State University, Huntingdon College and Auburn University Montgomery.

“It is an honor to become a part of WSFA 12 News, especially because of the news team’s impressive history of serving central and south Alabama,” Hare said. “I’ve worked with many of WSFA’s journalists in the past and know how dedicated and professional they are.”

RAINES MADE ASSOCIATE IN PAYNE LEE FIRM MONTGOMERY – Johnny B. Raines III has been named an associate in the firm of Payne Lee & Associates Architects.

Raines has been with the firm since 2006 and has served as project manager on several of the firm’s school, church and government

projects and was part of the design team for the new $37.6 million Opelika High School currently under construction.

She originally joined the firm as a law clerk in 2010 while attending Jones School of Law. MONTGOMERY EYE HIRES PRIMARY CARE OPTOMETRIST

He is a Tuskegee University graduate of the School of Architecture.

HOSPICE OF MONTGOMERY NAMES DEVELOPMENT DIRECTOR MONTGOMERY – Summer Williams has joined Hospice Summer Williams of Montgomery as director of development.

Williams will oversee special events, grant writing, marketing and community outreach.

She brings 12 years of nonprofit experience in development and marketing. Prior to joining the Hospice staff, she lived in Atlanta and worked at Piedmont Park Conservancy as the major gifts manager.

Her past fundraising experience includes United Way of Greater Chattanooga’s $12 million annual campaign. She holds two undergraduate degrees from the University of Tennessee in communication and Spanish.

The first hospice in Alabama, Hospice of Montgomery, was formed in 1976 and is the only freestanding, nonprofit hospice serving the River Region and funded in part by River Region United Way. MCPHILLIPS SHINBAUM LAW FIRM ADDS ASSOCIATE ATTORNEY

LaKeesha Griffin

MONTGOMERY – LaKeesha Griffin has joined the law firm of McPhillips Shinbaum, LLP, as an

associate attorney.

Griffin, who attended Samford University and received a master’s degree in public administration from Walden University in Baltimore, will practice in the areas of employment, criminal defense and civil rights.

She graduated from Faulkner University’s Jones School of Law.

MONTGOMERY – Dr. E. “Geno” Sisneros Jr. has joined the practice of E. “Geno” Sisneros Jr. Montgomery Eye and will be seeing patients as a primary care optometrist with a specialty in contact lenses.

Born and raised in Niceville, Florida, Sisneros graduated from Troy University in 1997 with a bachelor’s degree in biology/physical science.

In 2002, he graduated from the University of Alabama at Birmingham School of Optometry.

After practicing as an optometrist and working as a tennis professional and high school tennis coach in Minneapolis for two years, Sisneros returned to Alabama in 2004.

Montgomery Eye, which was founded in 1945, offers cataract surgery, corneal transplants, DSAEK, glaucoma management, blepharoplasty, refractive lensectomy, diabetic eye care, glaucoma care, and routine vision care, including contact lenses and glasses.

DOCTORS HEARING CLINIC WELCOMES NEW DOCTOR

Katie Slade

MONTGOMERY – Dr. Katie Slade has joined Doctors Hearing Clinic, it was recently announced.

Slade is a board-certified doctor of audiology with certification issued by the American Board of Audiology (ABA). She joins the Doctors Hearing Clinic staff from Newnan, Georgia, where she served for several years as a clinical audiologist for a large ear, nose and throat practice.

Slade received a bachelor’s degree in communication from Auburn University in 2004. She also received her doctor of audiology degree from Auburn in 2008.

(CONTINUED ON PAGE 56)

October 2012 Montgomery Business Journal

55

(CONTINUED FROM PAGE 55)

“I am thrilled to be returning to Alabama, and looking forward to serving those with hearing health care needs in Montgomery, Opelika, and the surrounding communities,” Slade said.

Doctors Hearing Clinic CEO Bettie Borton said, “We are very happy to welcome Dr. Slade to the Doctors Hearing Clinic team. We know she will be a tremendous asset to our practice, as well as the community at large. “ CHAMBLESS KING ANNOUNCES HIRE

Shelley Blackburn

MONTGOMERY – Chambless King Architects recently announced the addition of Shelley Blackburn to its

interior design division.

A native of Montgomery, Blackburn received a bachelor’s degree in interior design from Auburn University in 2006. After graduation, she worked for an architectural firm in Montgomery, where she developed her skills in design, management and creative solutions for clients. In 2008, Blackburn accepted a position with an architecture firm in Baltimore.

