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NW Florida businesses ARE thriving On the family ties that bind Beat your competition

by Snagging awards and honors

RE-BUILDING THE ‘A TEAM’

Fostering trust and teamwork can strengthen your business and inspire your team to reach new heights

capital city’s economy scores big with college sports $4.95

DEC 2010/JAN 2011

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Thank you, readers of Emerald Coast Magazine, for your vote of confidence.

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850 Magazine December 2010 – January 2011

IN THIS ISSUE A L L BOX ED I N Glenn (left) and Ross Shelley, the two-generation owners of A&A Transfer and Storage, Inc., are prime examples of why keeping it all in the family is a winning formula for many Northwest Florida businesses.

850 FEATURES ll In the Family 30 APassed from father to son, daughter — and even grandchildren — some businesses in Northwest Florida have been around for generations. They run the gamut, from a lawn service to a funeral home to an insurance company. Each family has a unique story on how its business was founded — and how members of different generations can work in harmony to achieve financial success.

By Lilly Rockwell

ne for All and All for One 38 OFrom climbing ropes and scaling walls to balancing a telephone pole, sometimes it takes an out-of-office exercise to help members of a company learn how to work together. Team building programs in the 850 region are designed to deepen relationships between co-workers. But do they really work?

Local businesses talk about their experience, how employees reacted and whether it had a positive effect on the home office work environment.

Photo by scott holstein

By Jason Dehart

On the Cover: Learning to overcome fear is part of the training exercise at the FSU Challenge course in Tallahassee.

Photo by Scott Holstein

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850 Magazine December 2010 – January 2011

IN THIS ISSUE

18 Departments

10

business speak

12 Frank Brogan, Florida’s university chancellor, on the important role higher education will play in diversifying the state’s economy.

CREATING RESULTS

CAPITAL

45 College sports is big business in Tallahassee as the Seminoles and Rattlers bring in the crowds that stay in local hotels, eat at local restaurants and shop at local malls.

18 If you own a small business, you are one of 29.6 million in the U.S. So, how do you make yourself stand out from the crowd? Win some awards. By Jon Burstein

FORGOTTEN COAST

POWER TOOLS

20 A pen isn’t just a pen. It’s a tool.

And we’ll help you figure out which is the right one for you to use.

By Tony Bridges

51 A small-town atmosphere and an abundance of natural resources help Sopchoppy lure new residents and new business.

EMERALD COAST

60 From skim boards to fishing flies to table cloths, Emerald Coast inventors are coming up with some hot new products.

I-10

73 Florida’s pari-mutuels are struggling to survive, but the family that owns Ebro Race Track is battling to beat the odds — although a tragedy this fall rocked the community.

DECEMBER 2010 – JANUARY 2011

9 From the Publisher 10 Company Perks 11 By The Numbers 79 Local Business News 82 The Last Word from the Editor

14 In tough economic times, pay raises and bonuses may not be possible. But there are other ways to reward your employees.

By Michael Peltier

Corridors

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THE HUMAN ELEMENT

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In This Issue

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special advertising sections

23 professional profiles 65 visit northwest Florida beaches

Executive Interviews 48 Despite coming close to closing his doors only a year ago, Rick Oppenheim celebrates a rebounding economy and 25 years in business.

54 Leaving the hectic executive lifestyle behind, Tom Morgan takes a leap of faith to open Apalach Outfitters, a one-stop shop for outdoor clothing.

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57 Matt Brandman builds homes and creates communities with an eye on the future of Northwest Florida.

64 So, what exactly do Walton County executives admit to when they venture out of the office?

77 Janet Kinney shows how hard work can bring great rewards, leading her to a dream job at Northwest Florida Community Hospital.

Photos by Scott Holstein (pg 60 & 73) and courtesy Gina Gilbert-Poe (PG 10)

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850 THE BUSINESS MAGAZINE OF NORTHWEST FLORIDA

DECEMBER 2010 – JANUARY 2011 Vol. 3, No. 2

Publisher Brian E. Rowland

Editor Linda Kleindienst

designer Tisha Keller

Contributing Writers Tony Bridges, Frank Brogan, Jon Burstein, Wendy O. Dixon, Darlyn Finch, Lee Gordon, Tisha Crews Keller, Linda Kleindienst, Buddy Nevins, Michael Peltier, Zandra Wolfgram

staff Writers Lilly Rockwell, Jason Dehart

STAFF PHOTOGRAPHER Scott Holstein Editorial Interns Brandon Neasman, Antonio Rosado, Janeen Talbott, Ana Goni-Lessan

traffic coordinator Carlin Trammel

Sales Executives Lori Becerra, Jessica Hathorn, Dan Parisi, Phil LaPorte, Lori Magee, Linda Powell, Rhonda Simmons

online 850businessmagazine.com facebook.com/850bizmag twitter.com/850bizmag

President Brian E. Rowland

Chief Operating Officer Kimberly Howes

DIRECTOR OF Linda Kleindienst EDITORIAL SERVICES

Creative Director Lawrence Davidson ProDUCTION director Melinda Lanigan

Manager of finance Angela Jarvis HR/Administration

CLIENT SERVICE Shannon Grooters REPRESENTATIVE

assistant Saige Roberts creative director ADMINISTRATOR OF McKenzie Burleigh

SALES/EVENTS ProDUCTION coordinator Carlin Trammel Senior designer Tisha Keller

graphic designers Beth Nabi, Marc Thomas, Daniel Vitter

Network Administrator Daniel Vitter RECEPTIONIST Lisa Sostre

Web Site rowlandpublishing.com

850 Magazine is published bi-monthly by Rowland Publishing, Inc. 1932 Miccosukee Road, Tallahassee, FL 32308. 850/878-0554.

850 Magazine and Rowland Publishing, Inc. are not responsible for unsolicited manuscripts, photography or artwork. Editorial contributions are welcomed and encouraged but will not be returned.

850 Magazine reserves the right to publish any letters to the editor.

Copyright December 2010 850 Magazine, Inc. All rights reserved.

Reproduction in whole or part without written permission is prohibited. Member, Florida Magazine Association and seven Chambers of Commerce throughout the region.

one-year Subscription $24.95 (SIX issues) (850) 878-0554 850 Magazine can be purchased at Books-A-Million, Borders and Barnes and Noble in Tallahassee, Destin, Ft. Walton Beach, Pensacola and Panama City and at our Tallahassee office.

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Proud member Florida Magazine Association and Florida Press Association

From the Publisher

If You Build It, They Will Not Necessarily Come

Photo by David Eggleston

Over the past few decades of being in the publishing industry and advertising business, I have probably worked with several thousand business owners. Most have been established business entities in the many markets in which we serve, but I would estimate about one in five was either expanding an existing business or opening up a new business.

Of that latter 20 percent, about half were new start-ups, at least in Northwest Florida. Indeed, many of them were dipping their business toes into our region for the first time. But, sadly, I watched as an inordinate number of them failed over the years.

Why? I don’t believe it was because of the lack of viability of their service or product. I believe the main cause was their failure to develop a strategy for how to conduct business in the 850 region.

Let me share with you a few examples that will support my theory.

Business A: Here we have a restaurant group from out of state that stormed in.

They built a new facility in the right location and they spared no expense on the property. But what I noted from my few visits is that the management team was brought in from out of state and, ultimately, had no local decision making powers.

To make matters worse, they violated Southern protocols (after all, Northwest Florida is still very much a Southern territory) by treating the locally hired staff harshly and speaking down to them, like they were servants from another class.

Add to that a lack of interaction with their guests — and when they did, there was no sincerity in it. They didn’t participate in local non profit events and wouldn’t even help out local charities when asked to provide a gift certificate for a fund raising event. And, they did no market advertising.

They tried to make the business work based on their national reputation — without taking into consideration the need to reach out to the locals. Guess what? Within 18 months they boarded up the windows and their seven-figure investment evaporated.

Business B: This was a very successful women’s boutique from the Miami-Dade-Broward County area making its first attempt to expand out of South Florida. This group also spared little expense in setting up shop in an upscale Northwest Florida shopping center.

The owners brought in a manager from South Florida who looked the look and walked the walk — and hired university-aged staff that was then trained to act aloof and “snooty.” That attitude may have worked well at their primary locations in the southern region of our state, but it backfired when they tried it here. And, again, they didn’t ingratiate themselves when they refused to partner with the local non profits, including groups like the Junior League and the local symphony who have the supporters who are spending customers when it comes to women’s fashion. They too chose not to advertise.

I stopped by a few times, but even though I rarely saw a customer, the managers never had time to chat. Hardly hospitable. Not surprising that they, too, have not done well.

Business C: A large international brand decided to invest millions in property, brick and mortar and build out a first class operation.

This was their first venture into the “middle market” this brand had opened. All others were in major metropolitan areas with millionplus population bases.

They stayed on the plan that brought them success in the major markets, but they weren’t seeing the same kind of profit in the Northwest Florida market. So, a management team from the home office came in to to see what was happening and, more importantly, why.

I was asked to meet with the team several times, and I suggested they be open to a different way of doing things. They listened. They made a strong commitment to hosting events for local non profits and charities to get the local market familiar with the property and its uniqueness. And they’ve made a conscious attempt to reach out to the local community, especially seeking out the customer more likely to consider their product. They have also decided to make advertising and marketing investments during their second year.

My prediction? They’ll see success and move quickly to capture a stronger share of the market because people are already talking about them.

A and B failed because they would not change or adjust their business model for a new marketplace. C will succeed because it has.

“Build it and they will come” does not necessarily work in Northwest Florida. It takes a willingness to adjust a business model that will fit into the 850’s culture and a commitment to building relationships on all levels in the community, especially with the niche markets that will help a business succeed.

Brian Rowland browland@rowlandpublishing.com

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Executive Mindset

Company Perks

E XECUTIVE LUXURIES AND MUST-HAVES

Compiled by Tisha Crews Keller

T HE C OVER- UP Recover’s authentic wood skin for Macbook comes with 3M adhesive backing for semi-permanent application and is available in a wide variety of colors, making it a surefire way to amp up the coolness of your laptop. $35, getrecover.com

CU FF ME The comeback of the cuff-link for both men and women seems imminent, so why not get out in front of the fashion trend? The silver shade pavé in Swarovski’s ‘Henry’ cuff-links will do the trick. $63, Swarovski Outlet at Silver Sands Factory Stores, Destin

Giftworthy RET RO FLAIR With a maximum motor propelled speed of up to 20 mph and approximately 40 miles per charge, the Tommy Bahama electric bike offers exercise and recreation that is both fun and environmentally friendly. $2,675, tommybahama.com

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ART INSTINCT Cal Breed’s art glass Signature Designs are defined by multiple transparent incalmo bands, and employ color gradients and optical density to express breathtaking arrangements — as illustrated by this Sandblasted Hive vessel. $4,800, Fusion Art Glass, Grand Boulevard at Sandestin.

photos courtesy cole haan.com, brighton, tommy bahama, recover, Swarovski and Gina Gilbert-Poe

JET SET You simply can’t miss with this fabulous statement piece inspired

by French designer jewelry of the 1930s. Resin cuff, overlay stone accents, decorative magnetic closure by Brighton. $98, Brighton Collectibles #85 at Destin Commons, 850-269-0420

Executive Mindset

Business Arena

ne ws + numbers statewide

10 million

U.S. consumers who already own or intend to buy an iPad.

photo courtesy apple

16 million

Number of iPads that Apple is expected to sell in the first year — putting it on track to become the world’s most popular mobile device, according to Morgan Stanley analyst Katy Huberty.

The iPad phenomenon

“People are loving iPad as it becomes a part of their daily lives. We’re working hard to get this magical product into the hands of even more people around the world,” said Steve Jobs, Apple CEO. “The more that time passes, the more I’m convinced that we’ve got a tiger by the tail here,”

30–54 years old

he told Wall Street analysts during an October conference call on Apple earnings.

So, just how popular is this mobile device that everyone’s been talking about since it was

3.3 million

Number of iPads sold within the first three months.

$2.17 billion

Revenue generated April to June (14 percent of Apple’s total income that quarter).

Top reasons for

wanting an iPad: 1. Entertainment 2. Cool Factor 3. Convenience 4. Brand (Apple)

iPad’s trends and statistics. Check out the numbers:

Average age range of iPad users, according to a Yahoo survey.

Rethinking the role of work:

Commercialization from Florida’s state universities:

Widespread layoffs and other job changes associated with the Great Recession have caused workers to question career-related sacrifices, including time away from family, less leisure time and fewer selfimprovement activities.

Those are some of the findings of a recent study conducted by Wayne Hochwarter, the Jim Moran Professor of Business Administration in the Florida State University College of Business, and research associates Tyler Everett and Stuart Tapley. They examined the recession’s role in changing employees’ thoughts about work, commitment to their families and the pursuit of a more balanced lifestyle.

Opinions gathered from more than 1,100 full-time employees, across a range of occupations and career stages, showed the following:

Mobili-T Rover is a wheelchair that allows people who can’t walk to dance. Developed and patented by a dance teacher and then a student-formed company from the University of South Florida engineering college.

introduced in April? For some answers we turned to YUDU media, which is keeping track of the

Taxol, developed by Florida State University researchers, was recognized by the FDA in the late 1990s and is now used globally to fight breast and ovarian cancer.

48% reported that the recession increased their appreciation of family; 37% reported that the recession promoted thoughts that work isn’t as important as it once was in the grand scheme of things; admitted that the recession helped them recognize the value of people over things; indicated that the recession increased awareness of an over-commitment to work at the We’re the expense of family and recreation; confirmed that most tops! of what happens at work is out of one’s control regardless Florida has been ranked No. 1 in the nation for its work force of commitment and effort; and agreed that the

by CNBC. The ranking came in CNBC’s recession increased motivation to be a better person fourth annual America’s Top States for rather than just a better employee. More than Business rankings — a study of all 50 acknowledged that most days at work “seem like they states that examines 10 different categowill never end” — a commonly held belief in work setries, including work force, to measure each state’s ability to attract businesses. tings where increasingly more time and output is expected Florida moved up from the No. 3 spot with less support and fewer guaranteed rewards.

49%

23%

42%

43%

7%

Gatorade, developed by University of Florida researchers in the mid-1960s, has become one of the most recognizable brands in the world. Now owned

by PepsiCo, it is available in 30 flavors and sold in more than 80 countries, with billions of dollars in annual sales.

NovaMin, when added to toothpaste, strengthens and whitens teeth and kills bacteria that causes gum disease. Developed at the University of Florida and recently acquired by United Kingdom-based pharmaceutical giant GlaxoSmithKline (owners of Aquafresh and Sensodyne) for $135 million.

Gossamer Wind Series, developed at the University of Central Florida, uses about half the electricity of conventional ceiling fans and keeps rooms comfortable even with a 2F to 4F higher air-conditioning setting. A half million sold in U.S. to date.

Source: State University System of Florida

in 2009, reclaiming the top ranking the state held in 2008.

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Executive Mindset

Business Speak banking on education

F

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and web-based solutions. Its first product, NextExitHistory, allows heritage organizations and professional content providers to upload historical video, audio and text information into a web services platform accessible to mobile consumers via the Web, smartphones and GPS devices. Currently available for iPhone and Android platform.

F ran k T. B ro g an Brogan is Chancellor of Florida’s State University System. He formerly served as president of Florida Atlantic University, Lt. Governor, Florida Commissioner of Education, Martin County superintendent of schools, principal and teacher. For more on the New Florida Initiative, see flbog.edu/new_florida. community. These research-to-market and commercialization grants in Northwest Florida are: FAMU – Patented Health Care Technologies, $65,000 Prepare comprehensive business plans for four recent patents. Develop a Commercialization Training Program and Forum for faculty innovators.

FSU – Post Doctoral Entrepreneurial Program, $100,000 Grow an internal pool of entrepreneurs by training Ph.D. students, post-docs and faculty to start companies resulting in new science-, engineering- and health-related start-ups from FSU technology.

FSU – Pacifier Activated Lullaby, $200,000 A product that stimulates non-nutritive sucking — the organized breathe-suck-swallow activity critical to an infant’s survival and physiologic development yet seriously compromised with a premature birth.

UWF – TellusPoint, $30,000 A locationbased services company providing mobile

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The remaining $10 million was designed to reward new or strengthened efforts in inter-university and intra-university collaboration. Candidly, we often find that the disciplines of a university become comfortable working in “silo” fashion as more and more demands are placed on them. Similarly, universities often don’t recognize that a higher leverage can be achieved by engaging the genius of multiple universities on, for instance, recruiting a global scholar for a research consortium that would serve several sites.

The elected officials and community leaders of Northwest Florida are no strangers to the need for being more competitive in job creation — they have spent untold hours dissecting economic underpinnings on which to pin visions, hopes and dreams for today’s and tomorrow’s families and businesses.

Why would the Board of Governors of the State University System put so much energy and attention into what may seem, at first glance, nominal funding projects?

I submit to you (and those who have read Malcolm Gladwell’s “The Tipping Point” know the answer well): We will continue to work hard to demonstrate to the Legislature that its investment in our 11 public universities is the right investment to leverage what I call the “javelin tip” of effecting a sea change in Florida’s economy.

Along with the Board of Governors of the System, I applaud the Legislature for taking on this important legacy issue. For with the New Florida Initiative, we can achieve a more durable portfolio less fragile to economic nuances. The only things that should truly remain “fragile” forever are the sands beneath our feet and the bountiful Northwest Florida ecosystem! n

photo by scott holstein

lorida’s economic marquee has contained agriculture, tourism and growth as its stars for a long run.

But while these sectors have been very good to the state — and instrumental in forming the Florida we know — it is clear that a more diverse, sustainable economy is necessary to stay nationally and globally competitive.

Consider the powerful impact of 11 highly productive state universities working together to transform Florida and its economy. That is the New Florida Initiative — and it holds even greater promise in regions such as “the Great Northwest” because of the larger, unfettered painter’s palette with which to work.

Launched in January in partnership with the Florida Legislature, the New Florida Initiative is a multi-year endeavor to ensure a knowledge-based, high-skill innovation economy is sustained by high-technology, high-wage jobs in the fields of science, technology, engineering and mathematics (or STEM). But it’s also about far more than the STEM disciplines, because a genuine and holistic transformation also will involve medicine and health care, finance, insurance, professional services, education and all the humanities and fine arts — all of which are key elements in the foundation of a modern society.

This initiative is an effort by the State University System, working alongside business and government, to deliver the economy, talent and innovations that Florida needs. Our universities are committed to providing a return on investment that only the university “market” can bring to bear — and I am confident that we’ll achieve it in spades.

Our very first points for this gamechanging undertaking were put on the board this fall. The Board of Governors of the State University System utilized $12 million provided by the Legislature to award a series of grants that we know will better leverage the “collective genius” of our public institutions.

The first $2 million was focused on bringing to market the discoveries and products of the university research

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Executive Mindset

Human Element REWARDING employees

The Recession Survivor’s Guide to Employee Satisfaction Finding new ways to reward employees during tough times can pay off big by MICHAEL PELTIER

R

ika Edge wanted to give her employees a boost for the hard work they were doing at the Physicians Weight Loss clinic in Pensacola. But money was tight.

The region, just emerging from recession and the effects of Hurricane Ivan six years ago, watched as tar balls started showing up on nearby beaches. Tourists stayed home, setting off a chain of events that rippled through this Panhandle economy, affecting not just hotels and beachfront restaurants, bars and

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T-shirt shops but the goods and services used by their employees.

So, Edge decided to send her employees to a Gulf shore resort and spa.

Meanwhile Rick Oppenheim, owner of RB Oppenheim Associates in Tallahassee, turned his attention to reworking his firm’s health care plan. In response to rising health costs that his employees were finding difficult to absorb, he searched for less expensive alternatives that would still enable them to maintain their coverage.

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Across the Panhandle, businesses small and large have spent the past few years trying to come up with innovative ways to retain loyal employees and recruit new blood at a time when economic challenges have kept more financially lucrative incentives impossible to deliver. From free lunch to free computers, many businesses have tried to make a difficult situation a little less so as they wait out a recession that is not over yet.

“I expect a lot out of the people who work for me, I drive them hard,” Edge explained.

“So, I try to do what I can to reward them for it, even when times are tough.”

Oppenheim agreed, saying, “The last thing you want when the economy is bad is to have a cloud hanging over the workplace. We’ve tried to create an environment that keeps things upbeat.”

Backed by research That willingness to go the extra mile when the economy has taken a nap is not just an act of kindness, it’s also savvy business practice say a host of managerial gurus who contend non-monetary rewards can be very effective in boosting morale, retaining good workers and working through stressful times.

A June 2009 survey by McKinsey & Co., a New York-based global management consulting firm, found non-monetary motivators can be equally or more effective than monetary rewards, especially in tough economic times. Surveying more than 1,000 managers worldwide, the company found that praise and commendations from immediate managers, attention from leaders and opportunities to lead projects were as effective as bonuses and base pay increases.

“Money’s traditional role as the dominant motivator is under pressure from declining corporate revenues, sagging stock markets and increasing scrutiny by regulators, activist shareholders and the general public,” the surveyors concluded.

Interestingly, however, the survey found managers less likely to offer such non-monetary incentives to employees, saying they take too much time and won’t yield results.

The surveyors blamed that lack of managerial enthusiasm on supervisors who still think money matters most in recognizing top performance.

“While such rewards certainly have important roles to play, business leaders would do well to consider the lessons of the crisis and think broadly about the best ways to engage and inspire employees,” surveyors concluded. “A talent strategy that emphasizes the frequent use of the right non-financial motivators would benefit more companies in bleak times and fair. By acting now, they could exit the downturn stronger than they entered it.”

Little things mean a lot Sherry Lyn Crump, manager/owner of the Tropical Smoothie store at Premier Fitness Center in Tallahassee, has an energetic staff to match the adrenaline junkies she serves. But with cash tight, it was difficult to come up with ways to compensate them for their extra effort.

Then the thought came: What about lunch?

With her staff on the go with deliveries and errands, Crump decided a meaningful way to help would be to provide fuel for employees and their vehicles. She started providing paid lunches and reimbursed mileage costs to her employees commuting to work and driving around town for catering deliveries.

“I’ve got a largely college-aged staff, so I tried to think of something I could do that would be meaningful to them,” Crump said.

“They seem to like what we did.”

Oppenheim said he’s used administrative leave to give employees at his public relations firm a chance to get out of the workplace without losing money for it. Extended vacation time or an occasional paid day off can go a long way to keep hard working employees happy.

“Sometimes, time is the best reward you can give someone,” Oppenheim said.

Some techniques to retaining and

satisfying employees are more systemic, area business leaders agree.

Looking out for employees isn’t always fun and games. Facing higher medical premiums at a time he couldn’t afford to absorb it, Oppenheim took a look at employee health care.

With health premiums rising and the company at its limit on what it could match, Oppenheim sought out less expensive options from which employees could choose.

“We took a look at all our employee benefits and found ways in which we could reduce costs without cutting benefits,” he said.

Atmosphere can also be a big factor in keeping employees satisfied and on their toes, said Carrie Zimmerman, co-founder and CEO of the Zimmerman Agency in Tallahassee.

The public relations company has gone to the extreme to foster a creative environment that encourages employees to “play” and in the process become more productive and professionally challenged, the business equivalent of “happy campers.”

“You try to create an environment that your people can get excited about,” Zimmerman said. “We’re a creative industry but, especially now, we work 24/7. To do both, you have to create a culture that feels natural and organic.”

