2012-13 December–January Issue of 850 Business Magazine

DISAPPEARING industry Hammered by drought, storms and over harvesting, is the death knell sounding for Apalachicola’s oysters?

an INdustry 40 under 40 the new our Military icon born of culminAtes Caviar Heroes find bipartisan with 8 final capital of support from burgers inductees florida employers

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Call or text an attorney anytime at 222-3232.

“Thank you, Tallahassee, for voting us Best Law Practice again in 2011!”

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850 Magazine December 2012 – January 2013

IN THIS ISSUE

26

86

850 FEATURES orgotten Coast Special Report: 20 FWhere Have All the Oysters Gone?

Apalachicola oystermen and their families have gone into survival mode as their once bustling industry is drying up and no longer providing them financial security. What’s behind the dire situation, and what’s being done to help save the Apalachicola oyster, an iconic symbol of the real Florida? By Lee Gordon

84

In This Issue 8 From the Publisher 88 Sound Bytes 90 The Last Word from the Editor

PHOTOs BY Scott Holstein (26, 86) and courtesy RockTenn Corrugated Packaging (84)

26 EThepicurean-in-Chief names may have changed, but the address — and the reputation — for Andrew Reiss’ downtown restaurants have stayed the same for 40 years. His restaurants have played host to the likes of Andy Williams, Liberace, Bill Clinton and Conway Twitty, not to mention a long string of Florida governors and political elite. Here’s a look at the man who helped transform downtown Tallahassee.

By Rosanne Dunkelberger

Under 40 71 In 40this issue we wrap up the last of our series identifying some of the outstanding young business talent we have in the 850.

From Pensacola to Monticello, readers have helped us pick an outstanding group of leaders who are making their mark on the business world and in their own community. By Linda Kleindienst On the Cover: An Apalachicola oysterman tonging for oysters on an early fall morning. Photo by Scott Holstein

ponsored Report: 2013 Business 31 SOutlook for Florida’s Capital Region

Corridors EMERALD COAST

Departments

80 When Pamela Dana hangs a “Gone Fishin’” sign on her office door, it doesn’t mean she is playing hooky from work.

THE (850) LIFE

11 From playing his cassette tapes at church to becoming Tallahassee’s most famous DJ, Greg Tish built a career out of what he loves.

CAPITAL

82 Carrie Ann & Company is a custom catering service that began in the kitchen of a Monticello church and now reaches as far as Destin and into Georgia.

GUEST COLUMN

13 A Q and A with John Thiel, a Florida State University College of Business graduate who heads Merrill Lynch U.S. Wealth Management and the Private Banking and Investment Group.

BAY

MANAGEMENT STRATEGIES

84 The RockTenn paper mill in Panama City is still going strong after 90 years, pumping $85 million a year into the local economy.

14 If you have employees who travel on company time, it’s best to set up a policy so everyone follows the same rules.

HUMAN ELEMENT

16 How a Department of Defense program helps workers and their employers when duty calls in the form of a deployment to Afghanistan.

I-10

86 Mark Zaslavsky runs a farm in Jackson County where he raises sturgeon that produce caviar, which can sell beyond $100 an ounce.

THE BOTTOM LINE

18 When and how to hire an accountant.

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5

850 THE BUSINESS MAGAZINE OF NORTHWEST FLORIDA

December 2012 – January 2013

Vol. 5, No. 2

President/Publisher

Brian E. Rowland

EDITORIAL

Director of Editorial Services Linda Kleindienst Staff Writer Jason Dehart Contributing Writers Lazaro Aleman, Tony Bridges, Jon Burstein, Jason Dehart, Wendy O. Dixon, Rosanne Dunkelberger, Lee Gordon, Jennifer Howard, Margie Menzel, Liesel Schmidt Proofreader Melinda Lanigan

CREATIVE

Creative Director Lawrence Davidson Assistant Creative Director Saige Roberts Graphic Designers Jennifer Ekrut, Lizzie Moore, Laura Patrick, Shruti Shah Staff Photographer Scott Holstein

SALES, MARKETING & EVENTS

Director of New Business Development Daniel Parisi Marketing and Media Development Manager McKenzie Burleigh Traffic Coordinator Lisa Sostre Sales Executives Rhonda Chaloupka, Jon Fistel, Darla Harrison, Lori Magee, Tracy Mulligan, Linda Powell, Frank Sandro, Chuck Simpson, Chris St. John

OPERATIONS

Director of Operations Emily Bohnstengel Production Manager/Network Administrator Daniel Vitter Client Service Representative/Media Sponsorships Caroline Conway Staff Accountant Genevia Trombley Receptionists Kimber Fraley, Phyllis Kennedy, Jazmeen Sule

WEB

850 Business Magazine 850businessmagazine.com facebook.com/850bizmag twitter.com/850bizmag Rowland Publishing Rowlandpublishing.Com

SUBSCRIPTIONS

One Year (6 issues) is $30 Call (850) 878-0554 or go online to 850businessmagazine.com Single copies are $4.95 Purchase at Barnes and Noble in Tallahassee, Destin, Pensacola and Panama City and in Books-A-Million in Tallahassee, Destin, Ft. Walton Beach, Pensacola and Panama City and at our Tallahassee office.

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 2012 850 Magazine, Inc. All rights reserved. Reproduction in whole or part without written permission is prohibited. Member, Florida Magazine Association and three Chambers of Commerce throughout the region.

Awards4U is the official provider of mounted features for Rowland Publishing titles. For more information contact Sam Varn 850.878.7187.

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Proud member Florida Magazine Association

EMERALD COAST MAGAZINE’S

BEST OF EVENT WAS A HUGE SUCCESS! Thank you to our community and wonderful sponsors for making it happen.

This year’s event raised over $35,000 to fund the Child Clothing Project, supported and executed by:

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From the Publisher

The Enormous Regional Dinosaur is Coming

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the weekend getaways — and locations for professional conferences. Our real estate market can feel the impact of a new population of homebuyers.

The I-10 business corridor, with its vast tracts of affordable, fertile land, can be perfect for the varied auxiliary businesses that an Airbus factory is sure to attract. Thirty years from now what we see and know today is certain to drastically change.