“We are extremely excited to have Shelley join our collaborative team of architects and interior designers,” said Stephen King, principal of Chambless King Architects. “Her creative design skills will be a great asset to our clients.”

Chambless King Architects is a multifaceted architectural firm that offers a variety of services related to architecture, interior design, project management, master planning/urban planning, programming and cost management.

MOORE ELECTED VICE PRESIDENT AT ALABAMA POWER BIRMINGHAM – The Alabama Power board of directors elected Scott Moore Scott Moore vice president with responsibility for transmission.

Moore comes to Alabama Power from Gulf Power, where he was general manager for Power Delivery. Moore oversaw 480 employees who work on the company’s electrical system in Northwest Florida.

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Montgomery Business Journal October 2012

Moore’s department handled nearly 10,000 miles of transmission and distribution lines that provide electricity to more than 400,000 Gulf Power customers.

“Scott’s successful leadership at Gulf Power and his focus on safety and reliability have prepared him well for his new position at Alabama Power,” said Charles McCrary, president and CEO of Alabama Power.

Moore succeeds Richard J. Mandes Jr., who has accepted an assignment to lead the development of a technology integration strategy for Southern Co. Transmission.

Moore has roots at Alabama Power. He worked at the company in 1988 as a coop student from the University of Alabama.

After receiving his degree in 1993, he worked as an engineer in Alabama Power’s Engineer in Training program in the Mobile Division Office.

Westbrook’s primary focus is in the firm’s consulting division, although he provides attestation and tax services to clients in various industries as well. He graduated from Auburn University Montgomery and joined Aldridge, Borden in 1996.

Blake, who graduated from Auburn University and joined the firm in 2004, provides both attestation and tax services in a wide range of industries.

Savoie practices in the firm’s attestation division. He is an Auburn University graduate and joined Aldridge, Borden in 2006.

UAB HEALTH CENTER MONTGOMERY NAMES PROGRAM DIRECTOR

He was promoted to engineering supervisor in 1999. Moore held jobs of increasing responsibility in Mobile, Enterprise, Montgomery and Eufaula before joining Gulf Power in June 2009.

MONTGOMERY – The UAB Health Center Montgomery Jewell H. Halanych announced that Dr. Jewell H. Halanych was appointed program director of the Internal Medicine Residency Program.

In addition to a bachelor’s degree in electrical engineering, Moore received a master’s degree in business administration from the University of Alabama.

Halanych has been a member of the faculty in Montgomery since 2003 while also holding an appointment in the Division of Preventive Medicine at the main campus.

ALDRIDGE, BORDEN & CO. PROMOTES FOUR

Jason Westbrook

MONTGOMERY – Scott Grier and Jason Westbrook have been promoted to principals at the accounting firm of Aldridge, Borden & Co., P.C.

The firm also promoted Wes Blake and Corey Savoie to managers. All four are certified public accountants. Grier Scott Grier practices in the firm’s attestation division. His specialty is the construction industry, where he manages engagements of closely held contractors of various sizes. He also assists contractors with licensing and prequalification with multiple states in the Southeast. Grier graduated from Auburn University Montgomery and began his career with Aldridge, Borden & Co. in 1998.

After graduating from the University of Texas with a bachelor’s degree in zoology, she received her medical degree from the University of Texas Southwestern Medical School. Halanych then completed an internal medicine residency at Brown University School of Medicine in Providence, Rhode Island. While completing both a General Internal Medicine Fellowship and a Clinical Research Training Fellowship (CREST) at Boston University Medical Center, she also received a master’s degree from Boston University School of Public Health in 2003.

While at UAB, Halanych has served as an associate scientist of the UAB Minority Health & Research Center; as a scientist with the UAB Center for Outcomes and Effectiveness Research and Education; and as an investigator at the Deep South Center on Effectiveness at the Birmingham VA Medical Center.

At the UAB Health Center Montgomery, Halanych has been the chair of the Resident Evaluation Committee and a member of the Curriculum and the Residency Executive committees. •

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October 2012 Montgomery Business Journal

57

New Members Apartments Saddleback Ridge Apartments Donna Chumley 135 Hambleton Road Montgomery, AL 36117 334-244-6832

Architects Sims Architectural Studio, Inc. Robert J. Sims 2318 2nd Avenue South Birmingham, AL 35233 205-326-0727

Associations/ Non-Profit Accion Alabama Lisa Riley 1 55th Place South Birmingham, AL 35212 205-266-9639 Ext 1850 Hemophilia and Bleeding Disorders of Alabama, Inc. Vicki Jackson 151 Market Place Montgomery, AL 36117 334-277-9446