Non-Traditional Employee Motivators Experts agree that employee benefits, vacation and salary are employee retainers, not motivators. While many executives think first of bonuses and pay increases to induce productivity, studies suggest that these (sometimes) surpising perks are often what employees really want.

Flexible work schedule: Straying from the regular 9-to-5 “Nooners”: Extra no-questions-asked time at mid-day to shop, work-out or socialize Telecommuniting: There’s something to be said for working in your PJs Cross-training: Taking on a new role or learning a new skill is a top priority for most employees Movie day: Take the gang out to the movies one afternoon Time off: Who doesn’t appreciate extra time off to play?

Handwritten thank-you: Write it like you mean it — the old-fashioned note card packs a punch Fun day, work day: Make work a fun place to be by instituting some levity Self-determination: Let workers choose their own projects — or trade with qualified co-workers — Tisha Crews Keller

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human element Employees, for example, can go to “The Beach,” a meeting room within the confines of the building that is painted in a beach scene complete with Adirondack chairs, a tiki bar and other coastal amenities. On Fridays, a beer cart begins making the rounds in the afternoon. It’s gotten some notoriety and now even has periodic client sponsors.

The agency grounds are wired for wireless Internet and employees can work from anywhere on campus. Old computer equipment is given to families at no cost after each company upgrade.

Zimmerman sponsors a kick ball team and allows employees to take occasional long lunches, “nooners” as they are called, to work out without having to rush back to the office.

“People are staying longer because there are fewer jobs out there,” Zimmerman said. “It’s important that they feel supported and productive.”

Expand the ‘In-Crowd’ and See Morale Soar One aspect of motivation building challenges some traditional workplace norms. Researchers and HR professionals point to the “incrowd” — the nucleus of employees who seem to know everything as it happens — as some of the most invested employees. What that means for the rest of the team (yes, the “outcrowd”), is that work can seem like high school all over again.

Highlighting local resources Summer along Florida’s northwest coast was anything but booming, unless of course you’re talking about oil collection booms, ubiquitous symbols of the BP spill. Taking both direct hit and collateral damage from the Deepwater Horizon oil spill that began April 20, Panhandle businesses could do nothing but watch as tourists stayed home during the critical summer season.

Timeshare bookings were down, reservations cancelled and though the region experienced an influx of workers hired by BP to clean up the company’s mess, the hospitality industry — from charter boats and marinas to restaurants and bars — felt a chill in revenue normally reserved for winter months.

In response, the Gulf Breeze Chamber of Commerce and other business leaders came up with an innovative idea. If tourists weren’t going to be staying in the pricey timeshares and beachside resorts, why not let the locals have a day in the sun?

In September, the chamber partnered with Portofino Island, which opened up its 28-acre resort to area employees for $10 apiece. Another $25 granted the recipient a five-day pass to the resort’s private club and spa.

Rika Edge, whose Physician’s Weight Loss franchise is all about getting healthier, jumped

Surveys have found that praise and commendations from immediate managers, attention from leaders and opportunities to lead projects are as effective in motivating employees as bonuses and base pay increases.

at the opportunity. She signed up her employees and by doing so accomplished two tasks. She supported the local chamber while giving her spill-stressed employees a little R&R. “It was just a small way I could say thanks to my staff,” Edge said. “After all, it’s been a pretty stressful summer for everybody.” n

Communication should come directly from the top, experts say, to short-circuit the rumor mill and hurt feelings. That means telling facts, situations, problems and asking for input as soon as it’s announced to anyone — even middle managers.

What’s more, employees who get information sooner rather than later from official sources tend to feel better about situations (even bad ones) and may consider themselves more a part of the team.

Some tips to expand those in the know include: >> Schedule brief (meaning, brief) one-onone sessions with each employee and their immediate manager each week to discuss workload, policy changes and solicit important feedback. >> Install a project board in the main work area for a team or the entire staff. Showing what is going on in the company helps defuse jealousy, elicits help from co-workers and promotes a team spirit. >> Conduct team or unit meetings immediately after management meetings, no matter how frequently the chiefs pow-wow. Suborinates need to feel valued and invested in solving problems to make the most of the team atmosphere.

— Tisha Crews Keller

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17

Executive Mindset

Creating Results award-winning strategy

Strut Your Savvy Stuff Awards competitions offer a way to set your business apart by Jon Burstein

I

f everybody loves a winner, how can small businesses prove they are winners? One easy way: Win awards.

Awards can catch the eyes of prospective clients and offer current customers comfort that they have made the right choice. Whether it’s an ethics award from the local Better Business Bureau or a stamp of approval from the chamber of commerce, such honors can also help build a business’ standing in the community.

Awards won’t make a business — reasonable prices and outstanding service do that — but they can provide an edge in an economic time when even the slightest boost helps.

And within the business, an award can increase morale, letting employees know that their hard work is being recognized.

“The key benefit to winning awards, especially for small businesses, is for internal branding,” said Phillip Downs, a co-founder of the Tallahassee marketing research firm Kerr & Downs Research and a Florida State University professor. “They can make

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employees feel good, give them a sense of accomplishment.”

Awards also can be used to recruit prospective employees who are looking to join a thriving and respected company, said Janine Popick, founder of VerticalResponse, a San Francisco-based company that provides direct mail services for 95,000 small businesses.

“It’s important to communicate your big wins with your employees so they can see that the company is doing well and they can also see the impact they have on the success,” Popick said. “In the end, it’s reassurance that their company continues to thrive and their contribution is recognized.”

Tallahassee small-business owner Arthur Aveling said the value of awards shouldn’t be underestimated when it comes to prestige and the bottom line. He should know.

Over the past six months, Aveling’s tool business, King Arthur’s Tools, has been one of the most honored small businesses in Northwest Florida. It has won such awards as the Greater Tallahassee Chamber of Commerce’s

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Small Business Excellence Award, an award for Outstanding Commitment from the Jim Moran Institute for Global Entrepreneurship at FSU, and the U.S. Chamber of Commerce’s Faces of Trade award.

The publicity that has come from winning those awards has helped keep Aveling’s 11 employees busy with a steady increase in sales.

“The awards add to the credibility and image of the company,” said Aveling, who founded King Arthur’s Tools two decades ago.

So how do you go about adding the phrase “award-winning” in front of your business’s name? The first step is finding the right competitions to enter.

The best place to start is locally. In Northwest Florida, that means checking with your local chamber of commerce to see what awards are available for small businesses.

For example, the Greater Tallahassee Chamber of Commerce offers Small Business Excellence Awards every year. These are awards for companies of different sizes (1–4 employees, 5–30 employees and 31–99

employees), as well as special awards for Emerging Business of the Year, Green Business of the Year and Technology Business of the Year.

Such local awards are usually handed out at a luncheon or dinner, offering small businesses a chance to network. The Greater Tallahassee Chamber of Commerce’s award ceremony in June drew more than 400 people.

“Having the opportunity to be featured in front of more than 400 influential individuals is valuable to small businesses, many with small marketing budgets,” said Jordan Jacobs, the Tallahassee chamber’s communications director.

The Pensacola Bay Area Chamber of Commerce offers the annual PACE awards for small businesses, while the Bay County Chamber of Commerce has its annual Community Impact Awards, as well as a Small Business of the Month Award, for businesses with fewer than 35 employees.

The Better Business Bureau Foundation serving Northwest Florida also offers the Torch Awards for Marketplace Ethics. The awards honor businesses and charities that consistently display high standards in dealing with customers and employees.

To win a Torch Award, Better Business Bureau representatives visit a nominated business and do on-site interviews to see how strong ethics are incorporated in the workplace, said Karen Szulczewski, the group’s communications director.

Customers walking into a storefront that has the Better Business Bureau award displayed can feel an added degree of comfort knowing that it has demonstrated its commitment to high standards, she explained.

In addition, the Better Business Bureau hands out Customer Service Excellence Awards to employees who go above and beyond for patrons.

Nominating employees for such an award is another way to show that their hard work is appreciated.

Local newspapers and magazines also offer businesses a chance to shine with “Best Of” lists.

While it’s often free to apply for local awards, competitions on the state and national levels could require entry fees.

When applying for those awards, make sure to enter competitions that highlight what separates your business from the rest of the pack.

Is your small business committed to environmentally-friendly practices? Then consider applying for the Sustainable Florida small-business award offered by the Collins Center for Public Policy at Florida State University.

Is your business minority-owned or womenowned? Then look for awards that specifically honor entrepreneurs like you.

Then there are the national awards for small

businesses, such as the U.S. Chamber of Commerce’s Dream Big Small Business of the Year Award, as well as the honors handed out by the U.S. Small Business Administration for National Small Business Week. These competitions can be highly competitive but can offer national exposure for the winners.

There are dozens of awards out there, but you must seek them out. Beyond doing Internet searches, look to your competitors as well as to

Throwing Your Hat Into the Ring To learn more about local small-business competitions mentioned in this article, as well as other contests, check out the websites below. Remember that some may not have information posted yet because the application process for next year hasn’t started. In those cases, you might want to check if there is a way to get on their e-mail lists.

Greater Tallahassee Chamber of Commerce: TalChamber.com Pensacola Bay Area Chamber of Commerce PACE Awards: PensacolaChamber.com/Events/Annual/PACE Bay County Chamber of Commerce’s Small Business of the Month: PanamaCity.org/committees/sbi.aspx The Better Business Bureau of Northwest Florida’s Torch Awards for Marketplace Ethics: NWFL.BBB.org Sustainable Florida small-business award from the Collins Center for Public Policy: CollinsCenter.org The Governor’s Florida Sterling Award: FloridaSterling.com U.S. Chamber of Commerce Dream Big Small Business of the Year Award: USChamberSummit.com/award U.S. Small Business Administration for National Small Business Week awards: NationalSmallBusinessWeek.com In addition, the website SmallBizTrends.com has updates on national awards available for small businesses.

similar businesses that you admire in other cities and see what honors they have won in the past.

When it comes to filling out the applications for awards, you need to highlight what makes your business special as concisely as possible.

“Judges are usually people who have 60-plushour-per-week jobs,” Popick said. “If you’ve got to write a story about why you should get the award, make it good. The last thing a judge has time to do is research all of the entrant’s websites and information. The more compelling you can be, the better your chances are.”

While winning an award is great, it’s up to you to use it as a way to promote your business.

A few simple steps include the following: >> D isplay the award prominently. If your business wins an honor, it can reassure clients that they made the right decision picking you, Downs said. You should have any plaques or certificates arranged in such a way that potential and current clients can’t help but see them — whether in a front waiting area or a conference room. >> A lert the local news media about your award. Reach out to the business editor of your hometown newspaper or call the assignment editor at your local television station. You need to find out who in the news organization covers such awards and make contact with that person. Don’t just send a fax, because it will likely end up in the trash. You also need to make sure you contact the media shortly after you win the award, because you don’t want to risk it becoming “old news.” >> H ighlight the award on your website and in your advertising. Many organizations that hand out awards also issue news releases, so make sure your website links to those announcements. >> S end out e-mails to your current customers letting them know about the honor and thanking them for their support.

Aveling said he has found this to be particularly effective in getting the word out. >> U se social media to create buzz about your award. Post it on Facebook and Twitter.

There is no downside to applying for awards unless you are thin-skinned or can’t handle losing, Downs said. You win, you get honored. You lose, no one knows, and there is always next year.

Aveling is a big believer in the power of awards. He said they have helped create a buzz in the community.

“I’ve met so many people who have said, ‘Oh, I read about you,’” he said. n

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Executive Mindset

Power Tools rethinking the pen

The Indispensable Assistant Even in this digital age, every exec has a favorite instrument for signature. As an ode to the über-tool of business, here’s how to choose the right pen — and use it correctly. by tony bridges

T

here’s no doubt, laptops and smart phones are necessary tools to survival in the modern world — but sometimes, old-school is still the best way to go.

That’s why we all keep pens on our desks and in our purses and pockets. Whether you’re jotting down some important notes during a conference call or writing an overdue letter to your grandmother, a pen is the fast, convenient go-to tool. No logging in or worrying about battery power. Just pop the cap and apply to paper.

Fortunately, there have been some improvements in pen technology so we aren’t stuck with the same cheap, boring ballpoints that got us through school. Trying to find the

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right pen at Office Depot can be a little confusing now, though, with all the different labels: ballpoint, liquid ink, gel, hybrid, rollerball.

What you need is an idea what different pens do, so you can decide which one works best for you.

To begin with, what all the labels basically come down to is ink. Even more simply put, thick ink or thin ink. Thicker inks dry quickly, last longer and make neat, but uninspired, lines. Thinner inks generally dry slower and run out faster, but make sharper, more vibrant lines.

Pens are classed by the types of ink they use and the delivery system.

Ballpoint pens – These use a thick, oilbased ink that is essentially a paste. A ball at the tip of the pen picks up the paste and

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presses it onto the paper. The ink is carried in an alcohol solvent, which dries quickly, leaving the ink stuck to the paper.

Obviously the advantage to ink that dries quickly is that it’s less likely to smudge. And, because the ink is thick, less of it comes out as you write, so ballpoints tend to last a long time. The ink is also far less likely to bleed through the paper.

However, the thick ink is more prone to clumping and takes more writing pressure to apply to the paper. Since you have to press harder, it makes for a less comfortable writing experience.

Examples of ballpoint pens are the Uniball Power Tank, the Paper Mate Phd. and the Pilot Dr. Grip.

Rollerball pens – These use a thinner,

pi lo tv ba ll

A B

C

pi lo tG 2

the most graceful, comfortable writing experience. You can use them for long periods of time without cramps or fatigue.

Appearance: Gels produce the cleanest, most precise lines without sacrificing vibrancy. They’re perfect for adding bold signatures to documents, for writing journal entries, or for artwork.

Then, if you’re like most people, comfort is probably a deciding factor when you’re trying to choose the right pen. A pen that writes beautifully and reliably isn’t worth much if it’s so uncomfortable to use that you rarely pick it up.

First, make sure you know how to hold the pen properly. That might sound silly, but the way you hold your pen can affect both your comfort and the neatness and accuracy of your handwriting.

There are two basic pen postures.

1. Between your index finger and thumb, with your index finger relatively straight along the barrel of the pen. The underside of the pens rests on your middle finger, near the last knuckle. The upper barrel of the pen rests in the “valley” between thumb and forefinger.

This puts the pen about a 45-degree angle to the writing surface.

2. Between your index finger and thumb, with the index finger curled and the thumb straight. The underside of the pen rests on your middle finger. The upper barrel rests against the side of your forefinger, midway between the first and second knuckles. This puts the pen closer to a 90-degree angle.

When you write, it should be with a motion of your lower arm, not just your fingers.

For more detailed instructions, we highly recommend Dyas Lawson’s excellent article at Paperpenalia.com.

Once you’ve got the grip down, you need to find a pen that will comfortably allow you to maintain that proper hold.

Look for a pen that writes smoothly without requiring a lot of pressure. The pen should glide across the surface of the paper with no stops or skips. It’s also important that you pick a size that comfortably fits your hand. If the pen is too small or too large, your grip will be off and writing for longer periods may be uncomfortable.

According to an article in the British Medical Journal, “a fat pen with smooth flowing ink is much less likely to cause trouble than a thin and scratchy ballpoint; the latter almost forces itself to be gripped tightly, and resistance from friction (or drag) between pen

un i-b al lp ow er

ta nk photos courtesy uni-ball and pilot

water-based ink that comes out as a liquid (which is why you also see them referred to as liquid ink pens). The design is basically the same as a ballpoint: a ball held in a cone-shaped or pronged tip that picks up the ink and rolls it onto the paper. The solvent, water, is slower to dry than alcohol.

Since the ink dries more slowly, it is more prone to smudging, especially for lefties whose hands drag over the lines as they write. The thinner ink also flows out of the pen at a faster rate, so the ink cartridges have a much shorter life than ballpoints.

And paper absorbs the ink more readily, so bleed-through is a concern.

The main advantage of these pens over standard ballpoints is that the ease of flow makes writing extremely smooth, and the richer saturation is just more attractive.

Examples of rollerball or liquid ink pens are the Pilot VBall, the Bic Grip Roller and the Pentel EnerGel. Gel pens – OK, this is where it can get kind of confusing, because this ink is used in both ballpoint and rollerball pens. The ink is a water-based gel that isn’t quite as thick as typical ballpoint paste, but isn’t quite as thin as rollerball liquid. It’s delivered the same, via a rolling ball.

The idea of gel ink is to achieve a balance so that it dries quickly and is less likely to blot or smudge, but still flows freely enough to write more smoothly than a standard ballpoint. Because gels use pigments, rather than dyes, there also is more variation in the colors available.

Gel pens, like liquid ink rollerballs, create bold, rich lines and tend to write quite comfortably. But the thicker ink also tends to clump occasionally, like ballpoint ink, and doesn’t always coat the ball evenly, leaving skips in the line.

Examples of gel pens are the Pilot G2, the Pentel Hybrid Gel Grip and the Uniball Signo 207.

So which one is best for you? That really depends on the type of writing you do the most, and what your priorities are when choosing a pen — the cost, the writing experience, or the way it looks on paper.

Expense: Ballpoints use less ink, which means buying fewer refills, and they’re less prone to dry out when not in use. They’re dependable, inexpensive everyday writers that will get the job done.

Feel: Rollerballs float across the paper nearly as smoothly as fountain pens for

getting to the point ballpoint Thick, oil-based ink in an alcohol A

solvent that is pressed into the paper by a ball in the tip.

PROS: dries quickly, less bleed-

through, long life, best value CONS: prone to clumping, requires more pressure to write, less comfortable

uni-ball power tank paper mate ph.d. pilot dr. grip

rollerball (Also called liquid ink pen) WaterB

based ink that flows onto paper via a ball in a cone or pronged tip.

PROS: smooth writing, richer color,

most graceful and comfortable writing CONS: prone to bleed-through and smudging, shorter life

pilot vball bic grip roller pentel energel

gel Thick, water-based gel ink that C

uses pigment instead of dye and is dispensed through either a ballpoint or rollerball.

PROS: smooth writing, rich color,

more variation in colors, dries more quickly than rollerball and less likely to smudge, cleanest and most precise, vibrant lines CONS: may clump or skip

pilot G2 pentel hybrid gel grip uni-ball signo 207

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21

power tools

and paper increases the intensity of contraction of the intrinsic muscles. This provokes pain and results in loss of control.”

In a small-scale study of pen design at the Hong Kong University of Science and Technology, researchers found that participants preferred larger pens. However, the same study also revealed that smaller pens produced more drawing and writing accuracy, something to keep in mind when making your selection.

It’s also important that the pen you choose have a comfortable, textured grip for your fingers and thumbs. A smooth-barreled pen will allow your fingers to slide down toward the tip, into that pinched grip that makes for cramps and poor handwriting.

If you’re concerned about getting maximum comfort out of your pen, you might consider an ergonomic model such as the Dr. Grip gel pen.

Any way you approach it, your best bet probably is to start out with a good ballpoint or gel pen and try using it for a while. You can always trade up if you want a smoother writing experience and don’t mind the added expense. But we’re betting that once you pick up the right gel pen, you’ll be perfectly happy to stick with it. n

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IT’S HAPPENED TO ALL OF US, ONE TIME OR ANOTHER. INK ATTACHES TO YOUR CLOTHING AND, VOILÁ! YOUR OUTFIT IS RUINED. USE THESE TIPS FROM UNI-BALL TO POSSIBLY SAVE YOUR FINE THREADS: Always test a stain removal solution first on a hidden or inconspicuous part of the garment (or take a swatch of fabric from the seam allowance).

Water-Based Ink (containing water-soluble dyes) Washable garments:

1 Soak in skim milk 1/2–1 hour. With old toothbrush or cuticle brush, scrub the stain.

Rinse with warm water.

2 Combine powdered color-safe bleach (such as Clorox-2) with warm water to the consistency of undissolved sugar. Put this mixture on the stain for 1/2–1 hour. With old toothbrush or cuticle brush, scrub the stain. Rinse with warm water.

3 Repeat step 1 and 2, if necessary.

4 Launder with protein-based detergent (such as Era Plus). Make sure the stain is completely removed before putting article in dryer, as this may set the stain.

GEL INK (CONTAINING PIGMENTED, WATER-BASE INK) Washable garments: Use household ammonia and water. I tsp of ammonia per gallon of water. Add a protein-type detergent (such as Era). With old toothbrush or cuticle brush, scrub stain. Rinse with warm water.

For dry-clean only garments, take them to a commercial dry cleaner who employs a “spotter” and advise him of the type of ink that makes up the stain.

getting the ink out

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professional

profiles

It’s all about trust.

Choices are made every day to consult professionals on matters as varied as real estate sales to choosing medical providers. In this special advertising section of 850 Magazine, meet some of the area’s top professionals who are dedicated to earning your trust, while providing their specialized services to you. s p ec i a l advert i si n g section

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Bud Shuler, M.D., F.A.C.S., Clark Stream, Certified Physician Assistant Vascular Associates, LLC WHAT SERVICES DO YOU PROVIDE? Our practice is dedicated to the identification and treatment of arterial and venous disease.

WHAT IS YOUR AREA OF SPECIALTY? PAD (Peripheral Arterial Disease), varicose and spider veins, carotid disease, deep vein thrombosis and aortic disease.

How long have you been in practice in Bay County?

Vascular Associates, LLC was founded in 2005 and remains the area’s only vascular center and practice.

How would you describe your business or practice philosophy or strategy? We approach your vascular disease by aggressively focusing on risk factor modification and, when necessary, provide our patients with the latest technology to reroute blood flow to the brain, legs and organs using the latest minimally invasive technology or traditional open surgical procedures. We are the most experienced and highly trained practice in the area for vascular disease.

Vascular Associates, LLC

1836 Florida Ave. Panama City, Fla. 32405 ArteryandVeins.com (850) 872-8510

“ We are committed to making a difference.”

Bud Shuler, M.D., F.A.C.S.



Business and education background: Dr. Shuler received his medical degree from Emory University School of Medicine and completed his internship and residency training in general surgery at Georgia Baptist Medical Center, where he served as chief resident. Upon completing his medical training, Dr. Shuler served in the U.S. Air Force as a general and combat surgeon deployed to Afghanistan from 2001 to 2002. He also completed fellowships in laparoscopic surgery at the University of Pennsylvania and in vascular surgery at Atlanta Medical Center.

Awards, honors, recognitions: Dr. Shuler is a fellow of the American College of Surgeons and a charter member of the International Society of Vascular Surgeons, the Society of Vascular Medicine, the Society of Vascular Ultrasound and the Society of Vascular Surgery. Dr. Shuler’s work has appeared in numerous publications, abstracts and presentations throughout his practice history.

Clark Stream, certified physician assistant Business and education background: Mr. Stream received his bachelor of medical science degree from the physician assistant program at Midwestern University. He has been certified by the National Commission on Certification of Physician Assistants since 1999.

Awards, honors, recognitions: As an active participant in the medical community, Mr. Stream is a member of several professional organizations, including the Florida Academy of Physicians, the American Academy of Physicians, the Association of Physician Assistants in Cardiovascular Surgery and the Infectious Disease Society of America. s p ec i a l advert i si n g section

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All Pro Imports Bryan and Brandon Myers

Why did you choose the Emerald Coast as a place to work?

We owned businesses in Tallahassee before and always wanted to get back to the Panhandle. After an extensive due diligence period, we approached Porsche and agreed that Destin was the perfect location for a highline dealership. There were more than 1,000 Porsches in this market with no one authorized to service them. We liked the growth of the area and the demand for our services.