But are we ready? Do we have a unified front and a plan to have our house in order to attract an international business community and then provide it what it expects and demands?

A county’s economic growth potential is decided by policies and growth plans driven by elected officials and those they choose to run the everyday business of government. Sometimes these policies falter as politicians focus instead on catering to their political base or public employees become resistant or unable to change with the times.

The success of a region’s growth is often predicated on the level of cooperation and transparency between the established and strong economies of that region. You have seen in 850 Business Magazine how we have clearly identified and continue to report on a wide array of unique business successes that can be found in the Capital, Bay, Forgotten Coast, Emerald Coast and I-10 corridors of Northwest Florida. Each corridor vibrates with its unique successes.

Yet I have observed little in the way of substantive cooperative branding of the region. And this is one of the major obstacles we must overcome before Northwest Florida is ready to go to the next level.

So, I simply ask the question again. Are we ready? Well, are we?

Brian Rowland browland@rowlandpublishing.com

Photo by SCOTT HOLSTEIN

Economic growth for a business, a community, a county, a region comes as the result of many different influences.

A business can grow and prosper because it provides a product or service that is needed — and because it provides an excellent level of customer service while continually working to build its customer base and the infrastructure to serve it. A community’s economic growth is fostered by a collection of these well-run businesses.

If there is a proliferation of businesses that are not run well it lowers the “curb appeal” of a community, creating the look and feel of an area in decline. You saw evidence of this in what happened to downtowns in the ’60s, when the era of the mall arrived. Now you see it in the older malls that have taken on the look of ghost towns.

The dinosaur I mentioned in the headline to this column is the $600 million Airbus assembly plant that is landing in Mobile. The European plane maker plans to have the plant — which could build up to 50 A320 aircraft a year — ready for full production by 2017. The projected annual payroll is $61 million — and as many as 1,000 workers could have employment.

This is a major game changer for our region of Florida in many ways. And make no mistake that its economic effect will ripple from Alabama east across our entire region, as far as Tallahassee and Jacksonville.

Airbus is the big international competitor to Boeing, a company that is essentially the economic engine driving Seattle, Wash. More than 60 percent of the wide-body aircraft delivered by Airbus are driven by Rolls-Royce engines or engines produced in partnership with Rolls-Royce. My understanding is that Rolls-Royce is planning an assembly plant in the Mobile area to produce and deliver the engines for planes that have been preordered, some of them scheduled for delivery up to 10 years from now.

That is just the beginning.

What can we gain? A whole lot of collateral growth. Our university systems can educate the children of the many families to come. Our resorts and beaches can become

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Executive Mindset

) The (850 Life

s urvive and thrive

Music Man Greg Tish, Tallahassee Founder, GT Entertainment

G 9

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4 12

1. First job My Father had

in love with Layton, Utah, in winter.

I cherish those moments more than anything in the world.

2. When I’m not working …

7. Apple or PC I do both.

Other than sports, I don’t really choose sides on anything. If it’s a good product then I’ll get it.

11. Typical day Wake up at 6:45 a.m. Think about jogging, then hit the snooze button.

Send a text or two, head to work, come home, take a quick power nap and transition to nighttime mode, doing TV, deejaying or out marketing.

Hit the bed after midnight.

Repeat daily.

a landscape biz so my sister and I were drafted to help at a young age.

I used to wonder why I wasn’t working, but lately I’ve been trying something new, relaxing. Been headed to the coast a lot lately.

3. Hobbies I have no clue.

4. Favorite sports team San Diego Padres. I’ve liked them since I was seven or so. Can’t ever accuse me of cheering for the frontrunners.

8. Biggest challenge

The Greg Tish Show is a huge challenge. TV isn’t easy. We have a great concept with the show, but keeping it looking like a national show to our regional audience is a huge challenge.

9. Facebook/Twitter

to give credit to my PA (Rael), email and my iPhone calendar.

5,000 FB friends ... Twitter about 1,100. I like posting pics more than updates. Both are a great marketing tool for all my projects.

6. Favorite places San Diego

10. I’m most surprised by …

5. How I keep my busy schedule straight I have

in summer and now I’ve fallen

Photo by SCOTT HOLSTEIN

People doing nice things for me.

12. Favorite band Well,

since I have a winged scarab tattoo from a Journey cover, I’d say Journey.

13. Worst wedding experience The first one.

I was 24 and it was at Golden Eagle. I ruined it because I didn’t know what to do. I’d only been deejaying for two months. I decided I was going to learn this business.

reg Tish’s love of music started early on. His Facebook page has a photo of him as a sevenyear-old, sitting next to his record player. He remembers bringing his cassette tapes to events at the Baptist Church.

“It was just fun,” he says. “I don’t know what drove me to turn it into a profession.”

Tish, 42, is probably the bestknown disc jockey in Tallahassee and one of the town’s most recognized celebrities. His GT Entertainment has been playing to a wide variety of gatherings since he started it in 1994. He says business soared when he made a big decision in 2000 — to eliminate the “cheesy” songs (Macarena anyone?) and develop a do-not-play list.

His life since has been hectic.

Lots of late nights. Lots of working weekends.

Add to that his work on The Greg Tish Show, seen Sundays at 11 p.m. on the local FOX channel. His hope is to see it expand to more channels in the region. He started the TV project — and now picks and chooses which events he will deejay — to ease him away from so many work nights that end at 3 a.m.

Simply put, “I don’t want to be a 45-year-old deejaying for college kids.” — Linda Kleindienst

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Executive Mindset

Business Speak Success Advice: Pursue opportunities, be tolerant

A Spring Break in Daytona Beach and a late winter snowstorm in Michigan brought John Thiel to Florida State University in 1980. It was a move that would set the direction for his life, teaching him it’s okay to take a chance and eventually leading him to the prominent position he now holds in the financial world as head of Merrill Lynch U.S. Wealth Management and the Private Banking and Investment Group.

During a fall visit to his alma mater, which included a motivational talk with more than 120 College of Business students, the 52-year-old Thiel, who graduated with an accounting degree, sat down with 850 and WFSU to talk about his career, today’s world of finance and how he decided on FSU.

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850: From that background, what positioned your evolution to where you are today?