Attractions-Parks & Gardens Jasmine Hill Gardens & Outdoor Museum Jim Inscoe 3001 Jasmine Hill Road Wetumpka, AL 36093 334-263-5713

Automobile Repair Services Firestone Complete Auto Care Tommy Gibson 7035 EastChase Parkway Montgomery, AL 36117 334-244-1576

Banks PNC Bank Lina Bradley 5375 Atlanta Highway Montgomery, AL 36109 334-240-8629

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PNC Bank Shakesi Morris 2710 Taylor Road Montgomery, AL 36117 334-240-8463 PNC Bank Michael Heacock 1465 Eastern Boulevard Montgomery, AL 36117 334-240-8462

Call Center Conference America, Inc. Curt Brown 7079 University Court Montgomery, AL 36117 334-260-9999

Catering Services Montgomery Multiplex Catering, LLC Richard Younger 8228 Old Federal Road Montgomery, AL 36117 334-462-6546

Churches/Ministries Maggie Street Missionary Baptist Church & Dream Center Ezekiel Pettway 642 Maggie Street Montgomery, AL 36106 334-263-3215

Clothing & Accessories-Online High Maintenance Robyn Rowan 2431 E Meadow Ridge Lane Montgomery, AL 36117 334-233-4420

Colleges & Universities Mitchell College of Business Carl Moore 5811 USA Drive, S. Rm 133 Mobile, AL 36688 251-460-7907

Montgomery Business Journal October 2012

Engineers-Electrical

Real Estate-Rental

Borden & Morris Consulting Engineers D S. Borden 903 South Perry Street Montgomery, AL 36104 334-269-0329

Z H Properties Catese Chaffee 1985 Bell Street Montgomery, AL 36104 334-517-1381

Health Care Services InMed Group, Inc. Anna Bern P.O. Box 5017 Montgomery, AL 36103 334-386-0343 Medtek Systems Donna Weaver 3365 Skyway Drive, Suite 100 Auburn, AL 36830 334-539-1700

Outdoor Supplies/ Apparel Alabama Outdoors Tyler Smelley 7917 Vaughn Road Montgomery, AL 36116 334-980-3303

PhysicansDermatology Steven L. Mackey, M.D. Steven L. Mackey 1722 Pine Street, Suite 400 Montgomery, AL 36106 334-263-1400

PhysiciansPlastic Surgery River Region Facial Plastics Michael Bowman 11253 Chantilly Parkway Court Montgomery, AL 36117 334-270-2003 Tissue Restorative Technology, LLC Debra A. Chiarella 509 Cloverdale Road-Unit 101 Montgomery, AL 36106 334-649-0621

Restaurants Chicken Salad Chick Justin Boyd 3070 Zelda Road Montgomery, AL 36016 706-264-1799 Five Guys Burgers and Fries Julie Starling 3078 Zelda Road Montgomery, AL 36106 334-356-3483

Restaurants-Bar/Grill Mugshots Grill & Bar Bobby M. Garner 7971 Vaughn Road Montgomery, AL 36116 334-277-1682 Railyard Brewing Company Richard Younger 12 West Jefferson Street Montgomery, AL 36104 334-262-0080

RestaurantsMediterranean Tazikiâ&#x20AC;&#x2122;s Mediterranean Cafe Jason Parkman 2560 Berryhill Road Montgomery, AL 36117 334-409-3085

Tutoring Services Mathnasium Learning Center Monica Virgil 3457 Malcolm Drive Montgomery, AL 36116 334-356-1570

Water-Bottled Autauga Water Bottling, Inc. Harry Walker P.O. Box 39 Autaugaville, AL 36003 334-218-3228

RIBBON CUTTINGS & GROUND BREAKINGS

HERE WE GROW AGAIN

Steak Out 3271 Malcolm Drive Montgomery, AL 36116 334-270-0747 David Gabel-Owner, Pete Hayes-Owner Restaurants-Delivery

Alabama Computer Associates 3201 Bell Road Montgomery, AL 36116 334-244-2929 Bob Lloyd-Owner Computers-Sales/Services/Supplies

BodyTrac Health & Fitness 6538 B Atlanta Highway Montgomery, AL 36117 334-356-6654 bodytracfitness.com Chase Holmberg-Owner/Manager Fitness Center/Gym

Montgomery County Republican Executive Committee 2810-V Vaughn Road Montgomery, AL 36116 334-271-7454 www.montgomerygop.net Pat Wilson-Chairman Political Organization