All Pro Imports, Porsche of Destin

What is your business and education background? Over 10 years of selling luxury vehicles in Florida with six dealerships representing BMW, Volkswagen and Porsche.

How long have you been in business? Over 10 years, but we’ve only been a Porsche dealer in Destin for two years.

How would you describe your business philosophy? We focus on our clients. That means great customer service so we have repeat and referral customers. We can replace vehicles but not clients.

Has your business or practice expanded recently? Yes, we are constantly recruiting the “best of the best” because demand for our cars and services is increasing! We provide great service and great cars and our clients know that.

How do you measure success in your business? By how many satisfied clientele we can gain, but more importantly, how many we keep.

All Pro Imports — Porsche of Destin

808 Airport Rd. • Destin, FL 32541 • (850) 650-0884 • brandon@allproimports.com 26

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s p ec i a l a dve rti s i n g s ect i o n

photo by Jacqueline Ward images

What type of services do you provide? We are the factory authorized Porsche dealer but we sell and service all luxury high-end vehicles such as BMW, Land Rover, Mercedes-Benz, Lexus, Jaguar and Audi.

How and why did you get into this business? My father got into the automotive business after a short career in the NFL. His love for the car business was contagious to me, so we have been a team ever since.

Ocean Reef Real Estate Consulting Group What Services do you provide?

We offer real estate consulting to potential clients, both buyers and sellers. Through a unique plan that is developed for each client, we are able to provide comprehensive services that includes a thorough market analysis, presentation packages and private or virtual property tours.

How long have you been in business?

Ocean Reef was established in 1982 and I have been with the company since 2005.

Business/Education Background?

BA Advertising/Print Media from University of West Florida. Minor in Psychology and Public Relations.

SFR Certification; Short Sale and Foreclosure Resource What is the secret to your business?

I love what I do and my clients appreciate the enthusiasm and knowledge of the real estate market that I offer.

Jennifer taylor, real estate agent

Has your business recently expanded: Ocean Reef has expanded, with the addition of two new conveniently located offices. In addition to our main office located in Destin, we now have a location on 30A in the Alexander at Palm Court and our newest Discovery Center in Frangista Beach on Scenic 98.

How do you measure your success: The greatest sense of accomplishment and success is a referral from a client.

New Technology: We have recently launched two new websites destinrealestatesales.com and gulfcoastrealestatesales.com to allow potential clients to search available properties and gain valuable information about the area.

ocean reef real estate consulting group 10221 Emerald Coast Parkway, Destin, FL 32550 • (877) 316-4919 • jennifer@oceanreefresorts.com • gulfcoastrealestatesales.com s p ec i a l advert i si n g section

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Michael W. Taylor, m.d.

Gulf Coast Medical Center Pediatric and General Surgery Why did you choose to work in Bay County? I grew up in Chipley and I always wanted to work close to home.

The Panama City area is a great place for my wife and I to raise our three daughters.

What new practices or technologies do you provide? I recently became the first surgeon in the region to operate on a pediatric patient using the da Vinci Si robotic system. This state-of-the-art technology allowed our young patient to go home the day after surgery, rather than spending

several days in the hospital. His mother was so pleased with the shorter hospital stay and faster recovery period. The benefits to the patients — both children and adults — are amazing.

Has your practice expanded recently? My practice has grown as more parents and physicians learn about my pediatric surgery specialty, as well as my general surgery practice. As a result, my patients come not only from the Bay County area, but also from the areas of Pensacola, Dothan and Tallahassee.

GULF COAST MEDICAL CENTER PEDIATRIC AND GENERAL SURGERY

2202 State Avenue, Suite 311B • Panama City, Fla. 32405 • (850) 784-1856 • gcpediatricngensurgery.com

Clark Partington Hart Larry Bond & Stackhouse Law Firm What is your firm’s Area of specialty?

Commercial transactions, real estate and litigation. We started the practice in 1976, and since then, it has evolved into principally a representation of business concerns in Northwest Florida. We believe in our area and strive to make it prosper.

How do you measure success? We have succeeded if our clients are happy and retain our firm. We also feel we have succeeded when our clients experience success in their own business or profession.

Super Lawyers/Rising Stars recognized by Super Lawyers magazine (Seated L to R) Harry Stackhouse, Bruce Partington, Christopher Hart; (Standing L to R) Charles James, Keith Bell, Jeremy Branning, Lee Strayhan; (Not Pictured: Robert Hart and Dennis Larry)

Has your practice expanded recently? Yes, we have added several new attorneys and staff, including retired Florida Supreme Court Justice Kenneth Bell.

Clark Partington Hart Larry Bond & Stackhouse Law Firm

One Pensacola Plaza, Suite 800 • 125 West Romana Street • Pensacola, Fla. 32502 • (888) 353-6641 34990 Emerald Coast Parkway, Suite 301 • Destin, FL 32541 • (850) 650-3304 28

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s p ec i a l a dve rti s i n g s ect i o n

photos by Scott Holstein

Awards, honors, recognitions? We have been an “AV” rated law firm by Martindale Hubbell for more than 30 years.

Recently, several of our attorneys were recognized by Super Lawyers magazine as outstanding lawyers in their fields.

s p ec i a l advert i si n g section

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Easy Rider Two-year-old Camper Gunter is already getting a feel for Capital City Lawn Care, a Tallahassee business run by his grandfather, Ben Gunter (left), and father, Adam Gunter.

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All in the Family Family businesses remain the backbone of the American economy

By Lilly Rockwell

a young girl, Mary Katharine Lawler accompanied her father to his Tallahassee insurance office on slow summer days.

While some kids might find the prospect of a summer spent lolling about an insurance office insufferably boring, Lawler found ways to occupy her time.

The receptionist drew a picture of a telephone, and Lawler pretended to assist her.

“I would copy her and play with my telephone and mimic what she was doing,” Lawler said with a chuckle. “Then, when I could actually read, I spent my summers filing.”

Lawler’s father, Doug Croley, started his Tallahassee-based insurance agency in 1978. From the start, family members were involved, with his wife handling the bookkeeping and his mother pitching in as an insurance agent. Though Croley told Lawler to pursue whatever career she chose, so long as it “got her off my payroll,” he made sure to extol the virtues of working at an insurance agency and gave her plenty of exposure to the office.

“There was a desire to see a new generation come in and continue the agency,” Croley said. “I think customers appreciate that because continuity means a lot.”

Lawler began college with every intention of not working for an insurance company because, frankly, “I had been around it my whole life. I didn’t want to do insurance.”

Four years later, she graduated from Florida State University with an insurance degree.

After a six-year stint managing multimillion-dollar corporate accounts for Arthur J. Gallagher Insurance in Tampa, she’s back at Croley Insurance. But instead of answering phones, Lawler is the company’s vice president. In short, she said, “I found that I really like it.” Lawler not only works beside her father, but her mother and grandmother are still in the business.

Family-owned businesses are the backbone of the U.S.

Photos by SCOTT HOLSTEIN

economy. They control 64 percent of the nation’s gross domestic product, or $5.9 billion, according to the journal Family Business Review.

Family businesses are loosely defined as businesses in which two or more family members are employed. The underpinnings of our economy, they are known for their personal service and commitment to the community. But they often struggle to stay open beyond the first or second generation.

Those family firms that are handed down from generation to generation are looked to as not only pillars of their community, but also as experienced business sages that have weathered economic storms that brought down many other businesses around them.

In Tallahassee, the Proctor family has run a car dealership for 100 years. Currently the family owns Honda, Acura and Subaru car dealerships in Tallahassee. These family-owned dealerships began in 1910 and have endured through three generations.

“The world changes around us, and you’ve gotta keep pace with that,” said W. Theo Proctor III. “You can’t rest on your laurels. You have to look at ways to keep progressing and finding your niche with society.”

The Good and Bad Family members can be a business’s best asset — or its worst liability. But when things are running smoothly, those involved in family firms say it’s the best way to run a business.

Among the pluses: Family members are hardworking and loyal and help keep the work environment fun and relaxed.

Other draws are the influence that family members have over how the business is managed and the financial rewards that come with being part owner.

“Blood is thicker than water,” said Jane Hilburt-Davis, a Boston-based family business consultant. “There is nothing quite like working with family, if it’s going well. They are more

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nimble, they can move faster, and I have seen in bad times how they pitch in and take on extra tasks.” Not to mention that family businesses generally have less debt and are more conservative financially, she added.

At Capital City Lawn Care, Vice President and Director of Operations Adam Gunter is the son of founder Ben Gunter.

The two work 6 feet away from each other in their northwest Tallahassee office.

“We’ve been around each other so long in the business now that I know what he’s thinking and he knows what I’m thinking,” Adam Gunter said.

But experts warn that, when things go sour, working with family members can turn from a dream into a nightmare. The stakes are higher because not only is the financial future of these family members at stake, so is their relationship with one another. Fighting over business easily spills over into epic feuds over Thanksgiving dinner.

“It’s a more relaxed feel at work when you work with family, and it’s easy for us to work together,” said Rob Baker, the owner of T-N-T Hideaway Canoes in the Wakulla County town of Crawfordville. He works with his mother and sits on the board with other family members. “On the other hand, you have got to keep in good standing with the family. If you have one family member that is not agreeing on the business direction, it can really hold things up.”

Family-owned businesses can be structured in different ways. These firms can be a corporation, with shareholders and a board of directors, or an LLC, a limited liability company, a hybrid between a corporation and a partnership or sole proprietorship.

“Whether it’s family or friends, make sure you have a shareholder or, in the case of an LLC, an operating agreement, in place to set up who will do what,” said Scott Behren, a South Florida-based employment attorney. These agreements will outline the structure of the business; who contributes what, whether it’s sweat equity or financial equity; how to determine the value of the business; and how conflicts will be resolved.

Hilburt-Davis said many of her clients come to her when there is a bump in the road, usually because of poor succession planning — and her training in family therapy has often come in handy.

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Hands-On Learning Glenn Shelley (left), started out at age 20 loading moving vans at his father’s Fort Walton Beach company. Now his son, Ross, helps run the business.

“Very often, it’s difficult for the owner-founder to stop working because that generation is mostly men, that was their life and it is hard for them to step aside,” she said. “They are very ambivalent about retiring and are reluctant to release control and power.”

She helps families determine how they will settle disputes. Once that is resolved, they can tackle planning who will take over the reins of the business.

Accidental Entrepreneurs The founders of many family businesses start with an idea, a few extra bucks and a lot of hard work. They recruit spouses, brothers or sisters, parents, cousins and sometimes their own

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children out of necessity, looking for inexpensive, reliable labor.

The children of the founders recall, quite literally, growing up in the office.

Adam Gunter has photos at his desk of him at age 3, grinning from ear to ear as he stood in front of a lawn mower with his father leaning over him.

“I grew up in the shop,” Adam Gunter said.

“When I was a kid, I hung around here, and I’d ride around with my dad checking on jobs.” At 13, he was given his first real assignment when he was dropped off at a Tallahassee apartment complex with a push mower.

“Every summer from the time I was 15, I worked here (in the office) and then after school

I’d come and mow. So I was always around,” he said.

That type of non-stop exposure causes many second-generation children to question whether they want to inherit the family business. Lawler swore she’d never work at her father’s insurance company, and now she’s vice president. Martin Proctor said he didn’t want to work at his family’s car dealerships, and now he’s one of two Proctors running the operations. Even Adam Gunter went through a brief period of doubt.

But no one was more certain they wouldn’t work for the family business than Lynn Wheelus.

She was so intent on not inheriting her family’s tailor shop that she moved to Tennessee at age 18, sure that putting hundreds of miles between her and her family would work.

Rein’s Formal Wear in Pensacola was bought

by Wheelus’ father and mother in 1948. It began as a tailor shop and evolved into a tuxedo

A Familiar Place Many second-generation family business owners say they were drawn to working in their parent’s business after a lifetime spent learning the ropes.

For Adam Gunter, it felt like a natural progression because he “was always around.” His father, Ben, started the business in 1977, at a time when there weren’t many other commercial lawn care companies in Tallahassee. Capital City does residential work, too, but focuses mainly on commercial lawn care, maintaining the lush lawns and vibrant flowers that adorn local apartment complexes, shopping centers and office complexes.

After high school, Adam Gunter chose to learn landscape technology at Lake City Community College. He concedes that he

Although he is now training his son, Ross, to follow in his footsteps, there is no mandate that Shelley’s children work in the business.

“I left it open,” he said. “It’s here if you want to and if you don’t, you don’t have to. I have two daughters who work here part time, but they aren’t interested in taking over the business.”

At T-N-T Hideaway, Rob Baker is the thirdgeneration to run the canoe rental family business. His grandmother, Gretchen Evans, founded the business in 1976, starting out as a no-frills bait-and-tackle shop that she ran in semi-retirement. Soon, it became a canoe and kayak rental spot, an obvious choice due to its location on the shores of the slow-moving Wakulla River. The grandchildren pitched in, especially strong boys like Baker who could load and unload canoes for customers after school or on weekends.

“To live on a lazy river and not have much to

By the Numbers 80–90% of all business enterprises in North America are family businesses. // 64% of the United States’ gross domestic product, or $5.907 billion, comes from family-owned businesses. 62% of the U.S. work force is employed by family-owned businesses. // 30% of all family-owned businesses survive into the second generation, 12% will still be viable into the third generation, and 3% are still operating at the fourth-generation level and beyond.

19% of family businesses have not completed any estate planning other than writing a will, and only 37% have a strategic plan. // 24% of businesses responding to an American Family Business Survey have a female CEO or president. // Return on assets is better in family firms, with a 6.65% greater return than non-family firms. // Family business performance is greater, with an economic value added increase of 5.5%, when founding families maintain an ownership stake.

Compiled from Family Business Review and the American Family Business Survey by Raymond Institute/MassMutual

shop by the 1970s. Wheelus remembers helping her parents with cuff links and ties as a little girl. When she was old enough to read, she was assigned the task of organizing shirts into drawers, labeled by size.

“When I was in high school, you were forced to work in the family business,” she remembered. “I swore I would never work in that place again.”

She tried dental school for a brief period and then impulsively moved to Knoxville, Tenn., hoping to land a job. But she couldn’t get a job without an education and, “10 days later, I called my father and told him I wanted to come back.”

He had a job waiting for her, as manager of the store. Her reaction? “I loved it.” Now she laughs when she recalls her days rebelling against the family business.

“It’s a fun business. You always have a paycheck, it’s enjoyable, and you know everybody you work with because they are all related,” she said.

Her older sister works at the store part time, and her cousin has worked there for 20 years.

And Wheelus’ father, at age 90, still pops in almost daily.

never really thought about anything else, even though he wasn’t pushed into the business.

Since his 21-year-old brother and 23-year-old sister haven’t shown much interest in working there, Gunter said it appears the Capitol City Lawn Care throne is his to inherit.

Glenn Shelley also started young, loading trucks and sweeping floors at his father’s Fort Walton Beach moving van company when he was 20.

“It’s one of those industries you can’t manage unless you know what it really takes,” he said.

“It’s very labor-intensive and hard work. It’s also all about customer service.”

Shelley’s father started the company in 1961 with two employees and one truck. Now A&A Transfer and Storage Inc. has 160 employees and agency agreements with Mayflower and United, both large national moving companies. About 75 percent of the business comes from the military, and Shelley is fortunate to have a military contract under Mayflower for 10 years.

do and still support herself was her dream,” Baker said. Although he became an entrepreneur, starting a carpet-cleaning and a truck accessories business, he kept in touch with the family business because he sat on its board of directors.

After his grandmother had a stroke in 2001, Baker’s mother stepped in to help. By 2005, Baker had agreed to return to T-N-T Hideaway, but only if he was allowed to try an ambitious turnaround strategy he had mulled for years.

Instead of just renting canoes and kayaks, Baker wanted to move into the business of selling them as well. He also wanted to buy a van to take people on guided fishing tours in other nearby rivers and lakes.

“It made a big difference in income,” Baker said. “When I first stepped in, there wasn’t enough income to support more than one person.” Now there are two employees, with occasional part-time help in busy months.

While some families put little or no pressure on the children or grandchildren, others take great pains to ensure that family members take over the business.

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Carol Pauls and her brother, Mark, were home-schooled by their parents, Alice and Tim Pauls, after moving from California to Santa Rosa Beach.

As part of their schooling, Alice had the children learn about home remodeling and how to import containers from Indonesia.

“We started to import containers of wood horses from Indonesia,” Alice Pauls said. “As a family, we set up a whole business from eBay selling horses to Alaska and Japan and around the world.”

After Carol Pauls got her master’s degree in business administration and Mark Pauls got a law degree, the brother-and-sister duo returned to the family business as planned. As partners in the company, they are working to help their parents realize a dream of constructing a facility for weddings and banquets, a 28-room bed and breakfast, a boutique hotel called 30-A Suites and a restaurant. Conveniently, Carol is the manager and marketing director while Mark is a contractor.

“From the time we started to work together in these businesses, we discussed working together,” Carol Pauls said. “A family gets closer when you home-school, or at least we did. We work together as a unit, and you can be more free as far as conversation. Everyone has a mutual respect for each other and the opportunity to get more done.”

Gods of Business While they don’t dominate any one industry, some of the most common family-owned businesses are retail stores, restaurants and automotive dealerships. Many families are also involved in the manufacturing, real estate and construction industries.

Because it’s rare for a family business to be passed down to the second and third generations, those that do manage to survive are treated as “gods of business,” filled with wisdom about what it takes to survive severe ups and downs in the economy, turmoil among family members, changing technology and more.

Marks Insurance in Apalachicola began as an insurance and real estate agency founded by Charles Aubrey Marks in 1930, in the midst of the Great Depression. Now the business is being run by the third and fourth generations of the family, Charles Aubrey “Chuck” Marks III and his son, Nathan Marks.

“There have been a lot of challenging ups and downs within the insurance market, especially since Hurricane Andrew in 1992,” said Chuck

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SUCCESS STORIES This page: Lynn Wheelus (top) fits a customer in the family’s Pensacola tailor shop. Mary Katharine Lawler and her father Doug Croley (bottom) at their insurance business in Tallahassee. Opposite page: Tim Adams’ childhood home in Blountstown did double duty as a funeral home.

Marks, who took over in 1981. “The nature of the insurance industry is cyclical, and even more so in Florida. If you don’t mind an occasional roller coaster ride, you’ll be OK.” After Hurricane Katrina in 2005, most insurance companies were going under or scaling back. But in 2006, the Marks family decided that it would be a good time to expand and open another branch in Tallahassee. The move paid off in spades, and these days Chuck Marks continues to run the Apalachicola branch while Nathan overseas the Tallahassee office.

“We all know better than to take it for granted,” Chuck Marks said. “Upholding the values that helped us get to where we are today gives us a solid foundation to handle the highs and lows that impact our business.”

Living with the Dead Many children of small-business owners grew up filing papers in offices, mowing lawns, washing dishes or folding clothes. Tim Adams learned to live with dead people. His father

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owned a Blountstown funeral home and, lacking funds to afford a house and a separate building for the funeral home, he combined the two in a 3,000-square-foot home.

“We lived in the back bedroom. It was 13 by 13,” Adams said. “We had a little TV between the beds, and we all lived in that same room and cooked supper on a hot plate in the bathroom.”

The rest of the house was used as a full-fledged funeral home, with space for funeral services, room for spare coffins, and equipment used to prepare bodies for viewings.

“We didn’t bring friends home,” Adams recalled. “We would have to sneak in the back door and be really quiet and spend a lot of our time at friends’ houses or outside.”

Adams wanted to be an architect when he was younger, having decided the funeral home business wasn’t for him. But as soon as he got his driver’s license, he was put to work delivering flowers and running other errands for the family funeral home.

“I said, well, this is what I’m going to do,” Adams said. “I went to school in Birmingham for

They started manufacturing the parts themselves and the business grew rapidly as demand escalated. In 2008, they moved the business to Panama City and now employ 30 people.

The Irelands have split their work duties in half, with Zana holding the title of president and overseeing administration, marketing and sales. Anthony Ireland is the vice president and oversees engineering, product development and manufacturing.

Zana Ireland said she and her husband grew up around family businesses, but instead of inheriting from their parents, they wanted to grow their own. As far as working with her husband goes, she said, “Sometimes you get mad at each other.

But you can’t take it out of the office, just leave it there.”

Who’s Next?

mortuary science and came back and started working.” And he never stopped. His father died in 2002, and today Tim Adams owns and manages Adams Funeral Home along with his mother.

The family long ago moved out of the original funeral home into a house built directly behind it. That original home is now being renovated, and a second location has opened up in nearby Bristol.

“It’s great having family to work with,” Adams said. “If you have to leave for a week, you know things are going to be handled the way they should. You don’t have to leave it to someone who is after a check.”

Partners in Marriage and Business Some family businesses aren’t run by parents and their children but are husband-and-wife teams. Zana Ireland and husband Anthony Ireland were living in Atlanta and looking for a hobby after taking early retirement. They liked building model railroads and decided to start a new business that sold high-tech electronics for model trains.

“It turned out that at the time there was a real need for a new form of controls for trains,” Zana Ireland said. They took technology that was popular with model train builders in Europe and adapted it to American model trains. They found a method using computer controls that allow the train to send a message back to the conductor, just as real trains do, making these model railroads very realistic.

The couple brought their product to a train show and returned home empty-handed because they had sold everything.

One of the biggest threats to the survival of family-owned businesses is the chance to have a second generation run the show after the parents have retired or passed away.

For every Proctor or Marks family that has managed a business for three or four generations, there are thousands of family businesses that never made it past the first.

Many second-generation children aren’t interested in taking on the family business or family members agree that it’s best to sell, take their profits and go their separate ways.

Family business consultant Hilburt-Davis said poor succession planning is what causes many businesses to seek her advice. Often there is no plan for who will run the business next, or disagreement over who is the right person to do that. If no one is interested in active management of the business, she suggests bringing in a non-family CEO while allowing family members to retain their stake and preserve it for the next generation. She adds that there is nothing wrong with a sell-the-business exit strategy.

Baker of T-N-T Hideaway said there is no family member selected to inherit the business after him. The next generation is still school-age, and it’s too soon to say who might show an interest.

“We have an 11-year-old that is the oldest of the grandkids; he seems interested,” said Jackie Baker, his mother. “When he works, he gets a free soda or candy bar.”

At Capital City Lawn Care, the next generation is currently a toddling 2-year-old boy named Camper, who enjoys investigating every nook and cranny in his father’s office.

“I’m going to let him choose his own path,” Adam Gunter said. “I wasn’t pushed into the business. My dad always told me that you do what you want to do.” n Lee Gordon contributed to this article

So You Want to Work with Family Tips from Top Family Business Experts on How to Avoid Common Disputes Take the time to hire an attorney when starting your business. Attorneys can help prevent future conflict by drafting appropriate shareholder or operating agreements.

“Whether it’s a family member or friend, you need to have these agreements in place to set up who will do what,” explained Scott Behren, a South Florida-based employment attorney.

Determine a tie-breaker. It may seem obvious to split a business 50-50 between husband and wife, but that presents problems when there is disagreement. “You need to make sure your shareholder or operating agreement has some way to break ties if you don’t agree,” Behren said. The tiebreaker can be a neutral third party, such as a CPA, attorney or even a trusted family member.

Add non-family members to your board or a non-family CEO. Whether it’s a board of directors, board of advisers, or even the CEO, experts say it’s best to bring in new blood. “It’s very important to give a more objective perspective and bring in talents the family business needs,” said Jane Hilburt-Davis, a Boston-based family business adviser. “If they are trusted, they can really add a wonderful outside voice to the family. It’s very important.” Many second- or third-generation family members hire an outside CEO and keep their stake in the business rather than become involved in day-to-day management.