JT: Throughout my career, I had the courage

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to pursue other opportunities because I had so much success coming (to FSU). It was a scary transition (but) it gave me confidence that I could do it again. So, when I left public accounting and went into the insurance business, and the same thing when I joined Merrill Lynch (as a financial advisor in 1989), you start all over again. I tend to get bored after I master something, so I want to go on.

850: Are there enough people in the business world willing to take chances to improve themselves and learn new things?

JT: Taking chances is probably a very personal decision, but investing in themselves, I think, is very important. And I don’t think enough people invest in themselves. I don’t think they seek development to the extent they could. And that’s not just business development, that’s interest in life. I’m by nature very intellectually curious.

Photo courtesy Andrew French

J o h n T hi e l

850: What brought you to Florida?

JT: I went with a longtime friend to Spring Break in Daytona Beach, spent 10 days down there and had a great time. The day we got back (to Michigan), we’re walking across campus, it’s 8 degrees, 20 mile an hour winds, snow is blowing sideways.

This poor girl slipped and fell on the ice and her papers went flying. So we just looked at each other and said, “What are we doing here? We can be broke anywhere. Let’s be broke and warm.”

We went to the library and looked on the microfiche … at three schools. Miami looked really cool, but it was too expensive. Florida was nowhere near the water … and then there was Florida State. We could afford it, even out of state. We applied, sight unseen. I give us credit for courage.

When I hear about something I don’t know anything about, I try to engage and understand it more. I think that’s missing from a lot of people in business. They don’t pursue that curiosity as much as they could. It rounds you out as a person and makes you more valuable to whatever organization you are part of.

850: You appear to be a disciple for Dale Carnegie. How important has that been to you?

JT: It was huge. Dale Carnegie took the Golden Rule and he developed 30 human relations principles, which are just manifestations of the Golden Rule put in practical, applicable situations. (One of them is to) try honestly to see things from the other person’s point of view.

Who do people want to talk about? Themselves. That’s human nature. But if they just reversed that a little bit … they become more

tolerant. If people apply that in life or business, that would go a long way to helping us be a better society.

850: Is the abrogation of those principles in some way connected to what happened with the financial market meltdown?

JT: You can look at pretty much any crisis over history, and it was human beings behaving badly. It was just another example of excess.

850: Where are we now?

JT: We’re healing. Corporate America is in very good shape. The balance sheets are pristine.

The financial system is healing. Ben Bernanke is doing a great job of helping us do that. The housing market is beginning to show signs of recovery, and that’s really what it’s going to take to get us back on a path of growth.

Meanwhile, we can always use more clarity from Washington. A lot of what financial markets struggle with is uncertainty.

If you’re running a small business and you don’t know what the rules are, it’s hard to invest, it’s hard to hire because you don’t know the implications.

850: What’s your advice to small business owners?

JT: Work hard. Do the right thing every day. Invest in yourself and your own development.

850: Where do you get your investment advice?

JT: My advisor (in Tampa) is very good at the things I don’t like to do, which is managing money. I like to manage relationships. I let him manage the money. n

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Executive Mindset

Management Strategies

CLIENT REPORTS

Working on the Road Set some rules for employee travel expenses

By Jon Burstein

A

n employee books a rental car, waives liability insurance to shave off a few bucks and then gets into a crash, totaling the vehicle. An effort to save a few dollars ends up costing the company thousands.

Another employee comes back from a business trip and hands in a receipt for a $600 dinner at a high-end steakhouse with a client and their respective spouses. A dispute ensues over how much of the tab should be covered by the company.

Both scenarios show why companies big and small need a clearly articulated travel policy that will not only detail what expenses the company will reimburse, but offers employees guidance on how to make travel arrangements. And for companies with frequent travelers, it may make sense to go one step further and develop a travel management program in order to cut down on costs.

A well-run travel management program — with the company handling airline, hotel and rental car arrangements — could cut travel expenses up to 30 percent, said Nathan Prior, president of the Central and North Florida Business Travel Association.

It’s much better to establish what a company’s expectations are when it comes to travel than deal with issues once an employee gets back from a trip, said Prior, who is director of sales for Enterprise Holdings in Orlando.

When it comes to establishing a travel policy, a company first must determine whether it’s worth developing a travel management program that goes beyond a set of written guidelines.

Through such a program, one person or department is in charge of handling a business’s travel arrangements. That single point of contact can scrutinize how much the company spends on travel and arrange contracts

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with airlines, car rental agencies and hotels to ensure the company gets the best deal.

When it comes to negotiating a contract, a company needs to know how much it spends on travel, the top markets its employees visit and the average length of business trips. The contracts sometimes obligate a company to spend a certain amount of money every year.

Having a coordinated program to track travel also helps a business know where its employees are and that they are safe, said Jeannie Eisenhart, senior manager of corporate travel and meetings at Jacksonville-based Crowley Maritime Corporation.

When Hurricane Irene was churning toward New Orleans in August, Eisenhart said she saw Crowley Maritime had employees visiting there, and she was able to check in with them. When an airline was threatening to go on strike in Europe this summer, she quickly rebooked an employee’s flight out so the employee departed a day before the strike was to begin, said Eisenhart, a member of the Global Business Travel Association.

There can be fallout from employees making their own travel arrangements haphazardly.

“We have negotiated car rental deals, and part of it is that you get liability [coverage],” Eisenhart said. “If you’re booking on your own, an effort to save $1 may end up costing the company $30,000 … . The overall savings lie in a travel management program.”

When putting together travel policies, here are 10 points a company can consider incorporating: SUPERVISOR OVERSIGHT — What, if anything, needs to be run by a supervisor before a trip is booked? Should a supervisor be given a general cost estimate of a trip before

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plans are confirmed? Might videoconferencing be a more cost effective option?

BOOKING TRAVEL ARRANGEMENTS — Should there be a go-to travel website such as Orbitz that is used to book trips? Should employees call a hotel or airline before booking to see if there might be better rates than what’s online?

AIR TRAVEL — Establish under what circumstances, if any, an employee can book a seat other than the cheapest available.

Employees who have corporate credit cards could be required to use them to book flights so the company gets to keep the frequent flier miles. In general, having employees charge travel expenses on a corporate credit card eliminates having to reconcile expenses later on.