Kumon Math & Reading Center of Montgomery-Central 1655 Perry Hill Road Montgomery, AL 36106 334-279-1400 kumon.com/montgomery-central Diven Patel-Owner/Instructor Tutoring Services

Women of Hope 5523 C Wares Ferry Road Montgomery, AL 36117 334-279-9890 thewomenofhope.com Maria Ashmore-President Associations/Non-Profit

Five Guys Burgers and Fries 3078 Zelda Road Montgomery, AL 36106 334-356-3483 www.fiveguys.com Cam Ortiz-Manager Restaurants

October 2012 Montgomery Business Journal

59

Economic Intel Unemployment Data Civilian Labor Force July p 2012

Area Montgomery MA

July p 2012

June r 2012

July r 2011

171,728

172,604

8.90%

8.90%

9.40%

25,840

25,908

26,045

7.60%

7.70%

8.30%

Prattville City Elmore County Lowndes County

16,319

16,334

16,403

6.70%

6.60%

7.20%

35,763

35,786

36,019

8.20%

8.10%

8.80%

4,365

4,351

4,432

16.70%

16.30%

18.00%

105,560

105,682

106,108

9.10%

9.10%

9.60%

Montgomery City Birmingham-Hoover MA

Unemployment Rate July r 2011

171,527

Autauga County

Montgomery County

June r 2012

94,939

95,112

95,458

9.00%

9.00%

9.50%

525,881

527,913

533,632

7.90%

7.90%

8.80% 11.80%

90,346

90,580

92,079

10.60%

10.50%

Huntsville MA

Birmingham City

210,373

211,536

213,872

7.70%

7.60%

8.10%

Huntsville City

90,565

91,050

92,044

8.00%

7.90%

8.30%

193,512

193,370

194,553

10.10%

10.00%

10.70%

90,332

90,419

91,088

10.40%

10.40%

11.30%

Mobile MA Mobile City Alabama United States

2,175,298

2,187,249

2,201,024

9.00%

8.80%

9.60%

156,526,000

156,385,000

154,812,000

8.60%

8.40%

9.30%

MA=Metropolitan Area. pPreliminary rRevised Estimates prepared by the Alabama Department of Industrial Relations in Cooperation with the Bureau of Labor Statistics, based on 2011 benchmark.

Sales Tax Collections AUGUST 2012

AUGUST 2011

Montgomery County

$3,126,173

$2,990,215

City of Montgomery

$7,479,663

$7,108,313

$147,197

$134,889

Pike Road Autauga County

Year over Year % Change

YTD 2011

4.55%

$26,505,909

$25,746,715

5.22%

$62,447,167

$60,603,872

3.04%

9.12%

$1,242,402

$1,057,046

17.54%

2.95%

$570,806

$562,139

1.54%

$4,937,347

$4,799,506

2.87%

$1,463,424

$1,497,802

-2.30%

$13,101,996

$10,935,236

19.81%

Elmore County

$773,585

$419,804

84.27%

$4,467,470

$3,433,729

30.11%

Wetumpka

$450,234

$456,703

-1.42%

$3,811,667

$3,665,960

3.97%

Prattville

Sources: Montgomery County Commission, City of Montgomery, City of Pike Road, Autauga County Commission, City of Prattville, Elmore County Commission, City of Wetumpka, City of Millbrook Note: YTD numbers are January 2010 thru current month.

60

Year over Year % Change

YTD 2012

Montgomery Business Journal October 2012

Montgomery Regional Airport AUGUST 2012

AUGUST 2011

Year over Year % Change

YTD 2012

YTD 2011

Year over Year % Change

Air Carrier Operations

1,067

965

10.6%

7,901

7,776

1.6%

Total Operations

5,711

5,501

3.8%

44,132

42,581

3.6%

Enplanements

15,964

16,124

-1.0%

122,665

121,680

1.0%

Deplanements

16,789

16,552

1.4%

123,855

121,012

2.4%

Total Passengers

32,753

32,676

0.2%

246,520

242,692

1.6%

Source: Montgomery Regional Airport (MGM) Dannelly Field

Airline Fares

Hyundai Sales

Roundtrip airfare comparisons from Montgomery, Birmingham and Atlanta airports to key destinations.