Develop a process for settling disputes.

It’s not so important what the disagreement is, but how you settle it. “The very first thing I do with clients is help them figure out, ‘How are we going to make a decision?’” HilburtDavis said. “It might be consensus or majority, as long as they agree on the type of process to make decisions.”

Decide how to value what your business is worth. What a business is worth is called its valuation. Often family members will each own a certain stake, or number of shares in a business. If the shareholder or operating agreement doesn’t spell out how to determine what the shares are worth, you will “spend a lot of money on valuation experts and accountants,” Behren said. A better solution is to determine a formula to use in advance, using a certain percentage of revenue or income, for instance.

Have a succession plan. Most disputes that Hilburt-Davis sees revolve around who will control the business next and when, or whether, to sell it. It can cause tremendous stress within an extended family, even if only two family members are butting heads. “The stakes are very, very high, and it’s usually a lot of family assets,” Hilburt-Davis said.

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CR MATTHEWS & HAWKINS, a highly regarded and well-known law firm based in Destin, wanted a new brochure to show potential clients its depth of knowledge about the region and the breadth of its legal experience.

Hoping for a fast turnaround, the firm approached a traditional advertising agency but was put off by a timeconsuming intake process and the fact they couldn’t get a face-to-face meeting with a high-level agency executive.

At his first meeting with the principals of Matthews & Hawkins, President Brian Rowland told them, “I’m here and I’m all ears.” After that, our staff carefully listened to what they wanted and we were convinced that Rowland Publishing was uniquely positioned to give the lawyers exactly what they were seeking.

In the traditional model, an ad agency tells clients what they ought to be doing. But we think one of the biggest attributes we have is the innate art to listen, understand and then produce what the client wants.

While clients might not always be able to articulate exactly what they’re looking for, our method is to ask questions and then provide them with some examples.

They tell us what they like — and especially what they don’t like — and it helps us zero in on what they really want. After all, this is their business and their brand and we want them to have ownership from the outset.

In the case of Matthews & Hawkins, the firm’s principals knew they wanted a “nontraditional” digestsized brochure featuring an animal species that could be considered symbolic of the firm and the region.

When we were kicking ideas around, everything pointed to the Florida Panther — its strength, its intelligence and the fact that it’s both rare and beautiful. For Northwest Florida, it was the only choice.

The making of the brochure was the first step in what would become a total re-branding process for the firm.

We looked at their logo and suggested they consider redesigning it. That meant new letterhead, business cards, envelopes … everything to go with a new look. It also meant redesigning the firm’s website and signage and an extensive photography shoot to update photos of the firm’s personnel.

It started as a need for a brochure and it evolved into a complete rebranding of the entire law firm — a process that would take about a year to complete. During that time, the lawyers and other employees of the firm were “hands-on involved” in the decision-making process, right down to picking the color of the logo design. They wanted to exercise their creativity, and we supported them wholeheartedly.

We engaged them, we earned their trust and we enjoyed the creative back-and-forth. It was a great experience for all involved and resulted in a first-class product. ■

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“We think one of the biggest attributes we have is the innate art to listen, understand and then produce what the client wants.”

CAPTURING THE PANTHER Over the course of two days, our team of two professional photographers and a videographer set up camp at the Florida Museum of Natural History in Tallahassee during the morning hours to capture this iconic image of the panther. This image, processed using Adobe Photoshop Lightroom 2, was shot using a Canon 300mm f/2.8L USM lens mounted on a Canon EOS-1D Mark III body.

The exposure was 1/640th of a second at f/4.0 and ISO 800, fast enough to stop the motion of the ever-pacing panther.

MAKING A STOCK STATEMENT We knew we wanted an environmentally-friendly paper, so after looking at dozens of paper samples we chose an FSC-Certified stock that featured 10% post consumer recycled content and certified fiber. It was icing on the cake to find out that the one we chose was called "Cougar," and the company makes an annual contribution to the World Wildlife Fund from the sale of this paper.

PICKING THE PERFECT PALETTE There are close to a hundred variations of orange to choose from in our color palette and we tried just about everyone. After months of choosing, testing and choosing again, we finally arrived at our “M&H” orange only to have a new, lighter color swapped in at the last minute on the day we went to press.

At Rowland Publishing our creative solutions will showcase your business without straining your budget. Call (850) 878-0554 or visit rowlandpublishing.com today.

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ALL IN GOOD FUN Motivational consultant Joan Helms works with teams of all sizes to make the magic (teamwork) happen. Through exercises such as brain and physical challenges, she pushes organizations to new heights of cooperation and trust.

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dults think they know how to communicate and work together. They talk to people all day long, closing deals, teleconferencing, videoconferencing, emailing, programming, selling, buying, working the phones. They have all kinds of gizmos, doodads and thingamabobs that keep them in constant contact with staff, clients and other contacts. They Tweet about what they had for lunch, then turn on Facebook to gripe about the sushi.

But for all that communicating, is anybody really listening? Probably not as much as you think. The guilty parties may even be found in your own building. Loss of morale, physical distance and isolation between departments, rivalries, conflicting personalities and more can all combine to hinder effective communication, which in turn prevents a staff from being as productive as it can be.

Playing Team-building exercises set employees on the path to

better communication

with

By Jason Dehart

“Communication is the cog in the wheel. It’s at the crux of every relationship,” said Cameron Jackson, director of the Florida State University School of Theatre. That’s why, for the past five years, members of the school’s management team have gone to the FSU Reservation, a lakeside facility near the university’s Tallahassee campus that features canoeing, kayaking, picnicking, swimming and many other activities. The managers want to improve communications, and the team-building activities at FSU Challenge and other programs help deepen the relationships between coworkers.

These programs — often held outdoors on specially designed courses — attempt to change how groups of people think about communication, leadership and trust. Although team-building courses are known for their dramatic high-wire acts of trust, that’s just part of the story. Group problem-solving exercises can take place comfortably on the ground but can be just as challenging.

“The low elements (of the ground course) are for team building, trust and communication, and the high elements are more for self-esteem and self-confidence,” said Jack Sanborn, a former Marine Corps flight instructor who manages Adventures Unlimited, a 100acre outdoor reservation north of Pensacola in the woods of Milton.

Ropes courses help people think outside the box. Or, in the case of corporate groups, the office cubicle.

Photos by SCOTT HOLSTEIN

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“What you’re doing is getting people outside their comfort zone,” Sanborn said. “A lot of people think when they get outside their comfort zone they’ll freeze up and can’t do it.”

Overcoming personal fears and making people feel empowered: That’s what the high ropes are about. A high-ropes course may have you climb a tall ladder, or ride a zip line 30 feet in the air through a forest canopy.

“It’s like a mother bird pushing you out of the nest. You have to take that leap of faith,” Sanborn said. “When people feel empowered, they feel they can rise to any challenge. They feel like Superman. They say, ‘Hey, I did this, I climbed to the top of that pole.’”

Blake Dowling, director of sales and marketing at Aegis Business Technologies in Tallahassee, said that his company has undertaken team-building programs every year for the past 10 years. He said they are invaluable tools for businesses with 10 or more employees and staff, and that if your company isn’t doing some kind of challenge course, it’s missing out.

“Sure, you can have a party or a lunch to bring the company together outside the office, but if you engage in challenges together and have every part involved and working together, there is nothing like it,” Dowling said. “We’ve been a stronger company because of our team-building activities.”

FREE FOR ALL Jack Sanborn’s Adventures Unlimited in Milton offers a wide variety of skill- and confidence-building tools for corporate, military and adventureseeking clients. The high-wire obstacles shown increase individual self-esteem and erase self-doubt.

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Getting to Know You The classical philosopher Plato said, “You can discover more about a person in an hour of play than in a year of conversation.” And that’s the point of team-building exercises.

Jordan Merrick, director of FSU Challenge in Tallahassee, likes Plato’s quote so much that he put it on the back of his business card. FSU Challenge is a part of the university’s campus recreation program and is located at the FSU Reservation on Lake Bradford. Merrick is in charge of a staff of facilitators who conduct outdoor field exercises in group dynamics. His job is to get grownups to play games — but with a purpose.

“Our activities are not to point out obstacles, necessarily,” Merrick said. “The activities we do just provide an opportunity for natural behaviors to come out. That’s the idea.”

In Merrick’s experience, team-building clients are just learning about themselves — specifically, how they can interact better with their coworkers. It’s about learning the different ways in which people express ideas. These differences can often lead to misinterpretation and even friction which, needless to say, hinders productivity.

“If you and I have different styles of communications and never know that, we will have a difficult time communicating,” he said. “But if I begin to understand what your version and your style of communication is and you start to understand what mine is, then I can say that when you say something and if I’m offended by it, it’s really not meant that way. It’s just your style of communicating.”

It’s only natural that other facilitators in the team-building game tend to focus on communication as one component of the overall learning experience. Understanding different perspectives is all a part of building an effective work force, according to Joan Helms of JAH & Associates in Tallahassee. Helms is a facilitator who has consulted with government, nonprofit and private-sector organizations for 20 years.

“In building those relationships, it takes time to learn about the other person,” she said, noting that different personalities have to be approached in the appropriate manner. For example, the social gadfly may be open to a more relaxed “Hey, how’s it going?” approach, while a task-oriented co-worker may want you to get right to the point.

“It’s all about adapting the style of communication,” Helms said. “Some people are visual, so you’d present a project on a piece of paper as well (as offering discussion). Communication is about learning how people view the world and how they see things, and how to adapt so we are communicating effectively.”

She admits that the hard part of communicating is being willing to be quiet and just listen to the other viewpoint. Many people will wait to speak, instead of listening.

“It’s about finding balance and giving the other person the opportunity,” Helms said.

This need to be understood is a typical human trait, Merrick said. However, different levels of the same need can cause conflict, he added.

“Individuals all have the same needs ... but individual backgrounds and personalities are so different that it can’t be said that everybody has the same amount of any of those needs,” Merrick said. “I may have a greater need for a sense of belonging than somebody else in my group. So learning about what those differences are and how we can get everybody on the same page, that’s more of what we’re trying to do rather than point out obstacles.”

Getting Ready to Play Drawing out these insights into human behavior is the job of facilitators throughout Northwest Florida. But clients don’t just show up at a team-building course. They are usually assessed in advance regarding their goals and what they hope to accomplish with the time and budget constraints they have to work with.

and reunion groups. She said team-building programs can be expensive because of the planning and logistics, but compared to the cost of some other activities it’s more than worth it.

“If you compare it to the cost of a round of golf per person, then they realize that this is much better,” she said.

At FSU, Merrick said potential clients of FSU Challenge are asked to fill out a simple online questionnaire that outlines their goals and some logistics. One page is a group questionnaire that asks the potential client to describe the group that will be coming to the event, as well as what change the client would like to see take place in the group’s dynamic.

“What are your goals, why are you bringing your group to us, what is it you want us to work on during our time together?” he said, describing the intent of the questionnaire. Once those questions are answered, Merrick selects the right facilitator for that group.

Helms, meanwhile, said she likes to get a full picture of the team’s “current reality” before they set off on the experience.

“What I want to do is interview them and find out what’s going on and why they think they need team building, and do an assessment on the team and get a snapshot of their current reality,” she said.

Helms likes to take a holistic approach to analyzing a client’s needs.

When people feel empowered, they feel they can rise to any challenge.

They feel like Superman. They say, ‘Hey, I did this, I climbed to the top of that pole.’

—Jack Sanborn “You must spend time speaking with the client to determine what it is they really want and need,” said Marilyn MacCollum of DESTINation Management LLC of Destin. “Oftentimes they don’t have the budget or the time to do experiential team building, so they decide to do a fun recreational activity such as Beach Olympics or sand building.”

MacCollum’s organization provides clients with a choice of three basic types of team building: recreational, experiential and corporate social responsibility. Recreational events provide a fun activity where coworkers get to know each other in a different environment. Experiential events are designed to meet the objectives of a particular need within a company. And corporate responsibility involves performing charitable “giving back” work.

Her company’s clients are usually corporations and sometimes associations, nonprofits

“I try to look at the organization as a whole,” she said. “So many things influence how effective a team is. So rather than approach it like a finger in the dike, I try to figure out what the whole thing is.”

Just as the preliminary questions are important for determining a group’s goals, so too is the need for debriefing — preferably by the facilitator in charge. This counselor’s job is to work the group through the challenge and then get the group members to open up about what they learned.

“In my opinion, for an experiential teambuilding exercise to be beneficial, the group should come back together to discuss what they experienced, what they saw, what they learned,” MacCollum said. “This sharing is moderated by

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IN IT TOGETHER Kristin Watkins has found that working with her teammates at the FSU Challenge brings a synergy that carries over into workday dynamics. As Chief Learning Officer at the Florida Department of Highway Safety and Motor Vehicles, she incorporates the course in managerial training.

TEAMBUILDING

Building Consensus the trained facilitators to make sure that the client’s objectives were met.”

The facilitator is the key to the whole experience, Jack Sanborn said.

“The facilitator is trained to make the group think outside the box, and to help the group communicate with each other,” he said.

The Roles People Play There are stereotypes in every office: the gadfly, the gossip, the recluse, the peacemaker, the coffee maker, the natural leader, the beta male. There are those who talk all the time, those who have to be the first to talk, and those who analyze all the ideas to help the group come to a decision. Recognizing and analyzing these roles can lead to better teamwork, said Kristin Watkins, chief learning officer for the Florida Department of Highway Safety and Motor Vehicles. Watkins oversees training for front-line driver-license examiners and call-center personnel, but she is also in charge of Management Fellows, a training program for potential managers and supervisors within the department. The ropes course at the FSU Reservation is part and parcel to that training.

Watkins said the team-building experience

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brings attention to those many roles and how well, or badly, they interact.

“I think talking through that really helps them to form a more cohesive team, and it helps those people who need to not be the first one to talk all the time, or who need to be the ones to speak up more,” she said. “It really allows some of those discussions to happen where it’s OK to talk about what roles you play and what roles you will all need to play in order to be successful.”

Jackson, of the FSU School of Theatre, compared these discussions to a coach studying and critiquing an athlete’s performance.

“Just like the very best athletes can’t see their own swing, they need that coach to tell them what that swing looks like,” he said. “The same is true whether it’s an individual or group. This is an opportunity to find out what the group swing is from (each perspective) in order to improve their overall performance.”

An Invaluable Tool Team-building, the grownup version of playing around on the monkey bars, has proven to be a big hit in the corporate world. It’s a thinking person’s game, Jackson said.

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“The idea is that through challenges that don’t necessarily have easy or rehearsed or obvious answers, you forge new pathways of working together,” he said. “You’ve heard the phrase ‘Necessity is the mother of invention.’ Well, that’s what the challenge of the ropes course is. You have to work as a team and examine how effectively you are working as a team.”

Working effectively is the goal of any office, MacCollum said, while warning that sometimes the problem isn’t with the employees but the leader.

“In that case, team building is not the answer,” she cautioned.

What’s really so great about it is how simple and elegant the concept of team building is, according to Sanborn.

“I think the thing people learn the most is how basic it is,” he said. “‘This isn’t rocket science. This is what I should have learned in kindergarten.’

“I think they learn it’s really a process that is very simple but it works in all situations, whether it’s the home environment, church or workplace,” Sanborn said. “It’s about respect — listening to other people because you care about them and they care about you.”

Office managers and supervisors also learn lessons in listening better and forming bonds of trust with their employees.

“They learn to listen to their employees, and they learn to trust their employees, and they learn that their way isn’t the only way,” Sanborn said. “They learn too that their interaction with their superiors can be improved, too.”

Dowling, of Tallahassee’s Aegis Business Technologies, said the programs teach participants how to walk in someone else’s shoes, and that everyone’s job is equally important.

“We all have the same common goal of making customers happy and making a profit,” he said.

“We have 16 employees, and it’s a great chance for a cross-departmental interaction. The service and admin departments may not spend a lot of time together, but it gets them involved in group activities, and it really helps with overall morale.”

However, probably one of the biggest challenges is just getting the office family to come to the ropes course. Employees who are generally not accustomed to being outdoors and climbing obstacles get a little skittish when the boss says they’re going to go on a “ropes course.”

“Nobody ever wants to go,” said Kristin Watkins of the Department of Highway Safety and Motor Vehicles.

Uncommon Coordination I

t’s a beautiful, windy September day at Castillo de San Marcos in St. Augustine, and up on the ancient Spanish fort’s gun deck, a group of special visitors is training for war.

Ladies and gentlemen, the National Park Service Cannon School for 18th-century artillery is in session.

The fort’s Historic Weapons Program is one of the best of its kind in the southeastern United States, and it relies mostly on volunteers to carry it out. To become a volunteer in this program, one must be certified by successfully completing the training provided in the cannon school.

Twice a year (spring and fall), many ordinary people sign up for the popular “class.” The weekend-long course is one part classroom lecture and one part teambuilding exercise. But this is no simple set of mind games, puzzles or obstacles. In this team-building program, there is no room for error.

Each crew of volunteer gunners deals with a powerful, muzzle-loading cannon that weighs as much as a small car. There is the potential for industrial-level burns and crush injuries. Mistakes during a demonstration can lead to immediate — and catastrophic — consequences. Communication, consistency, trust, teamwork and training are vital to the safety of the crews working the guns.

And did I mention that the drill commands are all in Spanish?

Safety is a team effort. Everybody must be on the same page — literally. Each gun takes a crew of five: four gunners and one master gunner, who is usually a seasoned volunteer or ranger. Getting the crew members to work together in a perfectly coordinated ballet of movement requires classic team-building values taught on conventional challenge courses. There must be commitment, trust and constant communication (both verbal and nonverbal). And if you see something that’s not quite right, you can’t be afraid to speak up and take action.

Drills last all day and are followed by certification firings in the afternoon. If you listen well, pay attention to your instructors and watch out for your teammates, the payoff — in terms of safety, satisfaction and pride — is huge.

There’s a special kind of thrill when the big iron sings, and the timeless skills and teamwork necessary for an 18th-century job can carry over into one’s 21st-century job, too.

— Jason Dehart

Employees may be reluctant and skeptical at first, but Watkins said the activities can have a profound effect on people. Several groups have gone through the program and reported good things about it, and people are less hesitant.

“The first two groups we took out didn’t want to go,” she said. “They make you sign the liability waiver before you go, and so people are like, ‘What are we doing? This is ridiculous. Why would we do this?’ But until you do it, you can’t really know what you’re going to get out of it.

When we get them out there, and once they’re there, everyone is glad they went.”

Communication

people, and people got frustrated with other people. Some people expressed that frustration, and some held it inside. The beauty of it is it seems so simple. Everyone thinks, ‘It’s no big deal, we can do this easily.’ But when they do it, it doesn’t happen like they think it’s going to happen.”

The problem is you can’t really tell who is not in sync with everybody else, and so that creates some of the frustration too, Watkins said.

“You don’t know who to be mad at; the thing just keeps floating up in the air,” she said.

At Milton’s Adventures Unlimited, Jack Sanborn said his Telephone Pole Shuffle challenges participants to think outside the box by finding alternate ways of communicating. The goal of

is about learning how people view the world and how they see things, and how to adapt so we are communicating

effectively.”

Sanborn eases his clients’ minds by making the high-ropes challenges optional, and belittling comments are discouraged.

“Everything is challenge by choice,” he said.

“If a person says, ‘I don’t want to do that,’ there’s no peer pressure, no dark humor, you won’t make fun of people. Everybody needs to feel safe, emotionally and physically.”

The participants’ outlook on life in general changes with the experience, Sanborn said.

“It’s interesting seeing what happens, because it changes people’s lives,” he said. “When they get to the high-course element, it might be as simple as climbing up a ladder, walking across a telephone pole hanging onto another cable, but that’s huge for some people. We’ve seen people’s lives change on the high course.”

Helium Rods and the Telephone-Pole Shuffle Team members really get frustrated when something so simple challenges their assumptions, Watkins said. Her most memorable exercise at FSU Challenge was not performing some highwire act, but trying to lay a small pole (the “helium rod”) on the ground. Teammates line up on either side of the rod and “hold” it by resting it on top of their index fingers. Grabbing it is not permitted. The goal is for everyone to lay the pole flat on the ground at the same time. It may sound easy, but the results are surprising.

“We had one group that probably spent over an hour trying to lay that thing down on the ground, and some really fascinating observations came out of their interactions doing that,” she said. “People made assumptions about other

—Joan Helms

this exercise is for 12 people to line up on a telephone pole on the ground and without touching the ground or talking, arrange themselves either alphabetically or by birth date.

“To do that, you think outside the box. You come up with a system of communication like hand signals,” he said. “Creativity lies within, and each has his own level of creativity — and the value of the individual is that even though they might be overweight, they may prove to be the smartest one in the group.”

Cameron Jackson said that one of the more challenging exercises his theater managers faced at FSU Challenge was a tangle of knotted ropes. But it was something that didn’t involve climbing.

“We gathered around it, and each had a different point of view, and we had to see how the ropes were interconnected,” he said. “We couldn’t touch them or pick them up. We could only look at them and talk. It’s pretty reminiscent of a lot of challenges that face any group or team. You have a different perspective, so how do you make sense of the problem and arrive at a conclusion?”

The team-building experience works on that communication, Jackson said.

“There were events where half of us were blind and the other half couldn’t speak, but there had to be clear communication,” he said. “You needed each other to make the whole action work. You’re practicing something very useful and practical, just in a different way.” n

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Capital Corridor

Gadsden, Jefferson + Leon Counties

spotlight

GAME ON Once in a while, ESPN brings its College Game Day pre-game road show to Tallahassee. Sometimes the “set” is constructed outside the stadium — where it draws an intense crowd. Even when the talking heads are set up on the field itself, the town feels the warmth of the national spotlight.

The Only Game in Town I

In Tallahassee, college football is a major player in the local economy by lee gordon

t’s no secret that college football is big business. The student-athletes aren’t paid a salary, but everyone else profits. Tickets, concessions, merchandise and more: If you can slap a logo on it, someone can sell it.

It’s a simple formula. Victories equal money — and lots of it. The more a team wins, the more people benefit. A successful college football team can breathe millions of dollars into the local economy each weekend.

That formula has a proven track record in Tallahassee. When Florida State University and Florida A&M University are winning football games, everyone profits. The stadium is packed, hotels

are sold out and restaurants are overflowing.

“Whenever there’s a game day, whenever you keep people in town, people feel it,” said Tallahassee Chamber of Commerce CEO Sue Dick.

People were certainly feeling it in the late 1990s. FSU football was a national powerhouse and FAMU was a perennial power in what used to be known as Division 1-AA. As recently as 2004, an FSU-Miami football weekend in Tallahassee could bring in as much as $10 million to the Capital City. Fans drove hundreds of miles and stayed multiple nights — a beautiful sight for area business owners.

But the past decade has been tough on

Photos by lawrence davidson and courtesy FSU SPORTS INFORMATION

COR R I D OR BY T H E N UM BE R S

$5 million The approximate amount an average FSU home football weekend could bring into the local economy before the recession.

The first game of 2010 brought half that. In 2005, FAMU’s homecoming game brought $2.5 million to local businesses. Now, the average is $1 million.