GROUND TRANSPORTATION — Companies often have policies that require employees to rent compact or midsize vehicles. It should be clear in the policy whether the deductible portion of collision damage and personal accident coverage should be purchased or not.

The large national car rental agencies have rewards plans for small and midsize businesses, so it makes sense to try to stick with one agency rather than spread the dollars around.

Such rewards plans can offer savings of up to 20 percent with free upgrades.

LODGING — Small and midsize businesses also should look at registering for rewards programs with hotel chains, or even establishing relationships with hotels in towns that employees frequent regularly.

Many companies require that single rooms are booked and the price is no higher than the midrange rooms at the hotel.

Executive Mindset

According to the Global Business Travel Association Foundation’s 2012 study of U.S. business travelers:

67%

21%

are visiting new destinations, although most are in the U.S.

are in a mandated travel program

33%

21% 18%

travel for training travel for sales

travel to meetings with colleagues

Business travel in the U.S. accounts for $246 billion in spending and 2.3 million American jobs. $100 billion and 1 million jobs are linked to meetings and events.

For every $1 invested in business travel, businesses benefit from an average of $12.50 in increased revenue and $3.80 in new profits.

Source: Oxford Economics’ Return on Investment of U.S. Business Travel study.

In 2010, U.S. residents logged 448 million business trips, according to the U.S. Travel Association.

If the employee stays at a private home instead of a hotel, it could be written into the policy that a gift can be bought for the host and expensed to the company.

MEALS — When establishing guidelines on how much an employee can spend on food, companies can go two routes. One is to have a set per diem with any expenditures outside that amount coming out of the employee’s pocket. To establish the per diem rates for cities in the United States, you can use the U.S. General Services Administration’s website as a guide (to find per diem rates go to http://www.gsa.gov/portal/ category/21287#).

The second option is simply have the company cover all meal expenses with the expectation that the employee will not go out for extravagant meals.

Companies need to specify what meal expenses will not be covered, particularly hotel

room service and alcohol. Prior said he has heard of some businesses that do not cover the cost of alcohol.

INCIDENTALS — Should the company pay for Internet access fees, dry cleaning services or in-room movies?

ENTERTAINMENT COSTS — For entertainment costs to be tax deductible, it must be shown that they were “associated with the active conduct of your trade or business” and happened “directly before or after a substantial business discussion,” according to Internal Revenue Service guidelines.

Employees who entertain during business trips should be able to document the event, who was with them at the event and the purpose of it. A travel policy also can be explicit in what entertainment costs will not be covered by the company (i.e. adult entertainment, nightclubs).

It also should be made clear that employees should not be entertaining each other and counting it as a business expense.

BRINGING SOMEONE ALONG — A good travel policy will establish whether an employee traveling with a spouse is responsible for the cost difference between a single and double room.

EXPENSE REIMBURSEMENTS — Have clear guidelines on how employees get reimbursed for expenses. Do they need to submit receipts for every expense? Many companies require receipts for any expense $25 or more while other businesses follow Internal Revenue Service guidelines requiring receipts for anything more than $75.

Many companies require such expenses to be filed within 30 days, but the IRS considers 120 days to be “a reasonable period of time” for such filings. n

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Executive Mindset

Human Element

F rom Warrior to Workforce

A Supporting Role Employers honored for backing workers who serve in the military

By Margie Menzel

M

ajor Joyce Gill wanted to show her appreciation for her boss, who always backs her when her military reserve duties take her to the Pentagon. So she nominated James B. Garred, who oversees contracting at Tyndall Air Force Base — Gill’s “day job” — for a Patriot Award from the Florida Committee for the Employer Support of the Guard and Reserve (ESGR).

“He was really surprised,” said Gill. “We didn’t tell him what was coming. He was doing a training class.”

The Patriot Award is given to employers of military reservists to honor their patriotism for hiring military employees — and then working around those workers’ commitments to their country. Gill, for instance, is a contracting officer whose reserve duties frequently take her to Washington. She said her absences could — under different circumstances — be a problem for colleagues and her boss. “ ‘You got reserve duty? How long are you going to be out now?’ ” she imagines them saying.

But not colleagues led by Garred. “He completely supports me — what I’m doing and why I’m doing it,” Gill said. Besides, she notes, even when pulling her reserve duty, she goes back to her hotel room afterward and works on her Tyndall tasks.

That scenario is playing out again and again as the state’s employers, especially in militaryfriendly Northwest Florida, step up their support for the National Guard and Reserve.

And the Award Goes to …

“I have my dream job,” said ESGR Area Coordinator Penny Justice, who conducts award ceremonies like Garred’s in workplaces and at banquets.

“I get to reward employers for their support of military employees. You can just see the love

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Giving Thanks Joyce Gill, a major in the Air Force Reserve, nominated her civilian boss for a Patriot Award for his support of her military service.

and admiration between the employers and employees.”

Part of the U.S. Department of Defense, ESGR was created in 1972 to promote cooperation between reservists and their civilian employers.

Richard Nixon was the first president to sign an

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ESGR Statement of Support, pledging his backing for Guard and Reserve employees. Nationally, hundreds of thousands of employers have signed them since.

But ESGR faces enormous challenges that members of the Guard and Reserve rarely faced

Photo by SCOTT HOLSTEIN

in 1972, when the Vietnam War was on and the draft was still in effect. With 1.3 million members of the Guard and Reserve today serving longer and longer tours of duty on the most dangerous battlefields worldwide and in an increasing number of missions within the U.S., those workers need more employer understanding and support to survive financially.

“We are no longer weekend warriors,” said Judge Gregory P. Holder, Florida’s ESGR chairman. “We are no longer the men and women called up just for Hurricane Katrina, for Hurricane Andrew, for the fires in Colorado.” As an example, he points to the 841st Combat Engineer Battalion, deployed for a year to Afghanistan’s deadly Korengal Valley.

That’s where ESGR comes in. In Florida, there are approximately 38,000 Guard and Reserve personnel, 11,000 employers who hire them and more than 100 ESGR volunteers. The volunteers recruit new employers, help resolve conflicts arising from an employee’s military commitment and support the families.