VEHICLE

AUG 2012

AUF 2011

YTD 2012

YTD 2011

Accent

5,398

5,289

47,125

36,245

Montgomery

Birmingham

Atlanta

Sonata

19,264

20,682

158,014

156,580

$406

$180

$278

Elantra

17,989

15,054

134,270

133,536

Boston (BOS)

$410

$332

$284

Santa Fe

4,524

8,828

43,583

51,768

Charlotte, NC (CLT)

$218

$209

$148

Azera

959

89

5,102

1,328

Chicago (ORD)

$324

$206

$249

Tucson

5,376

4,156

33,271

31,172

Cincinnati (CVG)

$366

$359

$299

Veloster

3,708

N/A

25,318

N/A

Dallas/Ft Worth (QDF)

$371

$332

$192

Veracruz

963

857

6,116

6,019

Denver (DEN)

$279

$352

$198

Genesis

2,262

3,253

24,347

22,224

Detroit (DTW)

$406

$357

$269

Equus

Houston (HOU)

$378

$356

$326

Total

Indianapolis (IND)

$386

$359

$290

Las Vegas (LAS)

$450

$312

$352

Destination Baltimore (BWI)

Los Angeles (LAX)

$373

$325

$310

Memphis (MEM)

$429

$347

$262

Miami (MIA)

$389

$337

$318

Nashville (BNA)

$376

$151

$373

New Orleans (MSY)

$367

$178

$220

New York (JFK)

$400

$282

$238

Orlando (MCO)

$279

$178

$224

Philadelphia (PHL)

$406

$282

$362

Pittsburgh (PIT)

$386

$319

$268

St Louis (STL)

$289

$178

$294

Seattle (SEA)

$397

$371

$296

Seoul, Korea (SEL)

$1,622

$1,187

$1,357

Tampa (TPA)

$373

$178

$293

Washington DC (DCA)

$386

$212

$274

296

297

2,643

1,991

61,099

58,505

479,789

440,863

Source: Hyundai Motor America

Date of travel: Oct. 16-22, 2012. Date of pricing: Sept. 9, 2012. Source: travelocity.com

Montgomery Metro Market Home Sales JULY 2012

JUNE 2012

Month/Month % Change

JULY 2011

Year/Year Change

%

Statewide JULY 2012

Median Price

$134,500

$130,765

2.86%

$138,900

-3.17%

$125,353

Average Price

$144,862

$149,082

-2.83%

$156,456

-7.41%

$147,804

2,862

2,920

-1.99%

3,006

-4.79%

34,301

Months of Supply

Units Listed

9.2

9.4

-2.13%

10.7

-14.02%

9.5

Total # Sales

310

311

-0.32%

280

10.71%

3,602

Days on Market

87

97

-10.31%

96

-9.38%

158

Source: Alabama Center for Real Estate (ACRE), The University of Alabama

October 2012 Montgomery Business Journal

61

Building Starts Building Permits JULY 2012

Building Valuations

JUNE 2012

JULY 2011

JULY 2012

JUNE 2012

JULY 2011

New Construction

34

34

19

$3,567,000

$1,878,800

$4,685,600

Additions and Alterations

57

83

81

$2,698,400

$3,297,200

$20,710,200

Others

31

33

18

$360,200

$339,200

$301,200

Total

122

150

118

$6,625,600

$5,515,200

$25,697,000

Source: City of Montgomery Building Department

Quarterly Reports QUARTERLY REVENUES

NET INCOME

EARNINGS PER SHARE

EARNINGS ESTIMATE

YEAR-AGO REVENUES

YEAR-AGO NET INCOME

Advance Auto Parts

$1.5B

$99.6M

$1.34

$1.40

$1.5B

$113.1M

Dillard’s

$1.5B

$31M

$0.63

$0.49

$1.4B

$17.6M

Profit jumped 76%

Kohl’s

$4.2B

$240M

$1.00

$0.96

$4.2B

$299M

Profit fell nearly 20%

Brinker International

$728.4M

$47M

$0.61

$0.58

$717.5M

$41.9M

Chili’s comparable sales rose 2.2%

Red Robin Gourmet Burgers

$223.7M

$7.7M

$0.52

$0.50

$215.8M

$6.9M

Revenue increased 3.3%

Wendy’s

$645.9M

(-$5.5M)

(-$0.01)

N/A

$622.5M

$11.3M

Sales at restaurants opened at least 15 months up 3.2%

$3.6B

$243M

$0.49

$0.48

$3.4B

$189M

Profit jumped 29% Revenue declined nearly 23%

NAME

(Chili’s)

Gap (Old Navy,

Banana Republic)

JC Penney

Profit declined about 12%

$3B

(-$147M)

(-$0.67)

(-$0.26)