Source: FSU and Visit Tallahassee

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Football Weekends and Legislature: Tallahassee’s Lifeblood $10–15 million

2004 FSU vs. Miami

$2.5 million

2010 FSU vs. Samford

$2–2.5 million 2005 FAMU Homecoming

$1 million 2010 FAMU regular season game $1 million + Average week of legislative session in Tallahassee

$500,000 Amount of revenue lost per week for restaurants affected by the legislative gift ban

Source: Mark Bonn, FSU’s Robert H. Dedman Professor of Service Management in the Dedman School of Hospitality, in partnership with Visit Tallahassee.

everyone. The Seminoles and Rattlers have struggled on the field, and that has had a trickle-down effect on the local economy. The unemployment rate is up and the economy is in shambles — a lethal combination leading to empty seats, empty restaurants and a slew of hotel vacancies.

“The last couple of years, the ticket sales haven’t been as good because the team isn’t winning and we are in the recession,” said Mark Bonn, the Robert H. Dedman Professor of Service Management in FSU’s Dedman School of Hospitality. “That’s 95 percent of the explanation. People aren’t spending their discretionary funds for specific games. It’s a national trend — times are tough.”

Added the Chamber’s Sue Dick: “What we’ve seen the past couple years was impacted by the economy and the performance of the teams.

We’re seeing a spin with the transition of the (FSU) program with (new head football coach) Jimbo Fisher.”

Selling the college football experience Fisher alone can’t bring the economy back to where it once was. Winning football games will help. But there are also factors that play a role. The time of the game is a major factor as to whether fans show up. A noon kickoff against a lower ranked team isn’t attractive to a family driving to Tallahassee from around the state. Three of FSU’s first four home games in 2010 were noon kickoffs and the September 25 game against Wake Forest was the lowest attended game (61,647) since 1992.

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MUCH ADO ABOUT FOOTBALL (Clockwise from top) FSU fans ham it up for the sports photojournalists; the “Downtown Get-Down” party in the heart of Tallahassee’s legislative district (a.k.a. Adams Street) bustles with live music, street vendors, bars, restaurants and adult and kids’ activities; Mike Jackson, a FAMU fan, dishes up fresh-grilled sausage at the street party; and FSU fans John and Susan Gay (of Tallahassee) and Chuck and Jeanette Meister (of Gulf Breeze) bring the party to the stadium each home football game with a tailgate tradition perfected over decades.

“We as an organization are committed to winning and we’re doing everything that we can to ensure that,” said Jason Dennard, FSU’s assistant athletic director. “But part of the success that we are trying to accomplish depends upon people coming, and being part of the program, coming to the games and, as the commercial and the campaign says, is committed to being there.”

But how much money is spent each weekend is also dependent on the opponent. A Florida State-Miami weekend stands to make millions more than a Florida State-Samford weekend. (Unfortunately for local business, this year’s Miami game was played in South Florida.) The same can be said across town at FAMU, where Homecoming weekend is a major moneymaker for the city.

FSU’s College of Business and Dedman School of Hospitality partnered with Visit Tallahassee in 2008 to break down the numbers. Before the recession, an average FSU home football weekend could bring upwards of $5 million to the Tallahassee area. The first game of 2010 brought in about half of that. The same can be said at FAMU, where in 2005 Homecoming weekend brought in about $2.5 million. Now, an average home

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football weekend brings in close to $1 million.

“There are a couple of things that happened,” Bonn said. “Where is the team coming from that we are hosting? If it’s Boston College or someplace like Utah, I just don’t know what the draw is going to be from that geographical destination.

Depends on where the team is that we are playing, and is it a big rivalry or a drive market?

“Clemson is a five-hour drive, maybe,” he said. “That’s doable. You expect them to come down in big numbers, and you could go back the same night. But when they do stay, they spend money.”

Both Florida State and FAMU try to work together so that both teams aren’t playing home games on the same Saturday. It has happened in the past, but it’s not commonplace. That synergy between the two schools helps to create a buzz every weekend in Tallahassee and ensure that there will almost always be a home football game every Saturday from September through November.

“There’s been an effort not to have so much overlap between FSU and FAMU,” Dick said.

“Having the two universities working well

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together benefits the community because there aren’t two games on the same day.”

A new era of football and business in Tallahassee Hotel Duval opened its doors in the fall of 2009.

A trendy, upscale hotel in the shadows of downtown Tallahassee, the hotel has 117 rooms and houses Shula’s Steakhouse, as well as the Level 8 Lounge on the top floor. Because of its location, newness, and ability to attract out-of-town customers, the hotel has been thriving this football season. According to general manager Marc Bauer, one good weekend could bring in close to $100,000 for the hotel.

“We opened at the middle or latter part of football last year,” Bauer said. “I was interested to see how it would transpire. For us, we were sold out for many of the home football games in advance.

A lot of it has to do with (being) the new guy in town and our location (in relation) to the stadium. It’s obviously big business for us. It’s the engine in the fall that drives us and 250 to 300 covers at Shula’s and enormous nights at Level 8.”

Area hotels have also become creative in order to attract visitors. A few years ago, most Tallahassee hotels required a two- to three-night

minimum stay for football weekends. But when the economy began to slide, the food and lodging industries had to think outside the box. They also had to do more than just offer up a bed to draw people to town.

“People want value, so if you can package a game-day ticket and discounted hotel, it’s great,” Bonn said. “Anything you can do to show value added. Bundling and packaging is very important.”

The Chamber of Commerce also began marketing college football in Tallahassee as a “Gamecation.” Come to the game, but enjoy the city and everything in it, is the idea behind it. Spend money at restaurants, go to the mall, stay for a couple of nights in a hotel and feed the local economy with out-of-town dollars.

“FSU did some marketing at The Villages (north of Orlando),” Dick said. “‘Come up to the game — we’ll bring you up here, you spend time and money. If you don’t want to spend the night, it’s OK.’ (They’ve) been creative in packaging ideas and bringing people into town who wouldn’t have (come before).”

A home football game is not just a recruiting tool for Jimbo Fisher, Joe Taylor, Leonard Hamilton and the other coaches on Tallahassee’s two

The Chamber of Commerce also began marketing college football in Tallahassee as a “Gamecation.” Come to the game, but enjoy the city and everything in it, is the idea behind it. university campuses. A lot of business is done around football, and a football weekend is a chance for the Chamber and other business leaders to recruit outside money and outside business into the Capital City. Some arrive as early as Thursday for a Saturday football game to experience the ambience of a college football weekend in Tallahassee.

“Look at the skyboxes,” Dick said. “People come to town and use football games as a way to entertain. Whereas other communities go to the Dolphins or the Heat or the Jaguars game, our businesses use (the college games) for client development. It’s a sales tool for our community.”

Added Bonn: “Visitors are here having lunch at the club getting ready for the game. They are tying business in with their travel. It’s an important part of our community, even when we’re not winning. It makes people excited to see that it’s a viable part of the community.” n

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experience speaks { Capital Corridor }

Social Media Man Rick Oppenheim embraced change to succeed by linda kleindienst

T

WHO: Rick Oppenheim AGE: 58 INDUSTRY: PR YEARS IN BUSINESS: 25

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he Chinese Dracaena has stood as a silent sentinel in the front office for 10 years, growing slowly but surely, expected to bring its owner prosperity, luck and harmony.

In many ways, it has. But most of Rick Oppenheim’s success during his 25 years in the public relations business more likely comes from his own personality, creativity, stick-to-itiveness and dedication to providing a “full service” business for his clients.

He opened the doors to RB Oppenheim Associates on Aug. 5, 1985, starting with $1,000 in the bank, three credit cards, a mortgage, two monthly car payments and a three-year-old child. His home was his office.

“The first day, I put on my suit, hitched up my tie, picked up my briefcase, walked in the den, set down the briefcase, loosened the tie, hung up the coat … because my wife (then) had no confidence I’d have the discipline to work in the house. She thought I’d be watching TV, goofing off all day,” he remembers with a laugh. “While I scoffed at

Photo by scott holstein

that, inside I knew there was a risk. So for the first three months, every morning I dressed for work and went in the den.”

Although Oppenheim was a solo practitioner, a friend and financial advisor cautioned him against building his reputation as a freelancer working alone. It would be far better, he was told, to build the perception that he was a company.

And so, RB Oppenheim Associates was born.

He was even urged to steer clear of using an answering machine for his calls and instead opt for a professional answering service that would sound similar to an office receptionist.

“The whole idea was to convey the image … that I was a firm,” Oppenheim says. After the first year, he felt comfortable enough with the direction in which the business was headed to buy himself a Nissan 300ZX sports car.

Over the years he has served more than 200 local, state and national clients covering a wide range of interests, from government agencies to the health care industry to insurance, real estate and non-profits. He’s won more than 200 awards, including the Dick Pope All-Florida Grand Golden Image Award for the best public relations program in the state in 2005 — earned for the City of Tallahassee’s Blair Stone Road expansion project.

Oppenheim, 58, said that even as the economy began to slip in 2008 he relied on serendipity — if one door closed, surely another would open. But late that year his strategy stopped working. By the end of 2009, he came within a hair’s breadth of getting out of the business, nearly crushed by the economic tsunami called the Great Recession and several long-term government contracts that ended. He didn’t take a paycheck himself for four months but he did make payroll, tapping whatever source he could find. “My staff didn’t even know how close we came to locking the door,” he admits.

But he decided to hang tough and then 2010 turned into a surprisingly banner year, “the busiest we’ve had in 10 years and I’m cautiously optimistic about 2011.”

A native of Brooklyn, N.Y., Oppenheim’s family moved to Dade County when he was young.

He attended Miami-Dade Junior College North, was an English major at Florida State University, wrote plays and then went to law school at the University of Florida. He left Gainesville after four months. Back in Tallahassee he wrote art reviews for the local newspaper and then took a public relations class. He was hooked and earned a journalism degree with a specialization in public relations from Florida A&M University.

After a stint in state government and working for another agency, Oppenheim started what he describes as a “pristine public relations consulting firm.” At first he didn’t want to “sully” his business with advertising, but he soon embraced the idea of forging down the “full service” path — offering synergistic marketing that had public relations and advertising work together. Pretty soon he was giving speeches about breaking down the walls and the importance of developing a strategic toolbox to meet all a client’s needs.

Lesson learned? Be a leader and an early adopter. In following his own example, he embraced social media when it was still new. He’s active on Facebook and Twitter — and develops social media campaigns for his clients.

“This is the new media. It’s not only powerful, the best thing of all, it’s free. These are tough economic times. To communicate with an audience you have to find innovative ways to build a relationship and connect with customers.”

And Oppenheim says his expertise in this new media helped him get over the hump during the recession.

About two years ago he was at a non-profit board meeting in Jacksonville when he heard a presentation on how social media could be used.

“I had heard about it, but mostly it was people talking about how ‘My coffee is too hot’ or ‘My bacon was crisp today.’ But while listening, all of a sudden a light bulb turned on and I realized I had to learn how it works. Literally, while listening to the presentation I set up my Twitter account,” he remembers. “I spent a couple of hours every day for the next couple of months reading articles and experimenting. I said, ‘This is something we’ve got to do for our clients.’”

Oppenheim and his staff spent time learning how social media and digital marketing works and explaining to clients how it could benefit them.

“This is not a party, this is serious business communication,” he explains. “These are tough economic times. (Businesses) need to find innovative ways to connect with their customers. This is a free medium, but it takes some expertise.”

Because of the economic stress of the last couple of years, Oppenheim admits it’s going to take awhile to recover and “I’ll be working a little longer than I had planned. If I won the lottery tomorrow, I might take an afternoon off for golf every now and then or commute from the beach, but I’d still do this. I can’t imagine not doing this.” n

Oppenheim on business How have you survived 25 years in business? We, as a firm, have never remained static. We’ve adapted to changing economies, changing technologies.

How did you handle the economic downturn? When things started really getting tough, by the last half of 2009, I probably worked harder than I’d ever done before. I realized a little late that I was being lazy. I like doing the work, I don’t like the solicitation (of business). But I learned quickly, it’s either soliciting business or handing out shopping carts at Wal-Mart.

What’s your philosophy on selecting and then working with your employees? Skills can be taught, but behavior and personality can’t be. I think we have a good familial work environment here.

We have a massage therapist come once a month. We have Martini Mondays, although not every Monday. Nurturing and mentoring and helping employees grow, that’s all very important to me. Your employees are one of the main ingredients in the cake. You have to have the right people and the right chemistry. Sometimes you have to hire for personality.

What’s your primary business philosophy? It’s what I tell every new employee when they start. If you put your client’s needs above your own, then your own needs will be met. Too many agencies worry about the revenue they’re going to get from a client. Serve their needs — don’t tell them to do something because you’re going to make money from it.

What’s your best advice on business survival? Be a chameleon, learn how to adapt to your environment. And that means seeking out and looking for the next wave. What’s the next thing out there that is going to make our client successful and have their competition chasing them, then make sure they’re leading and not following.

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Gulf, Franklin + Wakulla Counties

forgotten coast Corridor

spotlight

The Greening of Sopchoppy Small town’s environment helps with economic development by darlyn finch

Y

ou know something big is happening in your little town when a New York Times best-selling author sets her latest intrepid heroine’s leap of faith there. Connie May Fowler even devoted 10 pages of her novel, “How Clarissa Burden Learned to Fly,” to describe Sopchoppy’s annual Worm-Grunting Festival.

That doesn’t surprise Robert Seidler, though his literary tastes run more to Mary Anna Evans. Seidler has been in business in this oneand-a-half square-mile town located about 45 minutes from Tallahassee since 1984. He is the

Photos by SCOTT HOLSTEIN

kind of man who, like Evans’ heroine, archeologist Faye Longchamp, would rather canoe up the Ochlockonee River to explore an ancient midden and ponder the lives of the folks who created it than worry about the challenges of an economic downturn.

Not that Seidler’s day job doesn’t root him firmly in 21st century concerns. As owner of Seidler Productions, he focuses on educational and instructional films and DVDs, including three series for public television. Two were naturebased, exploring ecosystems and habitats, while the other delved into innovations and solutions

COR R I D OR C LO SEU P

Natural Assets

The natural beauty of the region and its proximity to the Apalachicola National Forest, more than 5,000 acres of woodlands, wetlands and the Sopchoppy and Ochlockonee Rivers, are major assets. Between Sopchoppy City Park and the Ochlockonee River State Park, four miles away, the opportunities for eco-friendly tourism are numerous. Many of the shopkeepers in Sopchoppy are certified green guides who can provide assistance for visitors who desire to kayak, canoe, camp, swim, picnic, fish, hunt, hike, bike or bird-watch.

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forgotten coast Spotlight

for bicyclists, another of his passions. And did we mention his Worm-Grunting video?

Herb Hiller, travel-writing guru and author of “A1A: Florida on the Edge,” works with Seidler on the Florida Bicycle Association-endorsed Capitol City to the Sea Loop, a Greenways Rails-to-Trails bike/walk trail modeled after the St. Johns River to the Sea Loop in Northeast Florida. The hope is to finish the state’s Northwestern loop by 2015, in time for the 500th anniversary of Spanish explorer Juan Ponce de Leon’s discovery of La Florida — hopefully to attract cycling tourists to the region.

Hiller says, “I first came [to Sopchoppy] for a bicycle advocacy meeting, maybe 25 years ago.

A woman had set up a bed and breakfast in her house, where we all met … . The little downtown (had) a couple other storefronts going. Liked it all; all very place-y … . I also remember a friend of [Seidler’s] on the Sopchoppy River who took me to a prime patch of ripe blueberries … . It was all low key.”

Seidler agrees that the merchants in Sopchoppy are special. He was outdoors in cold weather in 1983 when he got hypothermia and a local restaurateur brought him inside and wrapped him in a blanket. That’s when Seidler knew he’d found his new home.

“Sopchoppy is a walk back in time and a walk into the future, with local businesses run by people who care,” he says. “There’s good food and ambiance in the restaurants. The merchants are interesting and intelligent. Sopchoppy is a microcosm of what community is.”

Dr. Howard Kessler, a Wakulla County commissioner, likes the warm feeling of the town when he and his wife go there to buy feed for their chickens. “Sopchoppy has a ‘down-home’ flavor to it. The restaurants are great; you can get a good cup of coffee. The IGA grocery store is a hidden treasure. The worm-grunting festival and the Fourth of July parade and fireworks are not to be missed. It feels like a small town should feel.”

When asked about the town’s vulnerabilities, Kessler admits, “There’s a slight clash of cultures between the residents who’ve lived in Sopchoppy for generations, hunting and fishing, and visitors and new residents who would rather hike, bike and enjoy nature in different ways. They’re both positive groups enjoying the area’s natural beauty, but each causes anxiety in the other.”

Mayor Colleen Skipper was born here, but don’t lump her in with the folks who can’t tolerate positive change. In fact, as the first female — not to mention the first African-American — mayor in the town’s history, Skipper brought change

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along with her when she accepted the role.

There have been cutbacks in spending to save money and city staff raises are being kept low.

But fiscal belt-tightening doesn’t mean economic improvements aren’t being made to present Sopchoppy as a welcoming home for business and new residents. “With Wakulla County’s help,” Skipper explains, “we’ve just finished a sewer project, installed new sidewalks and repaved several streets.” The town would like to attract professional office businesses, and perhaps a small factory or other light industry. “Even 20 new jobs would have a great impact here,” says Skipper. Personally, the mayor would like to see a Dollar General store, as well, for the convenience of the elderly citizens who lack transportation.

One of Skipper’s best memories was walking down the street in front of Rik and Nell Ott’s

850businessmagazine.com

From the Heart recording studio while a gospel choir from Atlanta sang inside. “The heavenly music spilled outdoors,” she remembers.

But wait, a recording studio in Sopchoppy?

Yes, and not just one: Opossum Tracks, owned

by Susan and Walter Solburg, is another one.

Skipper adds, “I think visitors and new residents come here because of the pristine waters of the Sopchoppy River, but they stay because of the warm hearts of our people.”

Many of Sopchoppy’s approximately 500 residents work in the downtown restaurants and shops like Backwoods Bistro, Sally’s Restaurant, Posh, Scratch Cakes Bakery, Sisters Antiques and Uniques, Chloe Farms Nursery, Roddenberry Professional Land Surveyors and Mappers, C&L Automotive, Colleen’s Cleaning Service, Sopchoppy Tire & Auto , Crescent Moon Organic Farms,

enough, there’s always the Sopchoppy Opry, with country and bluegrass offerings.

Sopchoppy has even hosted the Sprocket’s World Tour (thesprockets.com) on the town square, and was one of the five most generous pass-the-hat supporters of this two-person circus, which travels the world in a bright green vintage double-decker bus.

Seidler finds that the majority of people interested in moving to Sopchoppy are looking for stability, as well as bio-diverse, healthy environment with natural assets. They mostly arrive from central and south Florida, or come down from Atlanta. “Historically, Atlanta people visited or had second homes here,” he says. “Adventure travelers, cyclists, and hikers will dominate the future.”

Debbie Revell, broker/owner of Revell Realty, says the majority of properties she sells in Sopchoppy are houses for people with family nearby, like the man from New York City who bought two houses next door to each other, because his grandparents were from the area. A few investors have snapped up commercial properties, like the former bank and automotive dealership, to rent out. n

Pedigree of a Name

TIME STANDING STILL (Clockwise from top left) The Backwoods Bistro is Sopchoppy’s nod to modern cuisine with a Southern twist; From the Heart recording studio is one of two music-business establishments in the town; Sisters Antiques and Uniques is a go-to spot for collectibles and ‘good thing’ finds; and the old IGA grocery still nurtures the community after all these years.

Sopchoppy Hardware Store, Senior Citizen’s Thrift Store and George Griffin’s Pottery Studio.

Revell Realty helps visitors become residents.

Some residents work in the seafood industry at Sanders and Sons or Nichols and Sons, or provide bait, like those world-famous, multi-hearted Sopchoppy earthworms, to Lou’s Bait and Tackle.

Other families continue to grind sugar cane and make syrup as they’ve done for generations.

Another special Sopchoppy destination is Salli Squitieri and Gabriel Butterfield’s Frog and the Hummingbird, a showcase for artists and craftspeople, and their Butterfield’s Roadhouse, a family-friendly (no alcohol, no smoking) venue for local and national musicians, poets and eclectic performers. Actors Dan Aykroyd and Donna Dixon-Aykroyd teamed with Squitieri and Butterfield to found the Paul Butterfield Fund and

Society, with its mission to spread awareness of the legacy of blues-harmonica great Paul Butterfield (Gabriel’s father) and blues music in general.

Squitieri says, “Sopchoppy is a relatively undisturbed community that feels as though you are taking a step back in time … drawn for many years to the richness of the community where young and old seem to connect, and everyone lends a helping hand.”

The Frog and the Hummingbird and Butterfield’s Roadhouse holds two much-talked-about yearly events: the Annual Anniversary Celebration comprised of exhibitors and musicians, and the Annual Bike Day. Another noted affair, this one hosted by Sisters Antiques and Uniques, is the Annual Sopchoppy Community Yard Sale.

Christmas in Sopchoppy boasts a Holiday Blues jam, and a Holiday Acoustic jam. If that’s not

Folks agree that Sopchoppy’s name is of Native American derivation, but disagree on whether it’s from the Muskogee word lokchapi, (red oak), or from the Creek words sokhe (twisting) chapke (long) describing the approximately 50-mile long local river. When Florida became a United States Territory in the 1820’s, the port at St. Marks filled with settlers. After Wakulla County was formed in 1843, the settlers moved up the river. 1899 was a notable year in the area, when a storm and flood washed away the bridge. More than 20 ships in nearby Carrabelle were washed ashore. Later that year, the area experienced seven inches of snow, putting an end to the commercial citrus industry. In 1894, the CT&G Railroad laid out the town of Sopchoppy. The connection with the railroad will be honored in the near future, when Sopchoppy’s old train depot becomes a Welcome Center/History Museum highlighting the town’s past.

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experience speaks { FORGOTTEN COAST Corridor }

are right, your pocketbook profits. No chain of command here!”

The 56-year-old Morgan is the owner of Apalach Outfitters, a one-stop shop specializing in men’s and women’s outdoor apparel. This kind of a niche business was never part of Morgan’s master plan. Three years ago, he was president of the commercial division of the St. Joe Company, a multimillion-dollar development company.

Three years later, he turned in his gift for commercial real estate and cast a line into the deep end as a small-business owner.

“By 2009, we all know that real estate development activities were at a standstill, especially in Florida,” Morgan said. “Having touched just about every real estate class during my career, I yearned to own and run my own business. I had become enamored with fly fishing for tarpon in the Apalachicola area, and Sharon Baggett and I decided to open an outfitter/specialty retail shop in historic downtown Apalachicola.”

The shop is housed in a 100-plus-year-old building with the original antique tin ceilings and beautiful heart pine walls and floors — truly a historic gem. It officially opened for business in April 2010, just as the Gulf Coast was besieged with millions of gallons of oil from the Deepwater Horizon disaster.

A Rebel with a Cause WHO: Tom Morgan AGE: 56 INDUSTRY: Recreation YEARS IN BUSINESS: 34

Leap of Faith Having left a successful career in commercial real estate, Tom Morgan is now trying his hand at retail by lee gordon

T

om Morgan looks around his Apalachicola store with a smile that exudes confidence. It’s the look of satisfaction that comes from knowing he has built something from the ground up and answers to no one but himself.

The experience has been exhilarating, partly from his sense of being free of corporate America, where he spent most of his career. And, admittedly, it’s been exhausting.

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“I don’t say ‘a sense of freedom from big corporate America’ in a negative way at all,” said Morgan, 56. “I loved working for big, publicly traded companies, which afforded me the opportunity to live and work in many exciting places, meet scores of very interesting people, travel the world, etc. It was great.