“For Guard and Reserve members and their families, the greatest enablers are our employers and agencies like ESGR that help pull our efforts together and strengthen alliances,” Maj. Gen. Emmett R. Titshaw, the Adjutant General of Florida, told ESGR’s annual meeting last June.

According to Titshaw, employers today recognize the challenges faced by reservists, appreciate their sacrifice and are willing to go the extra mile to ensure that service members have “good jobs in a supportive environment.”

Besides, virtually everyone who comes in contact with ESGR agrees that military veterans usually make stellar employees.

“These returning warriors have the education, the experience, the training and the discipline to be among the most qualified and the most loyal employees in any organization,” Holder said, adding that military skills can immediately be translated to any industry or service.

“Employers are going to find the leadership skills, the qualities that are ingrained in military people,” agreed Col. Tim Lambert, the Northwest Florida ESGR chair. “I think it’s an incentive for employers.”

And ESGR volunteers find most employers are receptive to hiring veterans and retaining those who serve in the Guard and Reserve.

“In Florida, I would describe that support as exceptional,” Holder said, “so I’m generally preaching to the choir.”

40th Anniversary Year Under Holder, who is serving a three-year term as volunteer chair, state leaders are supporting ESGR’s efforts more than ever.

When the 841st Combat Engineer Battalion left Miami for Afghanistan, Gov. Rick Scott and other elected officials were there.

In May, when Chief Financial Officer Jeff Atwater’s Cabinet resolution recognized May 17th as Florida Employer Support of the Guard and Reserve Day, hundreds gathered at seven events statewide to show their support and applaud the effort to ensure that a job is waiting for Floridians when they return from combat.

“These returning warriors have the education, the experience, the training and the discipline to be among the most qualified and the most loyal employees in any organization.”

Judge Gregory P. Holder, Florida’s ESGR chairman

To that end, Florida law enforcement agencies signed more than 500 Statements of Support to demonstrate their commitment at seven “super site” locations, including Pensacola and Tallahassee. The Florida Department of Law Enforcement hosted the events, with Commissioner Gerald Bailey facilitating

cooperation among the agencies in pledging their support.

In Northwest Florida, Lambert chairs the area from Pensacola to the Apalachicola River, just west of Marianna. He coordinates volunteers in Pensacola, Panama City, DeFuniak Springs and the Eglin Air Force BaseCrestview-Fort Walton Beach region.

An employee of Gulf Power, which is recognized as a military-friendly workplace, Lambert often participates in the awards ceremonies, which are generally a surprise to the honorees.

“I have seen supervisors and managers almost to the point of tears when the award is presented,” he added.

Penny Justice said ESGR workers also function as “diplomats and ambassadors” to smooth over any difficulties between a reservist and his or her employer. “Usually if there’s a misunderstanding, they didn’t understand the law,” she said. ESGR has 30 certified ombudsmen for the purpose.

ESGR also works with organizations serving wounded veterans, such as Wounded Warriors, and helps all veterans sort out the resources at their disposal.

“I lived through the Vietnam era,” Justice said. “There are so many programs now, it’s confusing to the service member … I think we’re the best secret around.”

How ESGR Can Help ESGR understands the unique talents and skill set Guard and Reserve Service members can bring to the civilian workforce. To make this arrangement work, both parties must be aware of their rights and responsibilities under the Uniformed Services Employment and Reemployment Rights Act (USERRA).

ESGR representatives work to help reservists forge a stronger bond with their supervisors through a greater understanding of their military service.

Outreach efforts include employer programs such as Bosslifts, employer briefings and local job fairs. Awards such as the Patriot Award to exemplary employers foster the goodwill, as do the statements of support.

When issues do arise, ESGR offers free, neutral mediation and information on what the law requires. More information about ESGR Employer Outreach and volunteer programs is available at www. ESGR.mil or by calling (800) 336-4590. n

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Executive Mindset

The Bottom Line

B alancing the books

Businesses Need to be Well-‘accounted’ for How to know when your business needs professional help

By Liesel Schmidt-Pierson

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O

pening a small business is certainly not without a daunting list of challenges — among them, keeping up with the financial minutiae involved in both day-to-day operations as well as larger-scale governmental tax reporting.

Regardless of size or type of business, however, one fact remains: Finances must be given proper attention. It is here that the question of accounting comes into play –– whether a small business owner should hire an accountant or whether it is an area that might be maintained by the owner himself. It is a question that varies from business to business, as well from as owner to owner. Ultimately, it can often be a process of trial and error, but there are ways to minimize that error without having to face any hefty penalties.

Avoiding Tax Mistakes As any accountant worth their fees will tell you, maximizing a business’s bottom line is crucial to success. Part of that maximization is keeping tabs on both profits and losses, as well knowing how best to take advantage of tax laws. Benefits are ultimately reaped at the end of the year, but without proper advisement, small business owners might never be aware of all the ways that their money can actually be made to work for them when it comes time to fill out all those friendly little forms for the IRS. As Laura Spencer notes in her October 2, 2009, FreelanceFolder.com article “When To Hire an Accountant,” having a good accountant can “reduce your tax bill by making you aware of all the deductions and credits that may be available to you as a self-employed person.”

Robert Anderson, of Emerald Coast, CPA, PA, would certainly agree. “It’s helpful to talk to an accountant to help you understand what kind of thing is deductible and the types of things you can do to take full advantage of the tax laws,” says Anderson, whose Mary Esther-based firm handles the accounts of numerous small business clients. Accountants can also be useful sources for advice in deciding on a type of business structure. Sole proprietorships, LLCs and corporations must all follow different methods of reporting; even subtle variations in tax laws can be detrimental to a business, and accountants are equipped to know the latest updates in government requirements. “There are some things that you need to do, some elections [that can be made]

with the IRS,” Anderson notes. “It’s good to talk to someone about how to keep things straight and figure out what’s deductible.”

Employees add an entirely extra dimension to any business’s financial considerations, and things aren’t as straight forward as simply writing a check. Taxes must be taken out, filed, reported and paid. The government is a harddriving taskmaster, and payroll accounting is often an area in which small businesses face their biggest pitfalls. So, if you’re going to have employees, the experts recommend getting an accountant right away.