$3.9B

$14M

Cato

$231.5M

$17.3M

$0.59

$0.57

$234.1M

$18.1M

Wal-Mart

$114.3B

$4B

$1.19

$1.17

$109.4B

$3.8B

GameStop

$1.6B

$21M

$0.16

$0.16

$1.7B

$30.9M

Profit declined 32%

Ross Stores

$2.3B

$182M

$0.81

$0.81

$2.1B

$148.3M

Revenue at stores opened at least 1 year increased 7% Sales fell 6.6%

Sales at stores opened at least 1 year fell 3% International sales rose 6.4% to $32B

Sears Holdings

$9.5B

(-$132M)

(-$1.25)

N/A

$10.1B

(-$146M)

PetSmart

$1.6B

$78.5M

$0.71

$0.65

$1.5B

$61.2M

Sales increased almost 9%

Dollar Tree

$1.7B

$119.2M

$0.51

$0.47

$1.5B

$94.9M

Profit surged almost 26%

Home Depot

$20.6B

$1.5B

$1.01

$0.97

$20.2B

$1.4B

Dick’s Sporting Goods

$1.4B

$53.7M

$0.65

$0.63

$1.3B

$73.8M

Sales rose 10%

$485.3M

$71,000

$0.00

$0.00

$468.2M

$2.9M

Revenue rose 4%

Aeropostale Foot Locker

$900-plus transactions rose 3.4%

$1.4B

$59M

$0.39

$0.33

$1.3B

$37M

Profit soared 59%

Hibbett Sports

$165.4M

$7.9M

$0.30

$0.27

$153.1M

$5.9M

Profit jumped 34%

Ann (Ann Taylor, Loft)

$594.9M

$30.7M

$0.63

$0.51

$558.2M

$24.8M

Revenue increased 7%

Kirkland’s

$91M

(-$2M)

(-$0.11)

(-$0.08)

$89.7M

(-$480,000)

Limited Brands (Victoria’s

$2.4B

$143.6M

$0.49

$0.48

$2.5B

$231.2M

Stein Mart

$276.4M

$730,000

$0.02

N/A

$270.2M

$1.3M

Quarter included $1.8 million charge

The Buckle

$215.5M

$23.2M

$0.49

$0.50

$212.4M

$23.6M

Online sales rose 12.1% to $16M

$14.3B

$747M

$0.64

$0.70

$14.5B

$830M

Profit declined 10%

Secret, Bath & Body Works)

Lowe’s

Revenue at stores opened at least 1 year declined 3.6% Sales at stores opened at least 1 year jumped 8%

$10.6B

$12M

$0.04

$0.31

$10.9B

$128M

Profit dropped 90%, including $91M restructuring charge

Williams-Sonoma

$874.3M

$43.4M

$0.43

$0.41

$814.8M

$39.3M

Revenue at stores opened at least 1 year rose 7.4%

DSW

$512.2M

$29.3M

$0.65

$0.62

$476.3M

$139.9M

Last year’s comparable quarter included $106.2M profit from acquistion

Chico’s FAS

$641.7M

$52.4M

$0.32

$0.30

$551.4M

$42.8M

Profit increased 22%

American Eagle Outfitters

$739.7M

$19M

$0.09

$0.21

$669.1M

$19.7M

Online salesjumped 28%

$2.6B

(-$36M)

N/A

N/A

$2.7B

(-$34M)

Sales of electronics and video games declined

The Men’s Wearhouse

$662.3M

$59.4M

$1.15

$1.12

$655.5M

$57.1M

Revenue at stores opened at least 1 year rose 4.4%

Ulta

$481.7M

$35M

$0.54

$0.51

$394.6M

$23.9M

Profit jumped 46%

Best Buy

Toy R Us

62

NOTABLE

Montgomery Business Journal October 2012

October 2012 Montgomery Business Journal

63

Post Office Box 79 Montgomery, AL 36101

26th

take a

time

RECIEVE A

Bow STANDING OVATION

bring home the

blue

ribbon

WIN A SPECIAL JUDGES AWARD

watch For the them

Because these local businesses make masterpieces and fine performances possible, join us as we shower them with applause.

26th Annual Business in the Arts Awards Thursday, November 1, 2012 at 11:45 AM Renaissance Montgomery Hotel and Spa at the Convention Center

To reserve your table call 334 263 2224 $600 $30

Patron Table of Eight | $400 Sponsor Table of Eight | $40 per Person

per Person for an Arts Organization (limit to staff only)

Seating is limited, reserve by October 24th.