“But owning your own business has been very fun,” he said. “You make decisions every day. If they are wrong, your pocketbook suffers. If they

850businessmagazine.com

Morgan graduated from the University of Mississippi in 1976 with a bachelor’s degree in accounting. His first job was with Arthur Andersen & Company in New Orleans. After several years in the bayou, he went to work for Delta Steamship Lines, which transports goods to and from South America. Morgan was 24 years old and in charge of overseeing a staff of 45 accountants.

“By 1985 I had become tired of the accounting world, although it formed the financial foundation which allowed me to excel in a career that I loved — real estate development,” he said.

That year, he moved to Dallas and began a career in real estate development with Embassy Suites Hotel Company. He was responsible for development and franchising for the western one-third of the United States. Under his leadership, Embassy Suites grew into the largest upscale, all-suite hotel chain in the world, and it remains No. 1 today.

In 1992, with hotel development in the doldrums, Morgan moved to Memphis, Tenn., to develop new casinos for Harrah’s Entertainment, a sister company of Embassy Suites. Casino expansion was taking off during the 1990s as states looked for ways to create new jobs and tax revenue.

Photo by SCOTT HOLSTEIN

ONE-ON-ONE 850: How have you been able to maintain such a high level of success for such a long period of time? My successes in business have all resulted from really caring about the people that work for and with me, sharing my experiences, giving advice and then letting them make decisions. So many people in business today view themselves as leaders when really they are managers. The successes created by empowering people to make decisions — and at times having them temporarily fail in doing so — are exponential. True leaders see strategically; managers can’t or don’t.

850: What advice do you have for younger businessmen/women who are hoping to follow a path similar to the one you’ve taken? For the college student who is about to graduate and enter the work force, my advice is to network tirelessly. Ask your parents and other adults you have a relationship with to set up time with their contacts for you to meet with. This is not necessarily for interviews; it is to get face time with executives that may then have contacts for you to meet. Those who have worked hard in college and work hard networking will find the good jobs.

850: What is the best advice you ever received? Love what you do. If you don’t love it, look for it! This was advice from my father in 1985 that helped me take the leap from my comfort zone (accounting/finance) into real estate development.

“We grew Harrah’s Entertainment into the largest gaming company in the U.S. in terms of revenues,” he said of the company’s leadership at the time.

It wasn’t long afterward that Morgan received a call from Trammell Crow Company, one of the leading firms in the commercial real estate arena.

But after years of learning the ropes, he yearned to develop master-planned communities, and in 2004 he moved to Bay County to work for The St. Joe Company.

“I was originally hired to develop residential communities in Bay County and then became responsible for residential communities in both Bay and Walton counties, which included St. Joe’s heralded communities of WaterColor and WaterSound,” Morgan said. “In 2007, I was promoted to president of the commercial division, which encompassed office, industrial, retail and apartment developments.”

Building The St. Joe Company By the time he arrived in Northwest Florida, Morgan had developed just about everything in the commercial arena of real estate except for master-planned communities that combined residential and commercial elements.

“St. Joe was the clear choice, as their reputation and track record for creating really special places was unparalleled,” Morgan said. “As with everything in life, I got an ‘in’ to St. Joe from a good friend and peer that I worked with at Harrah’s who had moved to Jacksonville to work for St. Joe. That paved the way for an interview.”

Morgan says St. Joe has no debt and more than 500,000 acres of land, but the company, like everyone else, had a rough year in 2009. And no one in residential real estate is thriving anymore — the correct term might be that they are “surviving.”

The new climate in real estate, coupled with a chance to follow a dream, is what led Morgan to

Apalachicola. The opportunity to create his own path opened up, and Morgan jumped head first.

Apalach Outfitters Opens for Business Morgan and his partner, Sharon Baggett, came up with a unique business model for their new venture. It came from years of learning how corporate America survives: Do something that no one else is doing and do it better than everyone else. If you can achieve those two goals, you have a fighting chance at success.

“Our model has included having exceptional, hard-to-find brands, offered in a very cool space, coupled with very personal service,” Morgan said. “No hired hands with surly attitudes sending text messages while you are waiting to be checked out!

“We had some very good friends that own and operate an outfitter store, and they were instrumental in helping us understand what brands were strong, what margins we should expect, what it was like living through the winter with few tourists, etc.,” he said. “We never could have created Apalach Outfitters without their insights.”

Morgan said there was no shortage of naysayers, all telling him he was crazy to open up a retail business in this economy. Add the oil spill to the mix, and most people have written off the project as a failed venture. But Morgan has been successful everywhere he’s been — and plans to keep it that way with his new store.

“A business plan is important: understanding your market and then developing a pro forma to include revenues, fixed costs, variable costs and capital requirements,” he said. “Many people fail at this point because they believe their dreams and don’t really figure out what will set them apart from others so that the revenue projections become a reality.” n

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BAY Corridor

Panama City, Panama City Beach + Bay County

sure shot

Building Homes, Creating Communities Beazer Homes’ Matt Brandman has a vision of growth for Northwest Florida by buddy nevins

T

here comes that moment for Matt Brandman when he knows he chose the right career. The plumbers and painters have moved on. The newly planted trees are swaying in the gentle Gulf breeze. The kitchen is gleaming. The bathrooms are spic-and-span, and the bedrooms are ready for a night’s rest.

Finally, the new homeowners appear.

“I actually get a lot of satisfaction from watching the moving truck drive up to a customer’s new home and know that we have made their experience in buying a new home the best possible,” said Brandman, president of Beazer Homes’ Northwest Florida Division. “That is what I love most about building homes.”

Photos by SCOTT HOLSTEIN

Brandman has helped build a lot of homes in his eight years with Beazer, one of the country’s largest single-family homebuilders, with operations in more than a dozen states. Admittedly in the last few years, homebuilding has not been easy.

“We continue to face the same challenges that we did when the housing-market decline started,” Brandman said.

Yet the 36-year-old product of Middle America is well equipped to handle the pressures of helping steer the company through the current economic fog. Brandman, who classifies his roots as solidly “Midwest, middle class,” grew up in a family very similar to a lot of Beazer’s Northwest Florida homebuyers. Dad was in sales for

document imaging companies. Mom worked at a Toledo, Ohio, newspaper.

“My parents are extremely hardworking people and taught my brother and me that you had to work very hard to get anywhere in life,” Brandman said.

Home was Temperance, Mich., a northern suburb of Toledo with about 7,000 residents.

College was at the University of Toledo, where Brandman took courses in marketing research and got a degree in marketing. His first job was helping shape the first love of Americans after their homes — their cars.

Hired right out of college, Brandman became a market research analyst for a consulting firm that had a contract with Chrysler Corporation.

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bay sure shot

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He was part of a multifaceted team of product marketers, design engineers, advertising executives and top-level managers. Their job was to study future vehicle design concepts. Team members traveled throughout the United States and Canada, interviewing car owners and showing them versions of the Dodge Ram, Dodge Dakota, Chrysler 300M, Chrysler Concorde, Jeep Grand Cherokee and PT Cruiser. Some of these vehicles would help Chrysler regain its image for building quality, stylish vehicles.

“I absolutely loved this job,” Brandman said.

“I was able to be a part of some of the most successful, popular Chrysler vehicle platforms in the mid-to-late 1990s.” But after two years, the job started to leave him cold — literally. “It was 10 below zero that winter, and my locks froze on my car.”

Goodbye Detroit. Hello, Florida.

His first job for Beazer was in market research and land acquisition. It was 2002, and the Tampa Bay area, where he was headquartered, was booming.

Brandman’s resumé at Beazer got longer as he moved to the firm’s Atlanta headquarters in 2003 as director of market research. He then went back to Tampa in 2004 as vice president of land acquisition. In 2006, he was named division president to lead Beazer’s big move into Northwest Florida, the post he holds today.

He recently moved his family from Tallahassee to Rosemary Beach, just west of Panama City in Walton County, to be closer to Beazer’s three Bay County developments.

At around the time that Brandman moved to Northwest Florida, the company did a macroeconomic study of Tallahassee and the Panhandle.

Brandman told the Tallahassee Democrat that the study found “long-term growth potential and economic stability.” In Tallahassee, Beazer discovered a market for “established professionals,” active adults who were working in the state’s capital. In the Bay County area, the profile was for second, resort and vacation homes.

Making it all possible was a strategic partnership with The St. Joe Company. Beazer’s plans to build new neighborhoods fit perfectly with St. Joe’s plans to remake Northwest Florida. Under Brandman, the deal allows Beazer to build homes on St. Joe land that the two firms select.

As Beazer and Bay County grow, the profile of the potential buyer expands.

“There will be a complete spectrum of buyers in and around Bay County in the coming years,” Brandman predicted. “This will always be a destination place, where second homes are a large part of the market. But we will also see a large increase in the primary demand for new housing, new commercial and new commerce

850businessmagazine.com

in general.”

Janet Watermeier, the executive director of the Bay County Economic Development Alliance, said Brandman has good instincts concerning Northwest Florida’s future.

“Matt has selected land parcels for Beazer Homes in the path of growth in areas where medium-priced homes are in demand,” she said.

“The planned communities with pools, clubhouses, sidewalks, lakes and landscaping are a trend that we should continue to see as the area grows. I would say Beazer Homes under Matt’s direction is a pioneer in what should become the future norm.

“Beazer Homes is one of the first national builders developing planned communities in the Bay County market — a trend that hopefully will continue. They took a risk in the market place which we think will turn out to be a very smart move for the company.”

It was tough going for several years for Beazer in Northwest Florida. Under Brandman’s direction, the company stuck with its plans, weathering the downturn by tightening its belt. The Fortune 500 company’s deep pockets helped. Brandman said the company’s capital structure allowed it to keep building the same quality homes at “extremely affordable prices” — and even added more energyefficiency in recent years. Most of all, Brandman remained dedicated to what his crystal ball had long predicted — the explosive growth potential of Northwest Florida.

“We have believed in this market for quite some time, even as the markets declined,” Brandman said. “We have worked to become more efficient with much less as we navigate through this cycle.”

The company is selling three neighborhoods in Bay County, with prices from just over $145,000 for a three-bedroom townhouse to around $300,000 for a top-of-the-line three-bedroom, twoand-a-half-bath, single-family home. All three developments advertise the amenities that make the area a growing economic powerhouse: >> W hisper Dune Townhomes advertises that the beach is just a half-mile away. >> H awks Landing is within 10 miles of Tyndall Air Force Base, a key selling point in an area where the military and 1,900 aerospace and defense businesses are major employers. >> T urtle Cove at Lake Powell is billed as just 14 miles from the new Northwest Florida Beaches International Airport.

Brandman’s experience may be a lesson for others in the business community buffeted by an economic storm. But when asked for any advice he could give others, Brandman said, “I really don’t have any advice but the creed that I live by every day: Failure is not an option.” n

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ON-THE-GO VOGUE Frustrated with tablecloths blowing in the wind and exposing table legs, Jane Birdwell found a solution to an age-old problem.

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Coastal Escambia, Santa Rosa, Okaloosa + Walton Counties

EMERALD COAST Corridor

spotlight

Necessity’s Children From a fisherman’s twist on a portable grill to an outdoor table cloth that won’t blow away, the ideas for some hot new products were conceived on the Emerald Coast by wendy o. dixon and zandra wolfgram

D

o you ever look at a neat invention that enhances your life and ask yourself, “Why didn’t I think of that?” Of course there are the obvious ones — the telephone, computer, microwave oven and automobile. And, lest we forget, the beloved central air conditioning. But what about your toothbrush, pencil or toilet paper?

Even these low-tech inventions were once ideas that we now can’t envision living without.

Great ideas can come from anyone — young or old, male or female. The Emerald Coast has some residents who have come up with ways to enhance our lives. Meet a few who turned their creative ideas into reality — and a successful business.

A Fly for Every Fish He spent much of his Air Force career as an interrogator, skillfully extracting information from Vietnamese war prisoners and deserters. But it doesn’t take much grilling to get Greg Miheve, 68, to talk about his passion — fly-fish fly tying.

After enduring bitterly cold winters in Michigan as a child, Miheve (Mah-hay-vee) looked forward to the first sign of spring, when he could spend the warmer afternoons fishing in a nearby lake. He got a fly-tying kit for his 11th birthday and quickly discovered he had a knack for tying fish flies.

When he was 14, Miheve was on a segment of “The Rocky Teller Show,” a fishing television show based in Duluth, Minn., where he demonstrated his self-taught fly-tying skills. He was

Photos by SCOTT HOLSTEIN and courtesy JANE BIRDWELL

later featured in Pickands Mather Iron Ore magazine, a regional publication focused on the Lake Superior part of the state. That brought him notoriety — and a budding business.

“I was getting knocks on my door at 4 a.m. from fishermen who wanted some good flies to go fishing,” he says.

Tying flies was just a hobby throughout his Air Force career, during which Miheve served as “chief of exploitation” while interrogating Vietnamese POWs and deserters. (In a stark contrast to how movies portray POWs being brutally tortured for information, Miheve said he and the other American soldiers gave the prisoners soap and toothpaste for their personal use.)

After retiring from the Air Force, Miheve and his family moved to Fort Walton Beach.

He made flies for Orvis, a mail-order sporting goods company, tying 30 dozen flies per week, and then focused on fishing resorts and individual sales. Now Miheve keeps busy with enough orders to work strictly retail as a fly designer, making flies for various clients nationwide, including fly manufacturing company Umpqua.

Most of the flies retail for less than $10.

“I get 2 cents per dozen flies (from Umpqua),” he says. “You get a royalty, but you’re never gonna live off that. You just do it for the notoriety.”

Always one to tinker, Miheve says it’s impossible to be a fly-tier and not muck about.

“I tried so many projects I’m up to my nose in them,” he says. “Fly-tiers and fly fishermen are notorious gadget people.”

Miheve says fishing flies have undergone

many significant breakthroughs over the past several years, using new materials that didn’t even exist two or three years ago.

“It used to be all feathers and the fur from animals,” he says. “Now you’ve got all kinds of synthetic things. Aerospace engineers are designing special adhesives. Dentists and chemistry guys are using their tools to make new flies. It’s almost impossible to keep up with the new materials.”

Miheve started the first local fly-fishing club, Emerald Coast Flyrodders, in 1985, which was succeeded by Panhandle Flyfishers of Destin.

Now he is satisfied tinkering in his garage and has enough to keep him busy for years.

“I don’t dare advertise,” he says. “I’d get swamped.

Chic Coverage As co-owner of Pensacola-based advertising agency Birdwell Photography and Multimedia

COR R I D OR BY T H E N UM BE R S

$0.02

The amount per dozen fishing flies Greg Miheve earns in royalty from Umpqua Feather Merchants. The inventor hand-ties the fishing gear in Fort Walton Beach and ships them worldwide.

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EMERALD COAST Spotlight

Siblings Katie and Andy Herrmann engineered a solution for the scraped knees that come with traditional skimboards.

Jane Birdwell distributes her table covers through major national retailers such as Plow & Hearth, Bed Bath & Beyond, Lowe’s and QVC.

with her husband, Thomas, Jane Birdwell, 46, has a roster of local, regional and national clients.

She had years of experience in marketing and branding her clients’ products, but a downward economy was a motivating force that caused her to want a product she could really get behind. Birdwell never thought she’d be the one to invent it.

“We saw a lot of our contacts come to a screeching halt due to the economy,” she says. “I thought we needed to invest in ourselves.”

Coincidently, after years of frustration with standard table coverings that exposed table legs or blew off the table in a strong wind, Birdwell discovered she had an idea that might prove to be a lucrative problem-solver. And so was born the Tablevogue.

“When using tablecloths for hosting events at home, at church and at work, you could never find anything to cover the legs,” she says. “I used to take big bunches of fabric and tie them at the feet, which is not what you want.”

Even though some hostesses have had this complaint since tablecloths were first used, table coverings have not undergone many significant breakthroughs over the past century.

“We think that’s the reason we were successful in securing the patent,” she says. “The last time a patent was applied for was in the 1950s.”

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Master fly-fish fly-designer Greg Miheve says inventors are usually born with the need to tinker.

Now that she had conceived the idea of a tablecloth that covered every inch of the table, her next step was to come up with a workable design.

Birdwell asked Jenny Bailey, a seamstress, to design a tablecloth that fit her specifications. She then formed a partnership with Milliken & Co., an industry leader in textile manufacturing. Birdwell chose a fabric with a patented soil-release feature in a neutral shade that could complement any table setting while also being wrinkle-resistant and washable. Most importantly, the tablecloths needed to provide full-length coverage for standard 6- or 8-foot banquet tables and 34-inch folding card tables.

With her creation underway, Birdwell hired Virginia Bell to help her focus on branding Tablevogue, saying, “She makes the hard part about building the brand and business fun.

There is no doubt in my mind that without her, Tablevogue would still be on the back burner.”

Birdwell also credits part of Tablevogue’s success to “mom blogs,” which are written by mothers and feature commentary, discussions and new products related to home life, family, parenting and entertaining. “They are a big part of

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today’s social fabric,” she says. “To underestimate the power of them is stupid.”

Partnerships between Birdwell and some nationally recognized brands are in the works.

The table coverings are sold through the Plow & Hearth catalog and Bed Bath & Beyond. And Birdwell will sell the Tablevogue brand in Lowe’s stores and on QVC in the coming months. Prices are around $39.99 for a standard-size card table, $49.99 for a 6-foot banquet table and $59.99 for an 8-foot banquet table.

“To get that far is motivating as heck,” she says. “But it’s also nerve-wracking.”

Birdwell’s advice for potential inventors?

Invest in yourself.

“We went into it with no room for failure,” she

says. “You can’t do this and think about anything except success.”

A Shore Thing For the Herrmann family, the Shore Surfer appears to be a sure thing.

The family was spending a day at the beach near its Destin home in May 2009. After a losing battle with the sand while riding his boogie board, Andy Herrmann, then 11 years old, dreamed of a skim-style surfboard with handles and knee pads to prevent injury to young kids and those new to the sport.

That evening over dinner, the entire Herrmann family — Joe, Linda, Joey, Katie and Andy — conceived the Shore Surfer.

Eventually, what began as a sketch on a napkin took shape as a prototype design, thanks to Aiello Designs of Maine. In April 2010, nearly a year since that day of dreaming on the beach, the Shore Surfer launched at a demo party at Henderson Beach State Park.

Not long after the product hit the local beach scene, national media attention followed, including recognition in the July 2010 issue of Coastal Living magazine, which named the Shore Surfer one of its “Best New Beach Products in 2010.”

“That article really launched us onto the national scene,” says Andy’s mother, Linda Herrmann.

From the get-go, two things were non-negotiable to the inventive family — that they give something back and that their product be American-made. The first one was easy. The Herrmanns adopted two national charities — Food for the Poor and Ride Nature, to which they donate 10 percent of their sales. The second goal was harder to achieve. With few affordable options available, the Herrmanns conceded and had their board made in China for the first year. This year, Linda Herrmann says they are proud to partner with a manufacturer in North Carolina.

“Producing the Shore Surfer in the States will give us better quality control, better shipping options and will allow us to give better service to our customers,” she says.

Now that the Shore Surfer name is trademarked, a patent for the design is pending. The product is available for $39.99 at local beach stores and online at Shore-Surfer.com. The Herrmanns are expanding their sales and marketing efforts based on customer demand to purchase the product at local beach shops.

With their marketing goals in mind, Joe and Linda Herrmann recently ventured to Orlando to attend one of the largest surf expos in the United States.

“They loved it,” Linda Herrmann says. “Professional skim boarders were saying they wished

they had thought of it.”

The trip was a success, yielding the start-up business more than 100 independent retailers that would like to sell the Shore Surfer all over the world. Though this is a big win for the Herrmanns’ company, it’s all a part of their measured success.

“We have consciously decided to grow slowly.

The market place can push you into places you aren’t ready to go,” Linda Herrmann says.

They are ready to go into the 2011 summer season. Splashy plans are in the works for colorcoordinated rash-guard shirts, as well as two new

incarnations of the board — a “disposable” one with a lower price targeted to vacationers, and a durable, long-lasting board suitable for rentals.

What does Andy Herrmann, now 13, think of the entire experience? “I guess it’s kind of cool, but it takes a lot of time and patience,” he says.

The Herrmanns hope their patience pays off in the end.

“We envision this will become a family business. We see this as a lifeline as our kids grow up,” Linda Herrmann says. “Our dream is that this hobby could become very valuable to our future.” n

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experience speaks { EMERALD COAST Corridor }

What Execs Admit Out of the Office W

e asked and they answered. Nearly 20 executives attending the 2010 Walton County Leadership Summit at Sandestin Golf and Beach Resort were quizzed on what they read, whether they tip and how they’d vote in the next presidential race. Here’s what they told us: What are you reading?

Sales Books; “The Secret” by Rhonda Byrne; Time Magazine; “The Road Less Traveled”

by Scott Peck; Bible; “Failing Forward” by Dr. John Marshall; “The Road to Serfdom”

by Friedrich von Hayak; “On Becoming a Leader” by Warren Bennis; “The Energy Bus”

by Jon Gordon; “Your Word is Your Wand” by Florence Scovel Shinn; Professional Manuals; “The 21 Irrefutable Laws of Leadership” by John Maxwell; “The Millennium Trilogy” by Stieg Larsson; “Good to Great” by Jim Collins; “The Speed of Trust: One Thing That Changes Everything” by Stephen Covey; “Eat Pray Love” by Elizabeth Gilbert; 850 Magazine (no joke!); “Miracle on the 17th Green” by James Patterson Do you tip the maid when you stay at a hotel?

55% ............................................Yes 45% . .............................................No Where are you most likely to close a big deal?

At a power lunch....................36% On the golf course.................. 18% At a formal meeting...............46% Who do you think is the greatest American businessperson alive?

“Warren Buffet” “Steve Jobs” “Bill Gates” “Gary Kelly with Southwest Airlines” “Keith Howard” “Michael Dell” “Steve Wynn” “Dave Ramsey” “Oprah Winfrey”

PHOTOS BY ZANDRA WOLFGRAM

Are you satisfied with BP’s response to the Northwest Florida Coast regarding the Deep Water Horizon incident?

61% .............................................. Yes 39% . .............................................No Of these leadership qualities, which is most important?

Intellect.......................................12% Influence.................................. 47% Intuition....................................... 41% Who would be the best candidate for president in 2012?

Mitt Romney............................. 44% Sarah Palin................................22% Hilary Clinton............................16%.

Barack Obama...........................7%

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ON THE RECORD The business leaders we interviewed were (left to right, top to bottom) Kay Rasmussen, Dewayne Youngblood, Mike Herbermann, Jeff Helms, Valencia Williamson, Kitty Whitney, Dawn Moliterno, Myra Williams, Roger Hall, Julie Cotton, John Russell and Scott Russell. Not pictured: Elizabeth Brannon, Eileen Burick, Tom Huchins, Mike Kapotsy, Penny Jackson, Todd Whitney, Cecilia Jones and Mike Lawson.

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RE LAX + R ECO NNEC T

On Northwest Florida’s Gulf Coast, undiscovered white sand beaches — together with clear waters in hues of azure and emerald, a naturally beautiful environment that few places on Earth can equal and a relaxed, welcoming atmosphere — are waiting to create lasting memories for you and your family.

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Gulf County

Florida’s friendliest marina

Florida’s Forgotten Coast When Florida officials forgot a unique strip of beaches in Northwest Florida, including Gulf County and Cape San Blas, and left the area off the annual tourism map, locals began calling their region “Florida’s Forgotten Coast.” That was back in 1995, but the name seemed to stick.