“I strongly encourage not to do your own payrolls,” says Destin accountant Jackie Ely, of J. Ely Business Services Inc. During her 30 years in accounting, she has seen the rise and fall of many small businesses and notes, “Payrolls are the places that can cost you the most money if you make a mistake.”

Understanding the Books Having an accountant can also minimize the amount of time that a small business owner must invest in overseeing the financial aspects of their business –– a task which can become a distraction from the ultimate goal. “When you decide to go into business for yourself, you do it because you have some kind of a passion ... and think that you could [make] a good living doing [it]. Small business owners [often] don’t give enough time to the bookkeeping, and they can find themselves in a mess pretty easily if they don’t allocate enough time to keep their books in order,” says Ely. Her advice? If you’re a creative person that just doesn’t like to have to work with numbers, get someone else to do that. It may be that you only need someone once a quarter, if you’re small enough. “[You might not] have to hire somebody to do weekly or monthly work. But I would strongly suggest that ... [a business owner] need[s] to allocate several hours a month, depending on the business, to just handle the bookkeeping. If you’re a for-profit organization, you don’t need a CPA. You could find an inexpensive, experienced bookkeeper that can do everything you need except for taxes ... [then hire an accountant] to work once a year with you on your taxes.”

Get Referrals Hiring the right accountant can be a headache in itself, but reputation seems paramount. Ely

recommends talking to friends and peers and finding out who they use and like and if they’re getting their money’s worth out of that. Anderson agrees: “Our best clients come from referrals.

Talk to friends and neighbors and other small business owners, and find out who they would recommend. Try to get two or three names and interview them. See what their ideas are, what their fees are and if you like them –– you need to find someone that you like.”

Referrals can also be a great way to spot red flags. As with any service so involved with government regulations, accounting can be greatly compromised by individuals who are less than up-to-date on the latest procedures or are willing to push the limits of legality.

What may seem, in the short-run, to be an advantageous way of doing things might have long-term consequences once the government decides something looks suspicious. “Try to gauge their aggressiveness as to what they will do, within the confines of what’s legal,” Anderson advises. “Talk to them, see if their mindset fits your mindset.”

Legalities, however, aren’t the only concern to be addressed. You definitely want to make sure that you get itemized billings.

“Unless you’re working under a ... contract where they’ve got a list of specific things that they’re going to do for you for a set fee, if they’re going to charge you by the hour, you want to make sure that you’re getting detailed information about what they’re doing,” says Ely. “And you also want to keep up with whether they’re actually doing it. [They] might bill you for doing financial statements, for instance, and then you’ll find that they haven’t even reconciled the bank statement.”

Ely feels that basic knowledge can be your greatest weapon. Her advice is that it’s always a good thing to do the books yourself to start with so that you understand what you’re looking at.

Pay your own bills, collect your own money, reconcile your bank statement –– just so that you understand the pieces.

Small business owners face both risk and reward with so many decisions on a daily basis, and failure rates are often intimidating. The decision to hire an accountant, however, should –– and can –– be one that is easily taken care of, resulting in peace of mind and the ability to focus on the goal: success. n

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Disappearing Oysters

Where Have All the

Oysters GonE?

By Lee Gordon, Photos by Scott Holstein

A Disappearing Resource Franklin County oystermen go in search of the Apalachicola Bay’s dwindling stock of once plentiful oysters.

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Florida’s once bustling industry is drying up

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Disappearing Oysters

R Slim Harvest Chris Rose (forefront) and Ricky Banks use the traditional tongs to gather oysters from the bay’s bottom, but say most of what they collect are dead. (Opposite page) Banks, vice president of the Franklin County Seafood Workers Association, on his way out to the bay.

of it. In September, he sent a report to Gov. Rick Scott saying, “The drought conditions in the bay have caused the oyster resources to decrease to a level that will no longer sustain Florida’s commercial oyster industry.”

At Gulf Power’s 16th Annual Economic Symposium that same month, in reference to the water wars between Florida, Georgia and Alabama, Putnam said, “If the federal government does not guarantee the state of Florida adequate flows of water that we are entitled to, it will continue to devastate jobs, families and communities … Agriculture is in the position of being the biggest loser when water wars break out.”

Scott, along with Florida U.S. Sens. Bill Nelson and Marco Rubio and Congressmen Steve Southerland, Jeff Miller and Richard Nugent, have pleaded with Congress to help oystermen in the bay and find a way to fix what is already a more than $6 million decline in the industry over the past two years.

Scott has called on the federal government to declare a fishery resource disaster for the bay. And in a letter to Acting U.S. Secretary of Commerce Rebecca Blank, Southerland warned, “Without swift action, Franklin County alone could see 2,500 oyster-related jobs negatively

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impacted by this unprecedented decline in the fishery’s population.”

A disaster declaration would make economic assistance available to businesses and individuals in the oyster industry. Funds also could be obtained to help restore oyster beds.

A Call to Save the Bay Apalachicola Bay, which covers about 210 square miles, has traditionally produced about 10 percent of the U.S. oyster supply, according to various reports, and accounts for 90 percent of Florida’s harvest. The estimated value of Franklin County’s 2011 oyster harvest was $6.6 million — Florida officials said that during last year’s harvesting season, nearly 2.4 million pounds of oyster meat came out of Apalachicola Bay. But 2012’s final tally will be nowhere near that number.

A summer assessment by the state’s Division of Aquaculture showed that Cat Point Bar, historically one of the two primary producing reefs in Apalachicola Bay, had the lowest production estimate in 20 years, declining from 417 bags of oysters per acre in August 2011 to 287 bags per acre this July.

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Disappearing Oysters

A check of St. Vincent Bar in the western area of the bay yielded no live oysters — and is considered to be depleted of marketable oysters.

On Sept. 6, Franklin County needed its largest courtroom to house all of the families who wanted to be a part of a special meeting to talk about the declining oyster industry. All told, as many as 2,500 jobs will be affected by the lack of oysters.

Commissioner Pinki Jackel told those attending that this would not be a time to point fingers and play the blame game; instead, she asked that everyone band together and find a solution. That meeting was followed up by a visit from Gov. Scott in early October where he was able to get a first-hand account of what was happening.

“When one community in our state hurts, we all come together to help,” Scott said. “The Apalachicola Bay is critical to the state of Florida.