The 43-mile stretch of white sand beaches that hug the coast of Gulf County, located 77 miles southwest of Tallahassee — about a 30 minute drive from Panama City — are some

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of the most pristine and uncrowded to be found anywhere.

In fact, in 2002, Dr. Stephen Leatherman, more commonly known as Dr. Beach, ranked St. Joseph’s Peninsula State Park on Cape San Blas No.1 in the nation for its 50-foot-tall white sand dunes and crystal-clear waters.

Word seemed to get out a little after that, but the area still remains pretty much a quiet family destination. Locals say most visitors come from within a nearby drive, including Tallahassee and South Georgia. Young families seem to be most drawn to the area because the calm coast does not have the undertow of rougher beaches to the west, and you won’t find hi-rises, loud bars and tattoo shops. What you will find are family-friendly events, great rates and lots of water-based activities!

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CAPE SAN BLAS Until you’ve actually laid eyes on the coastline of Cape San Blas, you’re bound to underestimate this sandy stretch of splendor. Like a giant arm, the 17-mile-long barrier peninsula curves around St. Joseph Bay, holding the Gulf’s playful surf back on one side, while keeping the bay … at bay, on the other. Once you visit, you’ll understand why it made the list of Top 10 beaches in the country, three years in a row.

Kayaking, stand-up paddle boarding and biking the new Loggerhead Bike trail are popular Cape activities.

Cape San Blas Lighthouse, the last of its kind, was constructed in 1838.

The Keepers’ Quarters were recently restored and offer tours and a gift shop open Wednesday through Friday, 11 a.m.–5 p.m. and Saturday 10 a.m.–4 p.m). Call (850) 229-1151 to schedule a tour, or for more information.

INDIAN PASS This unique community’s rich history is filled with stories of ghosts, governors, Franciscan friars and exotic game shipped from the New York Zoological Park, to name a few! Most of the cottages you’ll see were built following WWII, but Indian Pass was settled in early 1900 and several great examples of cracker-style homes from that era still stand.

“The Pass” is celebrated most for excellent fishing, secluded beaches, lagoon oysters and an incredible range of habitat. Beach driving is allowed with a permit, so it’s not unusual to see families gathered along the shore — fishing, crabbing, grilling or gathering wood for an evening bonfire. The “Raw Bar,” as locals call it, whose humble existence began back in 1903 as a commissary during turpentine days, is still owned and operated by the same family and is something of an icon. Lagoon oysters, (these gems are smaller and more succulent than most), are served raw,

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steamed and baked. Stop in, grab a cold one from the cooler and see why celebrities like Naomi Judd, Lauren Hutton and Johnny Cash have sat at the counter and waited, just like everyone else.

PORT ST. JOE A new Welcome Center, located along the BayWalk Trail and overlooking St. Joseph Bay, makes a great “first stop” for free maps, brochures and information. From there, explore Port St. Joe’s historic downtown shopping district or marina waterfront district, all conveniently connected and easily walkable.

You’ll find some of the friendliest people you’ve ever met here. (We think it’s contagious, because it’s not just locals who wave anymore!) Vacation homeowners, winter regulars and returning visitors have slowly discovered the upbeat, down-home way of life. And they keep coming back for more.

It’s a good idea to stock up in Port St. Joe if you’re heading to any of the

Florida’s beaches. Great places friendliest to shop ormarina grab a bite to eat are scattered all over town, on or near the bay and throughout the downtown district. Restaurants, diners and bistros offer everything from upscale and trendy to ethnic and Southern cuisine, many with outdoor dining areas. One thing you won’t have trouble finding is plenty of fresh seafood!

Whether you’re shopping or just browsing, Downtown Historic Reid Avenue might be just the place to find a unique gift, home furnishings or local art. No matter what you’re here for, you’ll be touched by this unhurried place.

ST. JOE BEACH St. Joe Beach sits at the border of the Eastern and Central Time zones where the annual “Celebrate New Year’s Twice” event draws revelers from around the world. Free, public trolleys allow for safe shuttles between beach clubs and pubs on each side of the time line to get in a second celebration.

Area Highlights Cape San Blas Lighthouse Open for climbing to the top and great views.

Scalloping Season runs July 1–Sept. 10 and it’s easy for people to rent kayaks. Or just wade and pick them up for a feast.

Horseback rides on the beach Pet-friendly beaches Gulf County is one of the few places that allow pets.

Beach weddings Growing in popularity and plenty of experienced area planners are available to help.

Live music You’ll find it everywhere, from up-and-coming locals to Nashville greats.

Much more information at visitgulf.com 850 Business Magazine

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Franklin County

A Natural Escape The Communities and Beaches of Franklin County Offer Visitors a Taste of ‘Real’ Florida In the coastal communities of Franklin County, vast natural resources and authentic experiences await visitors. A short and scenic drive from anywhere in the Florida Panhandle, the distinctive communities of Alligator Point, Apalachicola, Carrabelle, Eastpoint and St. George Island welcome you with endless outdoor activities, historic and cultural attractions, fresh Gulf coast seafood and fun-filled activities.

Secluded and serene Alligator Point is a refuge for native and migratory wildlife and for visitors. Comfortable and affordable rental homes are the perfect base for your natural escape. Signature fall experiences include wildflower viewing and bird watching at Bald Point State Park and rare sea turtles nesting on the beach.

Carrabelle is a boater’s and fisherman’s paradise, offering five full-service marinas and dozens of charter captains who guide visitors to the best fishing areas. Recreational opportunities abound, from Carrabelle’s whitesand beaches to hiking and kayaking at Tate’s Hell State Forest. Tours of the Crooked River Lighthouse and Camp Gordon Johnston World War II Museum are fun and educational.

St. George Island stakes claim to

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some of the most beautiful pristine beaches in all of Florida and one-of-akind attractions including St. George Island State Park and the restored Cape St. George Light. This family-friendly beach haven offers miles of uncrowded seashore, and also is pet-friendly. Hundreds of private beach homes, ranging from quaint cottages to luxurious estates, offer the ideal escape.

Historic Apalachicola is rich in maritime culture. Some 200 historic homes and landmarks have been restored, and many now serve as elegant inns, gour-

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met restaurants, galleries and shops.

Shoppers flock to Apalachicola for great finds at locally owned boutiques, galleries and antique shops. Along the waterfront, visitors find modern luxury hotels, parks and restaurants. Each fall, Apalachicola hosts the Florida Seafood Festival —the state’s oldest maritime event.

Franklin County Florida is truly “a natural escape” with fresh live-caught seafood and the second largest estuary in the United States. For more area information and a list of ongoing events and activities, visit anaturalescape.com.

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Panama City Beach

Paradise Awaits With the change of seasons, it might seem like the chance for that perfect, soothing summer or fall escape — to lift your spirits and revive your energy — has slipped away. Neighborhood celebrations and vacations with family and friends were plentiful, but the opportunity for that longed-for dreamy, exotic adventure with your special someone faded into hope for next summer. Fortunately, it’s not too late to take that dream couple’s escape.

And it’s just a short drive away.

Enjoy carefree days and romantic, starry nights strolling endless miles of pristine sugar white sand beaches that slide into spectacular sparkling emerald green waters. Dine out at the many fabulous restaurants or order in. Join the festivities, dance the night away or venture off the beaten path and seek out the undiscovered natural wonders. It’s all here for you in Panama City Beach.

You’ll be glad you waited to get away. The off-season means more affordable rates at world-class Panama City Beach hotels. Fewer crowds make for a more relaxing and enjoyable atmosphere to soak in the sun and chase away your cares.

You will discover that Pier Park is a shopper’s paradise. Stroll through beautiful landscaping and endless boutiques, specialty stores, restaurants and entertainment venues amidst colorful Caribbean architecture. And after dinner or a movie, you can also take a romantic carousel or Ferris wheel ride at Miracle Strip.

Without a doubt, Panama City Beach is packed with restaurants featuring top chefs and unique, mouthwatering delights. The seafood is fresh, and ocean views and sunsets are second to none. Dining out in the city is an experience all its own.

Feast at a city landmark for a one-of-a-kind night out. Since 1967, Captain

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Anderson’s Restaurant & Waterfront Market has offered innovative classic Gulf Coast cuisine, winning the loyalty of millions. A local tradition is to dine early and watch the fishing fleets unload their catch. Try the Captain Anderson signature Filet of Scamp Imperial with Fresh Lump Blue Crab Meat.

Dine with the “in” crowd at Saltwater Grill, featuring hand-cut, hickory grilled filet mignon, rib eye, top sirloin, New York strip and fresh Maine lobsters. This restaurant houses a breathtaking 25,000-gallon saltwater aquarium and houses Panama City Beach’s only piano bar, a favorite of locals and tourists alike.

The Boatyard Restaurant, accessible by land and sea, is located on Panama City Beach’s beautiful Grand Lagoon.

Amazing water views make this a popular dining destination. The Boatyard offers delicious fish tacos, oysters cracked straight from the ice display and gourmet sushi.

Panama City Beach even has something for the organic crowd. Zen Garden Market is a charming plant nursery, produce market and health shop featuring the Lotus Café and Fluid Lounge.

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A majority of their products come from farms within 100 miles of the market and some is grown onsite in High Density Vertical Growth Systems. Stop into the Lotus Café for a macrobiotic meal, fresh smoothies, juices, tapas, salads and more.

The off-season means more affordable rates at world-class Panama City Beach hotels. Fewer crowds make for a more relaxing and enjoyable atmosphere to soak in the sun and chase away your cares.

When you’re near the water, of course the perfect setting for romance is a moonlight dinner cruise. Panama City Beach offers one of North Florida’s

premiere dinner cruise experiences on the Lady Anderson Dining Yacht.

The Lady Anderson offers an excellent all-you-can-eat shrimp and prime rib buffet along with a variety of musical entertainment and a sunset dinner and dancing cruise.

If your plan is to relax and not venture far from your vacation home base, you’ll have plenty of quality couple time at the Bay Point Marriott Golf Resort & Spa. It’s the perfect resort experience with everything you need to rest, play and rejuvenate.

To ease body, mind and spirit, visit the Serenity Spa at Bay Point. You’ll delight in the finest spa treatments available on the Gulf Coast. Try a soothing facial, Swedish massage, manicure, pedicure or couples massage. Nestled side by side, two people can be massaged in the specially designed couple’s suite.

If you love to golf, you may know that Golf Magazine has recognized Panama City Beach as one of America’s top three golf towns. The Hombre Golf Club, annual host to the second stage of the PGA Tour Qualifying School, is also located in Panama City and has earned a reputation for scenic and challenging

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Area Highlights

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Captain Anderson’s Restaurant & Waterfront Market 5551 N. Lagoon Drive (850) 234-2225 captainandersons.com Saltwater Grill 11040 Middle Beach Road (850) 230-2739 saltwatergrillpcb.com Boatyard Restaurant 5323 N. Lagoon Drive (850) 249-9273 boatyardclub.com Zen Garden Market Lotus Café & Fluid Lounge 707 Richard Jackson Blvd.

(850) 234-1651 zengardenmarket.com Lady Anderson Dining Yacht Captain Anderson’s Marina 5550 N. Lagoon Dr. (800) 360-0510 ladyanderson.com Bay Point Marriott Golf Resort & Spa Nicklaus and Meadows Golf Course Reservations: (800) 874-4025 marriottbaypoint.com The Hombre Golf Club 120 Coyote Pass (850) 234-3673 hombregolfclub.com Florida State Parks and Eco Nature Adventures St. Andrews State Park Shell Island Ecofina Creek Camp Helen State Park visitpanamacitybeach.com/ do/eco-nature Panama City Beach Convention and Visitors Bureau Additional event and area information visitpanamacitybeach.com

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play. Featuring wetlands and framed with a stunning assortment of palms, pines and azaleas, with water on 21 of 27 holes, it is meticulously manicured to PGA specifications.

Wanting to get closer to nature as well as your significant other? Panama City Beach is also a very popular destination for eco-tourism and is often referred to as “The Last Undiscovered Florida Coast.” Visitors flock here for unique opportunities to explore unspoiled environments including breathtaking beachscapes, lush flora and fauna and rare species of wildlife.

Pack a picnic lunch and escape to St. Andrews State Park or Shell Island for a truly serene natural experience. St. Andrews State Park is one of the most popular outdoor recreation spots in Florida. The 1,260-acre area has more than 1.5 miles of beach on the Gulf of Mexico and the Grand Lagoon along with rolling, white sand dunes separated by low swales of pinewoods and marshes. Enjoy hiking along scenic trails, camping along the shore, unparalleled fishing, kayaking, off-road cycling, diving, bird watching and much more.

For a truly peaceful spot to relax in nature, grab the shuttle or rent a pontoon boat from St. Andrews State Park and set off for Shell Island, a pristine, 700-acre undeveloped barrier island and wildlife sanctuary situated just across the ship’s channel from the mainland. Shell Island is a great place

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Panama City Beach is also a very popular destination for ecotourism. Visitors flock here for unique opportunities to explore unspoiled environments including breathtaking beachscapes, lush flora and fauna and rare species of wildlife.

for dolphin watching and is home to one of the world’s highest concentrations of bottle-nosed dolphins. The island has tremendous sand dunes, a freshwater swamp and acres of woods and sugar-white sands. Shell Island also offers excellent shell hunting, fishing and secluded beaches.

It’s easy to visualize the spectacular experiences that await you. Why not plan your romantic couple’s escape today? There’s still time to capture the carefree summer feeling this winter.

So many special memories are waiting to be created … Paradise awaits you in Panama City Beach. s p ec i a l a dve rti s i n g s ect i o n

Northern Escambia, Santa Rosa, Okaloosa + Walton Counties and Holmes, Washington, Calhoun, Jackson + Liberty Counties

I-10 Corridor

spotlight

ANY GIVEN DAY The greyhound track at Ebro serves as a mainstage for pari-mutuel wagering and poker enthusiasts region-wide. Crowds gather in the stands for nightly racing in the summer.

Evolution of Ebro Poker helps keep the dogs running at a Northwest Florida tradition by linda kleindienst

B

link your eyes and you might drive right by it. The tiny town of Ebro, nestled in the extreme southwestern corner of Washington County, is a little more than three square miles and home to 241 people. Yet, despite that, on most days you can find cars lined up outside the Ebro Greyhound Park and Poker Room, a pari-mutuel facility that continues to beat the odds, where card games and racing dogs help fuel one of the region’s larger employers.

The dog track, which suddenly looms out of the ground in the middle of what seems like

Photos by SCOTT HOLSTEIN

nowhere, can easily surprise someone who doesn’t expect it to be there. But then, it was never supposed to be built in rural Washington County in the first place.

Ebro was originally proposed for Bay County, close to the tourist traffic that’s drawn each summer to Northwest Florida’s beaches. When Bay County voters refused to have any part of it, however, Washington County voters agreed to give it the go-ahead. It was built as close as possible to the Bay County line — and sits only a 15-minute drive from Panama City. During the peak of the tourist season, like during the July 4th holiday,

COR R I D OR U P C LO SE Florida remains the leader in greyhound racing in the United States with 18 permit holders operating at 13 tracks throughout the state — but attendance is dwindling. A total of 3,928 performances, including charity and scholarship performances, were conducted during the 2008–2009 state fiscal year (the most recent data available).

That represents a decrease of 20 percent from the previous fiscal year. Total paid attendance decreased by 47 percent from the prior year and total greyhound revenue to the state decreased by 33 percent. The greyhound industry accounted for approximately 41 percent of Florida’s total revenue from pari-mutuel performances. The state realized revenue from regular performances of approximately $17.3 million, a decrease of 25 percent from the prior fiscal year. In the same year, the state revenue from card rooms was $10.5 million.

Source: Florida Department of Business and Professional Regulation

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I-10 Spotlight more than 2,000 come to the track each day.

Over the years, Ebro has survived recessions, hurricanes, a dwindling interest in betting on dogs and horses, competition from out-of-state tracks, Internet gambling and Indian casinos.

“We’ve had our ups and downs here,” admits Stockton “Stocky” Hess, 68, the president and general manager. But the track has managed to stay in business, mainly because of the new clientele and extra dollars brought in by statesanctioned poker games, which started out with limited hours and small pots but has now expanded to allow for unlimited betting and far longer hours.

Employing about 225 workers during its summer racing season, Ebro is one of the largest employers in the area, providing an economic engine for the community.

“This is a significant business for Washington County,” says Ted Everett, executive director of the Washington County Chamber of Commerce. “It’s been an anchor tenant for the city of Ebro for many years. It’s good for our county, but it’s also good for Bay County, because several of their workers live there.”

Only recently, for the first time in its history, Ebro grabbed the headlines when it became the scene of a horrific tragedy — the discovery of two dozen dead greyhounds at a kennel rented by a local trainer. Tragic in more ways than one

— since Ebro has developed a reputation for working with local dog rescue groups to give greyhounds that no longer race a chance to find a home.

“All of us at Ebro Greyhound Park are stunned and devastated at this terrible turn of events. We are deeply saddened that many greyhounds died under Ron Williams’ watch, and we vow … such a thing will never happen again on our property,” says Mark Hess, assistant general manager, marketing manager and Stockton Hess’s son. “We’ve never had a policy in place for off-season kennel checks. However, it is obvious that we need to revise our policies to make sure that nothing like this ever happens again.”

In the beginning The Hess family has owned and operated Ebro since 1967. But the track was founded in 1955 by Greek immigrant Tom Trulis, a Miami businessman who arrived in this country by jumping ship in New York Harbor when he was 12 years old.

Trulis started his career in Rhode Island and worked at a horse track, where he eventually wound up owning the concessions, according to Stockton Hess. “Later, he owned a hotel and restaurant on Miami Beach and thought greyhound racing would do well in the Panhandle.

He owned (Ebro) and ran it for 12 years.”

When Trulis decided to sell, Luther Hess, a

pioneer of greyhound racing who began his career in the late 1920s, put together a group of fellow Tampa track owners to purchase Ebro. Luther Hess, who was inducted into the greyhound racing Hall of Fame in 1985, was Stockton’s father. The Hess family has been running the show now for the past 44 years.

Among the early changes: tearing down the old track and replacing it with a more modern structure in 1975.

“It had 1950s written all over,” says Mark Hess, 44, alluding to the old track’s wooden seats and a tin roof with holes. If it was raining, “you had to have an umbrella.”

A restaurant was later added and then, after the expansion of gaming was approved by the Florida Legislature, a Las Vegas-style poker room.

Golden years lose their luster Greyhound racing boomed after World War II. Tracks that had shuttered their doors and turned off their bright lights during the war years — for fear of an enemy attack — were back in business. But then the limitations began. There were no Sunday races. Minors weren’t allowed at the races. Tracks were limited on the number of days they could race.

Then, in 1986, Florida voters approved a state lottery, which pari-mutuel owners say put a stake in the heart of their business. Soon Indian tribes 74

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entered the gaming business and bettors were quickly finding ways to gamble via the Internet or on “cruises to nowhere,” ships that would sail out of state waters to let passengers legally gamble away their afternoons and evenings.

In 1992, gambling was legalized in Gulfport, Miss. Then Biloxi became another gambling Mecca two years later. Attendance at Ebro dropped by up to 40 percent.

“That took a lot of money out of the state of Florida, a lot of tax money,” remembers Stockton Hess with a shake of his head. “It was almost immeasurable.”

But then, aided by a pro-gaming clique in the Legislature, things began to change. Minors were allowed to accompany their parents to the track.

Racing was allowed on Sundays. And Florida’s pari-mutuels were allowed to open penny-ante poker rooms with a $10 pot limit. Ebro’s owners cleared out the dining room and set up 13 poker tables which, at first, could only operate while the dogs were actually racing. So, the track provided races 240 days a year.

“With the beaches being family oriented, attendance really boomed at that time,” Mark Hess said of the state’s decision to let minors go to the track. But poker, he added, was really the track’s “salvation.”

SOMETHING FOR EVERY TASTE The Ebro Racetrack houses greyhound racing kennels, Vegas-style poker gaming and a full bar — to satisfy all the senses.

Poker’s influence On a recent Monday afternoon, a small group of about 60 gamblers gathers on the second floor of the Ebro track, sitting at green-felt covered poker tables while dealers shuffle the decks and deal the cards.

The pot is unlimited and the tables are open 18 hours on weekdays and 24 hours on weekends and holidays. The state will collect taxes on the winnings and the county government gets about $1 out of every $4 the state collects. This year the track expects its racing taxes to be about $355,000 (despite an estimated 20 percent drop off in attendance because of the oil spill’s effects on tourism) and poker probably slightly higher.

It’s estimated the county will get about $100,000 this year from just the poker table taxes.

“Most people in the county don’t realize that.

We’re good neighbors,” says Stockton Hess, adding that the track was recently recognized as Washington County’s business of the year.

Eventually, he hopes the state will ease even more restrictions and allow all pari-mutuels to operate slot machines, like the tracks and fronton in Broward and Miami-Dade now do.

“Years ago the restrictions were good,” reflects Stockton Hess. “They regulated the industry and controlled how much gambling was out there.

But now, Internet gambling and Indian casinos (are) not restricted at all, they’re running 24-7.

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I-10 Spotlight

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Evidence of dogs similar to the greyhound have been found in archeological excavation sites in Turkey dating back to 6,000 B.C. Cleopatra was said to fancy greyhounds and the breed is even mentioned in the Bible.

In Proverbs 30: 29-31, King Solomon said, “There be three things which go well, yea ... are comely in going: a greyhound; and a goat also; and a king against whom there is no rising up.” // While first used as hunters, the breed’s racing ability was recognized by the British in the mid-1700s. Greyhounds were introduced to the U.S. in the mid1800s and Gen. George Custer took a liking to the dogs, taking a kennel of them wherever he went. (While Custer didn’t survive the battle of Little Big Horn, his dogs did.) // The first successful greyhound track in the U.S. was built in 1920 in Tulsa, Okla. By 1930, there were 67 tracks in the nation and the sport continued to spread around the country during the 1930s and 1940s. There are currently 40 tracks in 12 states. Of those, 16 are in Florida and three are in the 850 — Jefferson County Kennel Club, Ebro Greyhound Park and Pensacola Greyhound Track.

Source: National Greyhound Associate, The Greyhound Review

But we’re still restricted. Definitely not a level playing field.”

The state’s 27 pari-mutuel permits are in good locations where they can attract tourists to their betting parlors, he reasons. What better way to provide more incentives for tourists, save the lagging pari-mutuel industry and pour more dollars into the state’s coffers?

When asked if he sees a future for the dog tracks, Hess hesitates and then says, “If the state someday helps this industry by giving us other products to compete with, we’ll maintain what we have, including the jobs.” n

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experience speaks { I-10 Corridor }

WHO: Janet Kinney AGE: 58 INDUSTRY: Health Care YEARS IN BUSINESS: 33

Long Way to the Top

Determination and a strong work ethic have carried Janet Kinney to a series of increasingly prominent positions over 33 years at Northwest Florida Community Hospital by lilly rockwell

W

hen Northwest Florida Community Hospital in Chipley announced the promotion of Janet Kinney to chief operating officer last spring, it was a testament to the value of hard work.

Kinney never got a college degree but nevertheless has worked her way up the ladder over a 33-year career, holding every senior position at the hospital, even chief executive officer for a brief time.

“She has always been one of the most competent members of our staff, without question,” said Pat Schlenker, the hospital’s current CEO. Though she regrets never getting a college

Photo by SCOTT HOLSTEIN

degree, Kinney said she made up for it by working hard, eager to prove that she was smart and capable.