It is home to the world’s best oysters and fisheries, and the hardworking residents here rely on the Bay to provide for their families. State agencies and community organizations are coming together to ensure families in this area can get back on their feet quickly.”

The governor announced a pair of resource fairs to help distressed fishermen. A National Emergency Grant will provide more than $250,000 to hire dislocated fishermen as workers to help the county with traditional recovery efforts.

A Changing Industry Grady Leavins owns Leavins Fishery in Apalachicola. He is on the front lines of the problem in the Gulf. His relationship with the industry goes back 45 years. At that time he remembers St. Vincent’s oyster bed had 1,800 boats catching boatloads of oysters every day. As for today, there are a fraction of that. “My guess is 400–500 boats tops, and they aren’t working that much because they aren’t harvesting that much.”

Leavins, too, has been hurt by the drought but says he’s been buying oysters from Texas and Louisiana for years — a process he continues today. “I had to do it 40 years ago when I moved to Apalachicola to earn a living.”

The business model at Leavins has changed over the years because of the ever-changing industry. Shucking oysters used to be a rite of passage, now it is a dying art — and that, too, is affecting the oyster industry.

Leavins says, “Very few locals have taken it up, and it’s impacting business. I have to buy shucked product from Louisiana and Texas which is expensive — we shuck a certain amount, but we are buying 1,500 gallons a week from other states.”

Leavins used to be able to hire workers from Mexico, but they need to go through the process of becoming legal to work in the states. “I know shuckers in Mexico would love to come here, but it’s going to have to happen soon. I have so many people who want the product, it just isn’t here. They are willing to settle for oysters from Texas and Louisiana until things change.”

But Banks sees things a different way, noting that the dependence on other states is a sign that Florida’s share in the market is quickly dissipating. “If a fisherman goes to Louisiana, they may have to devote six months of time just to bring back any kind of profit.” And, he adds, fishing outside of your territory can also lead to physical harm.

“In some places, people tell you that if you put your boat in the water they will burn and sink them. Do you go there and worry about that? I’ve been to these places,” he said. “I remember when I was a kid, our bay was destroyed and my dad went to Steinhatchee. When they got there, they were welcomed with guns and made to leave. That’s the way it works.”

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Banks and other fisherman understand the mentality of holding your own ground because they, too, would have trouble sharing the waters with outsiders and risk overharvesting. At some point, he says, you fear for your lifestyle.

A Bleak Future

Looking For Answers (Bottom) Shannon Hartsfield, president of the Franklin County Seafood Workers Association, tongs for oysters while Justin May (left) and Andrew Kane from the University of Florida study his catch. (Above) Kane (left) watches while Hartsfield knocks apart an oyster cluster. (Opposite page) A few live oysters are mingled in with the dead.

Living in Franklin County usually means working on the water. Without the fishing industry, residents say this once proud community will be a ghost town. Franklin County and Apalachicola are known for oysters. Everything is directly or indirectly related to seafood. If that goes away, so does the tourism that brings in thousands of visitors each year.

With no oysters and no hope, what can oystermen do to keep food on the table and the lights from going off? Oystermen say that the government is doing something, but it’s not enough to keep their issues top of mind.

“There’s nothing going to happen before people in this community start losing their homes,” Banks says. “People are already in fear of being evicted from their homes. All the families here are hurting. I’ve heard the tales; I hear it on a daily basis. What are they going to do? Every household is in fear, wondering where they will get the money for their next light bill. This (fishing) is all we have ever done.”

And now there is a growing fear — some say it is already happening — that fishermen will start pulling up juvenile oysters below the minimum size, which could have an adverse effect on the future of the industry that once flourished here. As of now, there is no penalty, but state wildlife officials would like to see one levied.

There is help on the way, but it may be too little, too late. More than $100,000 worth of emergency assistance has been requested from area residents who are struggling to pay rent and utility bills. The University of Florida’s (UF) Institute of Food and Agricultural Sciences and Florida Sea Grant will join forces with local seafood producers to try and find a solution to the current shortage.

The UF Oyster Recovery Task Force has named Karl Havens to lead the charge. The task force has multiple priorities, including: learning why oyster populations declined, finding ways to help them bounce back and identifying solutions for social and economic impacts.

Jack Payne, UF’s senior vice president for agriculture and natural resources told The Fish Site, “We are committed to seeing this project through and establishing stewardship practices to keep the Apalachicola Bay oyster industry sustainable in years to come. Apalachicola oysters are an iconic symbol of real Florida. It would be a tremendous loss if consumers were no longer able to enjoy them.”

Andrew Kane, an associate professor of Environment and Global Health, was out on the water in October, trying to figure out what factors are contributing to the decline of the harvestable fishery.

“There are two projects going on right now. There is a national study that was funded which is looking at seafood safety because of the BP oil spill, focusing on inshore fisheries and the Gulf shore communities, that is what is funding me to be here,” Kane said. “The other project deals with community resiliency because of oil spill. I’m using some of my resources to come out here and look at it … we are focusing on all the factors: BP vs. water wars, water flow, fishery management, etc., to try and help this community. That’s why we are here; we don’t have those answers right now. We are trying to gain consensus and get everyone back on their feet.” n

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THE RESTAURATEUR

Epicurean-in-Chief 40 Years of Success in the Restaurant Business

By Rosanne Dunkelberger

I

n the beginning, there was the Deli.

Which begat The Brass Rail, which begat Andrew’s Second Act, which begat Maxin’s, which begat Tutto Benne, which begat Epicurian Catering, which begat Andrew’s Upstairs, which begat Andrew’s North, which begat Trio, which begat Andrew’s Capital Grill & Bar, which — finally — begat Andrew’s 228. And it was all good.

And that is the genesis of Andrew Reiss, who this year celebrates his 40th anniversary as a

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restaurateur. At 63, Reiss isn’t quite as old as Methuselah, but he does have the distinction of running Tallahassee’s longest lived restaurant business in the same location on Adams Street in the shadow of the Capitol.

“Why am I still here? In my opinion, No. 1 is me — my kid calls me a lovable pain in the ass.

I never give up. I’m dogged. I’m still fussing if that’s not clean enough or that’s not right. I’m determined,” he explained. “No. 2 — location.