“You shouldn’t be afraid to seek advancement,” she said. “Just go for it.”

Working for a Better Life The odds were stacked against Kinney.

She grew up in poverty in Leesburg, Fla., moving to DeFuniak Springs in the ninth grade. She was ninth out of 11 children. Her parents never graduated from high school.

Her father worked in construction, a career susceptible to long periods without work. This

made a deep impression on Kinney, who saw her family suffer through periods of unemployment.

She is sympathetic toward her parents, saying they “did the best they could with 11 children,” and adding that they didn’t believe education was important.

But Kinney yearned for a better life.

“I knew there had to be a better way out of what I was in,” she said. “You can take it and learn from it and do differently, or sit around feeling sorry for the way you were raised.” She was determined to finish high school.

After getting her high school diploma in 1970, Kinney was given a scholarship to attend Pensacola Junior College and become a dental hygienist. She thought this might be her chance to secure a better life. Then reality set in — she had to help support her family, and she couldn’t afford the cost of moving to and living in Pensacola.

Instead, Kinney stayed in DeFuniak Springs and began working at an attorney’s office. It was her first white-collar job, and she thrived in the professional setting. In 1977, Kinney got married and moved to Chipley. There, she applied for a part-time job answering phones at Northwest Florida Community Hospital — and was hired immediately.

The Career That Almost Wasn’t Kinney liked her new job but was working for minimum wage. A few weeks after starting her hospital job, she got a call from a Chipley attorney’s office, offering her work at triple the wage she was earning.

She made a decision then that shaped the rest of her career.

“It was a hard decision, but (the hospital) had just given me this job, and it wasn’t fair for me to turn around and leave them,” Kinney said.

She was soon offered a series of promotions, moving to patient registration and then supervising patient registration within four months.

Fueled by her upbringing, Kinney said she sought out opportunities whenever they became available.

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I-10 experience speaks

“Each time an opening presented itself, I asked for the job,” she said. Whenever she had a spare moment, she would offer to help other departments, or filled in whenever someone was sick or a position was unfilled.

In just a few years, Kinney worked in practically every non-medical department at the hospital, such as billing, data processing and accounts receivable. In looking back, she muses, “It seemed that each opportunity opened another door for me.”

Meanwhile, she made it her mission to learn the ins and outs of the hospital and its business.

While supervising patient registrations, she spent her break time learning billing procedures.

“I believe in an honest day’s work for an honest day’s pay,” Kinney said. “I believed if I did more than was expected of me, I would keep my job.” Still, Kinney wasn’t sure she wanted to stay with the hospital. It was only her third employer.

She wondered what sorts of opportunities she might be missing elsewhere.

So she went on interviews.

“Every time I went, I realized maybe the grass isn’t greener on the other side,” she said.

An Invaluable Employee After deciding to stay at the hospital, Kinney said she began to really enjoy her work, and appreciated the hospital’s willingness to give her new opportunities and let her grow.

Schlenker said her lack of college education never hindered her career advancement.

“I have an MBA in finance,” he said. “But your degree gets you your first job. After that it’s our performance. I want somebody who can perform and get the job done and do it in an outstanding manner. I don’t care if they have formal education or not.”

The 59-bed Northwest Florida Community Hospital treats more than 10,000 patients a year in the emergency room. The service area is primarily Washington County, though sometimes patients from Jackson and Holmes counties come in for treatment. There are 230 employees at the hospital.

As Kinney climbed the ladder, she had to learn new skills. She became a certified unit secretary, which entails coordinating the traffic at the nurse’s station. She also took a class in data processing.

“I was hungry to learn,” she said. “I wanted to be helpful.” She says her rise was by no means effortless. “I put in a lot of hours.”

Kinney’s work ethic was noticed, and by 1999 she became the administrative director of Support Services, supervising 40 employees. She became known as the go-to gal, always willing to take on a challenge and learn on the job. Schlenker described Kinney as persistent and reliable, qualities that can never by overrated.

With her long institutional memory, Kinney can often help solve problems by remembering challenges that arose in the past and what the hospital did to cope. And her knowledge goes far beyond hospital operations.

“She has a thorough knowledge of the community,” Schlenker said, which includes teaching him the politics of Chipley, since he doesn’t live in the city.

Kinney said her lack of a degree, in the end, didn’t hold her back. But there is one piece of advice she preaches, especially to her own children.

“Get an education,” she said. “Education is definitely paramount.” n

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Magnolia Grill FORT WALTON BEACH

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(850) 302-0266

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SoundBytes BUSINESS NEWS CAP I TAL Local Honors Bob Burleson, president of the Florida Transportation Builders’ Association, is among the first three honorees to be inducted into the American Road & Transportation Builders Association Transportation Development Foundation’s inaugural “Hall of Fame.”

Jeff Herig, owner of the Tallahassee FASTSIGNS®

sign and graphics center, was named FASTSIGNS “Franchisee of the Year” for 2010 by the International Franchise Association.

The Mary Brogan Museum of Art & Science and Russell Daws, executive director of the Tallahassee Museum for 20 years, received Visit Tallahassee’s 2010 Thomas A. Waits Distinguished Leadership Awards. Daws was honored for his outstanding contribution to the Tallahassee community, including his role as the chair of the Tourist Development Council and participation in many local and statewide boards such as Florida Foresight and the Big Bend Scenic Byway.

StarMetro earned four awards from the Florida Pub-

lic Transportation Association, including Most Outstanding Florida Transit System in 2010. It was honored for commitment to enhancing ridership, safety, community relations, operations and marketing.

PHOTOS BY SCOTT HOLSTEIN (MENZEL) AND COURTESY HOLLAND & KNIGHT (ERVIN & BARNETT) AND Gjergj Ndoja, Volaj Photography (baughman-mcleod)

Veteran Chick-fil-A owner Steve Elyea is one of the very few operators given the opportunity to open a second stand-alone restaurant. In 1999, the Florida State University graduate opened the Chick-fil-A on Tallahassee’s Capital Circle Northeast and this fall opened another in Bradfordville.

The Medicare Advantage Plan administered by Tallahassee-based Capital Health Plan is ranked No. 1 in the country, according to a report from the National Committee for Quality Assurance, marking the first time a health plan in Florida has led the nation in the assessment.

The Tallahassee Democrat and Margie Menzel of WFSU-FM have won first place honors in the 55th annual contest sponsored by the Media & Communications Law Committee of The Florida Bar. The newspaper won for a series of blogs on the local and federal judiciary by menzel attorney and freelance writer Charles E. “Chuck” Hobbs II. Menzel took top honors for a series on court funding.

ARAMARK of Tallahassee is one of seven Florida

businesses honored for being exceptional employers of people with disabilities.

The Ash Center for Democratic Governance and Innovation at the John F. Kennedy School of Government, Harvard University, has selected the Florida Department of Business and Professional Regulation’s Division of Hotels and Restaurants’ Model Plan

Review Program for its newly-created Bright Ideas program. Florida is the first in the nation to implement statewide electronic review and approval of restaurant construction plans.

Compiled by Linda Kleindienst

Moving Up and On Former Department of Environmental Protection Secretary Mike Sole has joined the state’s largest power company, Florida Power & Light, as vice president of state governmental affairs, lobbying for the company that powers South Florida and most of the Atlantic Coast.

The Economic Development Council (EDC) of Tallahassee/Leon County has announced Larry Lynch as director of the Entrepreneurial Excellence Program to support high impact business incubation in the Tallahassee region.

Legal Affairs Gunster, one of Florida’s oldest and largest business law firms, has added four attorneys and a government affairs consultant to its Tallahassee office: former Public Service Commissioner Lila A. Jaber; J. Larry Williams; Matthew Feil; Beth Keating; and Brady J. Benford.

2010 Francis G. Slack Award, given for “excellence in service to physics in the Southeast.”

The Willis Research Network, the world’s largest collaboration between public science and the insurance sector, has announced the addition of FSU’s Florida Catastrophic Storm Risk Management Center to its membership. FSU is the only academic institution in Florida and one of just 14 nationwide to be offered membership in the network.

The research of Jim P. Zheng, a professor of electrical and computer engineering at the Florida A&M University-FSU College of Engineering and a researcher at FSU’s Center for Advanced Power Systems, has captured the attention of Bing Energy, a technology company that hopes to develop his innovative research with nanomaterials, which could one day lead to a new generation of hydrogen fuel cells that are less expensive, smaller, lighter and more durable.

Appointed by Gov. Charlie Crist Elizabeth Wester, 30, of Tallahassee, associate with Floridian Partners LLC, to the Florida Council on Arts and Culture.

Holland & Knight is

pleased to announce that two of the firm’s lawyers representing its Tallahassee office have been honored as 2011 Lawyers of the Year by Best Lawyers in America: Martha W. Barnett, Government Relations Law, and James M. Ervin, Jr., Tax Law. The firm’s Tal- ERVIN lahassee office received first-tier rankings in the 2010 U.S. News — Best Lawyers Best Law Firms guide in Administrative/ Regulatory Law, Advertising Law, Antitrust Law, Corporate Law, Criminal Defense: White-Collar, Energy Law, Environmental Law, General Commercial Litigation, Health Care Law, Natu- barnett ral Resources Law, Trusts & Estates Law, Water Law.

Kathy BaughmanMcLeod, of Tallahassee,

public policy group director, Bryant Miller Olive P.A., to the Florida Energy and Climate Commission.

baughman-mcleod

Linda G. Bond, 53, attorney with Rumberger, Kirk & Caldwell, Donald M. Hinkle, 54, partner and attorney with Hinkle & Foran, and Randolph P. Murrell, 59, Office of the Federal Public Defender for the

Northern District of Florida, to the Second Judicial Circuit Nominating Commission.

F O R G OT T E N C OAST

in the News

Gateway Tallahassee, LLC, has received a tax-

exempt bond allocation from the Economic Development Council of Tallahassee/Leon County to help with construction of an approximately 37,000 square–foot, mixed–use building on the northeast corner of the intersection of Tennessee Street and Monroe Street. The project will include a Walgreens drug store, additional retail and office space, as well as a parking garage.

University Happenings A massive training curriculum designed by Florida State University researchers to ensure the security of the nation’s 350 commercial ports is about to enter the marketplace. A spin-off company, the Educational Development Group LLC (EDG), has begun offering the security training program and its online reporting system to clients on a fee basis.

Kirby W. Kemper has been best known in the FSU

community as vice president for research — but for continuing to conduct nuclear physics research in FSU’s Department of Physics he has received the

Local Happenings Donnie Gay has been named to head the Apalachicola, Mexico Beach and Carrabelle region for Centennial Bank, a wholly owned subsidiary of Home BancShares, Inc. which has acquired the banking operations of of Coastal Community Bank (Coastal), headquartered in Panama City Beach, and Bayside Savings Bank (Bayside), headquartered in Port St. Joe. Maggie Hamilton has been named the Crawford-

ville store manager of maurices, a leading national small town specialty store for fashion-conscious customers with a 20-something attitude.

Sacred Heart Hospital on the Gulf recently re-

ceived funding from the Kresge Foundation in conjunction with the University of Florida and Shands Hospital to launch an Arts in Medicine program in Port St. Joe that will integrate performing, meditative and visual arts into a wide variety of settings to promote community wellness.

Provisions restaurant, previously located on Wil-

liams Avenue in Port St. Joe, expanded their space and moved to Reid Avenue.

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SoundBytes BUSINESS NEWS, CONT’D Bay Breeze Antiques, a new store on Reid Avenue,

who is currently executive vice president, external affairs, for Southern Company’s Alabama Power subsidiary.

University, has received the Clair Fancy Memorial Award from the Florida Section of the Air & Waste Management Association.

MOVING ON After four years, Wakulla County Administrator Ben Pingree turned in his resignation. He has accepted a position as a CEO of a non-profit in Miami. On Nov. 16, the Wakulla County Board of County Commissioners voted to replace Pingree with an interim administrator, with a full-time replacement expected to be hired by February 2011.

The Scenic Corridor Association and Scenic Corridor Foundation has named Kerri Price as executive director.

The Analyst Group, Aviation Systems of Northwest Florida, CACI, Inc., CTS America, Gulf Power Company, L-3 Communications, Vertex Aerospace and University of West Florida School of Science and Engineering were honored recently with the

Local Happenings Centennial Bank, a wholly owned subsidiary of Home BancShares, Inc. has acquired the banking operations of Coastal Community Bank (Coastal), headquartered in Panama City Beach, and Bayside Savings Bank (Bayside), headquartered in Port St. Joe. The acquisition is expected to provide Centennial Bank (based on March 31, 2010 data) expansion into Northwest Florida with 13 branch offices, and assets of approximately $444 million. Wallace Jensen will oversee Panama City operations.

Three local companies have been awarded 2010 Community Impact Awards by the Bay County Economic Development Alliance in partnership with the Bay County Chamber of Commerce, Panama City Beach Chamber of Commerce and Panama City Beach Convention and Visitors Bureau. The winners are: ARINC, Carr Riggs & Ingram and The Resort Collection of Panama City Beach.

The award was established in 2007 to recognize Bay County companies for their continuing contributions to economic development in Bay County and their outstanding work in community service.

Mathison Retirement Center of Panama City is one

of seven Florida businesses recently honored by the state for being exceptional employers of people with disabilities.

Coast Products has been awarded a Florida Gover-

nor’s Business Diversification Award in the Newcomer category, which was presented during the state’s annual Industry Appreciation Week. Coast was one of 18 Florida companies to receive a 2010 award for the exceptional contributions it has made toward statewide economic diversification.

The Bay County Chamber of Commerce has won recognition from the Florida Association of Chamber Professionals as two of the state’s top Chambers for their outstanding achievement and dedication to the industry. The Certified Chamber of Commerce program identifies chambers that have met high standards and strengthened free enterprise by protecting the business environment.

E M ERALD COAST Moving Up and On Susan Story, who has served as Gulf Power president and CEO since 2003, has been named president and CEO of Southern Company Services in Atlanta. The new CEO of Gulf Power will be Mark A. Crosswhite,

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been hired as recruiters in the Pensacola office of IMS ExpertServices.

William Gibson of Pensacola has become one of only

Sarah Leahy has been

BAY

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Pensacola Bay Area Chamber of Commerce’s Industry Excellence Awards.

Roxette Riseden and Angela Baroco have

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PRICE named Visit Florida’s business development manager for Northwest Florida, a newly created territory.

86 individuals in the world to earn the prestigious designation of Merger & Acquisition Master Intermediary from The M&A Source® of Chicago, the world’s largest international organization of experienced, dedicated merger and acquisition intermediaries representing the middle market.

Ty Handy is the new president of Northwest Florida State College. Cristie Kedroski has been named the

LCI Industries, with stores in Pensacola, Fort Walton

school’s director of Resource Development and College Foundation.

Beach and Milton, has been honored by the state for being an exceptional employer of people with disabilities.

Mike Stange assumed the position of CEO for The

Glenn Lubel with Coldwell Banker United, REAL-

Resort Collection.

The Howard Group and Merchants Retail Partners have named Brian Voyles as general manager of Grand Boulevard at Sandestin. Stacey Brady is the new director of marketing and public relations and Brenda Salvage has been named property accountant.

Melissa Mowrey is now executive director of the

Taylor Haugen Foundation.

Local Honors Shane Moody, president and CEO of the Destin Area Chamber of Commerce, has been installed as the chair of the Florida Association of Chamber Professionals. Ted Corcoran, of the Greater Fort Walton Beach Chamber, is vice chair for the NW Region. moody (right) The FACP has also given the Destin Area Chamber of Commerce a certified designation as one of Florida’s top chambers for meeting high standards and strengthening free enterprise by protecting the business environment.

Keith Howard, president

and CEO of the Howard Group, has been honored with the 2010 Van Ness Butler Jr. Hospitality Award by the Walton County Tourism Development Council for his work in shaping the Beaches of South Walton into a premier tourist destination.

The Web Marketing Association has recognized the Hilton Sandestin Beach Golf Resort & Spa with a WebAward for “Outstanding Website” for its newly designed site, HiltonSandestinBeach.com.

Local Happenings

Pen Air Federal Credit Union teamed with other

local companies and organizations to assist The Extreme Makeover: Home Edition television show in providing a new Escambia County home to Finis Gaston and his family.

Avalex Technologies, an aviation and defense in-

dustry contractor recognized by Inc. Magazine as one of the fastest growing companies in the nation, has broken ground on its expansion into southern Santa Rosa County at the old Gulf Breeze Ford property.

Medical Happenings Baptist Hospital is one of only 26 hospitals nationwide to receive the American College of Cardiology Foundation’s Silver Performance Achievement Award for sustaining high standards and excellence in cardiovascular care.

Press Ganey Associates, Inc., has recognized Gulf Breeze Hospital with the Summit Award for sustaining the highest level of customer satisfaction.

Gulf Breeze is one of 74 organizations to receive this honor in 2010 for placing in the top 5 percent of the firm’s customer satisfaction database for three or more consecutive years.

The Andrews Institute has been selected by Out-

howard

Dennis Lichorwic, DMD of Destin Center for Cos-

metic & Family Dentistry and Panama City Beach Center for Cosmetic and Family Dentistry, has been elected president of the Florida Academy of Cosmetic Dentistry.

Dennis Mitchell, who teaches biology at the Fort

Walton Beach and Crestview campuses of Troy

850businessmagazine.com

TORS® in Pensacola has been awarded the National Association of REALTORS®’ Green Designation for his comprehensive knowledge of green homes and buildings and issues of sustainability in relation to real estate.

patient Surgery Magazine as a 2010 OR Excellence Award winner for pain control due to the advanced techniques used in the Ambulatory Surgery Center.

Baptist Health Care has named Liz Adams as marketing media manager.

Meg Norwood has been promoted to operations

project manager at Sacred Heart Hospital on the Emerald Coast.

PHOTOS BY SCOTT HOLSTEIN (PRICE, HOWARD) AND COURTESY DESTIN CHAMBER OF COMMERCE

Port St. Joe, recently opened.

Appointed by Gov. Charlie Crist Andrew Raines, 35, of Pensacola, research associate, Florida Institute for Human and Machine Cognition, to the Florida Rehabilitation Council for the Blind.

Daniel A. Bowers Jr., 44, of Crestview, certified

public accountant with Lundy and Bowers CPA, and James D. Neilson Jr., 72, of Destin, retired president of Sandpipe Cove Condo Association, to the Mid-Bay Bridge Authority of Okaloosa County.

James F. Anders II, 59, of Seacrest Beach, owner of Anders Real Estate and Timber Company, Michael J. Griffith, 62, of Pensacola, self-employed attorney, and Joseph A. Zarzaur Jr., 39, of Pen-

sacola Beach, attorney and partner with Taylor Martino Zarzaur P.C., to the First Circuit Judicial Nominating Commission.

I -1 0 Local Happenings Scott Jackson is the new manager for Gulf Power’s local offices in Crestview, Niceville and DeFuniak Springs.

Chipola College has named Jim Froh as director of the Business and Technology Division.

The Charles Hagler family farm in Jackson County has been designated as a Century Pioneer Family Farm, meaning the family has maintained continuous ownership of the property for at least 100 years. Originally, the 300-acre farm was used for row crops such as corn, peanuts and hay. Today it also provides pasture for cattle and pine tree production.

CPA firm Lundy & Bowers has joined O’Sullivan Creel. The firm will operate its Crestview location under the name O’Sullivan Creel, which will grow the firm to 160 team members, including 28 partners with six offices spreading from Okaloosa County to Baldwin County, Ala. The Tourist Development Councils from Holmes, Washington and Jackson counties have joined together to promote a Regional Day Trip program, designed to market the tri-county area as a tourism destination. The group hopes to expand the promotion to include national and international markets.

Jackson County recently received a $302,000

grant from USDA Rural Development to improve Whitetail Drive, a road along the State Road 71 business corridor into Marianna. In addition, the money will fund the Steele City wastewater line extension project. County officials herald the grant, which they say will open up access to developable land for business.

Appointed by Gov. Charlie Crist David R. Carrel, 39, of Marianna, financial advisor with Edward Jones Investments, and Ronald E. Duell, 66, of Alford, financial advisor with Sun Trust Investment Services, to the Jackson County Hospital Corporation.

To include your business news, simply e-mail us at editor@850businessmagazine.com.

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The Last Word

Sound easy? Well, at first blush, you might think, OK, that can be done. But think on it a little more, and you’re quick to realize that anyone who can walk away even doubling that $25 has done some awesome work.

For the last four years, the challenge has been issued during the Entrepreneurship Week hosted by the Jim Moran Institute for Global Entrepreneurship in the Florida State University College of Business. The prize for the winner: $1,500.

All the teams showed passion, thought and creativity. They were judged on presentation of their plan, creativity of their moneymaking endeavor and, of course, on how much money they made. The winners — Justin Corder of St. Petersburg, Holley Knight of Pensacola, Alex Richards of Tarpon Springs and Nicholas Stoeckle of Tampa — took their $25, multiplied it forty-fold and turned it into $1,009.50. Not bad for a week’s work.

My description of their project doesn’t come near to telling you the hours of work and thought they put into their plan. But they used spray paint, electrical tape, some paint stirrers (which were free) and paperboard to make tomahawks for football fans. After selling a small batch of 40, they realized they were onto something and stayed up all night before an FSU football game to make 140 that they sold, along with water, at the stadium.

Pretty ingenious. The judges thought so, too. But while this group won, many others vying for the prize also showed some very creative thinking.

It’s just that kind of energy that 850 is trying to capture in its call for students at FSU, Florida A&M University, University of West Florida, Northwest Florida State College and Chipola College to participate in our Collegiate Entrepreneur Invitational. It’s just that kind of energy and entrepreneurial spirit we want to keep in Northwest Florida as it embarks on a new era of growth.

We are asking students who enter to propose a plan for a business they would like to develop in Northwest Florida. In 10 pages or less, they are being asked to tell us how they plan to finance the project, how they will develop the good or service, how they will

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market it and how it will be distributed.

The grand prize? A $5,000 check and a chance to promote the plan with a group of local venture capitalists.

An important aspect of fostering growth within an economic region like Northwest Florida is to encourage an entrepreneurial spirit. This is Northwest Florida’s first business plan competition and it’s designed to encourage the dreams of the budding entrepreneurs who will become tomorrow’s business leaders in our region.

When you read this, the entries will have already been submitted and will be in the hands of local judges throughout Northwest Florida. They’ll whittle the list down to two students (or student teams) from each school who will then compete in the final, regional competition Jan. 7.

I’m hoping we’ll see some innovative ideas emerge for our region.

(One student has even asked if he can submit two business ideas!)

My heartfelt thanks go out to the local business leaders who have stepped up to help 850 and Rowland Publishing pull off this competition. Regions Bank and CenturyLink are our presenting sponsors.

Other sponsors include Gulf Power, Matthews & Hawkins, O’Sullivan Creel and Hilton Sandestin. You certainly have the vision of what we need in Northwest Florida — an entrepreneurial spirit that will help us diversify our economy, grow new business and provide a wide range of good jobs for the people we know will be moving to this region in the coming decades.

And my congratulations go out to the students who have entered.

Even if you don’t win the big prize, you are a winner because you have already shown initiative, creativity and a strong can-do attitude.

Watch for our story on the winners — coming in the April–May 2011 issue of 850.

LINDA KLEINDIENST, EDITOR lkleindienst@rowlandpublishing.com

photo by scott holstein

They call it the JMI Challenge — and not without reason. The challenge is to take $25 and use it to see how much more money you can make.