Thank God for the Florida Legislature and what

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that brings to our community and that I have really been able to take advantage of it.”

Local public relations guru Ron Sachs has known Reiss since their days at Miami Norland High and has “worked for food” promoting the restaurants ever since starting his communications firm in Tallahassee 17 years ago. In addition to having a “calm” personality, Sachs said he attributes his friend’s business longevity to always being willing to improve and change.

“Forty years into this stellar career, he is as

Photo by Scott Holstein

photos courtesy andy reiss

FAMI LY AND FO O D One of Andy Reiss’ favorite pictures (top) was taken in Salzburg, Austria, in the summer of 1971, when his father took the newlyweds on a tour of his homeland. About a year later, Reiss would be working the line in his new restaurant, The Deli.

engaged in the business today as he was when he started,” Sachs said. “Andy’s secret is that he’s never complacent. He’s always proactive in looking ahead to what should the menu be, what should the service be, what should the ambience be. And that’s why he’s been willing to start from scratch and completely change the formats of the restaurants.”

His parents were Jewish refugees who fled Hitler and Reiss was born in the place they met and married — Qingdao, China. (“You know, where the [Tsingtao] beer comes from,” he said.) His family ultimately settled in South Florida and his father was maitre d’ at the luxury Carillon Hotel in Miami Beach during its mid-century glory.

Reiss and his brother would accompany their father to the hotel and worked their way through several jobs — washing dishes, busing tables, valet parking and working at the front desk and cabanas — as they were growing up.

In addition to being introduced to the hospitality industry at an early age, Reiss was also raised in a “continental” household where “food was big” and white wine was served with dinner. “My dad was always the kind of guy who wouldn’t go to a restaurant that didn’t have a white tablecloth,” he said.

Even with his food-centric roots, Reiss initially attended the University of Florida with thoughts of becoming an accountant. That only lasted two years before he changed majors and transferred to the hospitality program at Florida State University.

At the time, he was dating Maxin Munchick, who he met as a teenager at summer camp, would convince to transfer with him to FSU and later wed after graduation.

After Andy and Maxin were married, “we were hippie types … and used the money that we got for our wedding to go to Europe for a year.” They worked at a restaurant in Switzerland to extend their stay.

When they returned to the U.S. they moved to Aspen “to feel what being a ski bum was like” and then moved north of San Francisco.

While in California, Reiss got the call that would set him on his career path. A local businessman named Winn Simpson owned an Adams Street building. The state capital was staying put in Tallahassee as construction began on a new Capitol building, and Simpson told Reiss he would give him a start in the restaurant business if he would move back to Tallahassee.

Reiss said yes and knew just what kind of restaurant he was going to open. After sorely missing the foods he was used to as a Jewish kid from South Florida while an FSU student, he wanted to introduce the capital city to a true, New Yorkstyle delicatessen.

“We were Tallahassee’s first corned beef sandwich, Tallahassee’s first lox, bagel and cream cheese, we brought knishes and blintzes and all that kind of stuff to Tallahassee,” Reiss said of The Deli, which opened in November 1972.

Reiss thought Tallahassee needed an introduction to continental fine dining and, when the lower floor of the building became vacant three years later, he opened Andrews 2nd Act, that white-tablecloth restaurant his father was so fond of.

In 1977 he took his business upstairs, opening the jazz bar Maxin’s — another first locally — and two years later brought Northern Italian cuisine to town with Tutto Bene. In the early ’80s, he started his catering business and for years was the contract caterer for the Leon County Civic Center.

“It was so easy to come up with new concepts for Tallahassee, because there weren’t any concepts,” Reiss said in a 2008 retrospective story in Tallahassee Magazine.

In that same story, Reiss said the secret to his success was evolving to meet changing tastes,

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including offering menus with lighter, less expensive entrees, and catering to a younger clientele that lives nearby rather than trying to lure patrons back to downtown from their homes in the northeast.

In 1986, he would revamp Maxin’s and Tutto Benne into a 185-seat restaurant, Andrew’s Upstairs, and add outdoor dining at his street-level restaurant.

Reiss did have two brief forays off of his downtown corner. He moved his restaurant to a location in the northeast part of town for a year in 1996, while a top-to-bottom $4 million renovation of his downtown building was underway, and he opened a family-style restaurant called Trio in the same area that lasted five years.

Reiss would return to downtown in 1998 with the newly revamped Andrew’s Capital Grill and, after significant renovations, would open the former 2nd Act space as Andrew’s 228.

In addition to promoting his restaurants, throughout the years Reiss has devoted much time and energy to promoting Tallahassee’s downtown. He has served on the Downtown

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Improvement Authority since 1978, with several stints as chairman, and started the organization that has become Visit Tallahassee.

In 1997, he was instrumental in creation of the wildly popular Downtown Getdowns, which now attract 5,000 to 10,000 people during football game weekends. This year’s Oct. 12 event was planned as a “Happy Birthday” party for his restaurants.

Friends and coworkers agree that Reiss’ fatherly attributes are what make him a good boss to the estimated 7,000 people, many of them college students, who have worked in his businesses over the years.

“These are really good college jobs if you can get past how fussy I am about promptness and appearance,” Reiss said. “They’re learning how to be on time and how to be meticulous, because they’ll not last with me otherwise. It’s a good thing. It’s good for the company, and it’s good for them.”

Jack Penrod, general manager of Reiss’ restaurants who has worked with him for 12 years, calls his boss “firm but fair.”

“He’s got a very kind of cool way about him

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— but at the same time, he’s very driven, tenaciously driven about details,” said Penrod, who Reiss calls his “heir apparent.” “He holds on to his ideals that make a restaurant successful, and he pushes them over and over and over again. But at the same time, he’s a very fair person and a very firm person. People respect that and listen to him.”

Sachs agrees: “He’s one of the calmest people you’ll ever meet in one of the most stressful of businesses … it almost seems counterintuitive, I think that’s one of his secrets to success.”

On a typical day, Reiss goes to work in the morning, comes home after lunch and then returns to the restaurants in the early evening — a total of 12 shifts a week.

Why did Reiss’ restaurants succeed when other local icons such as the Silver Slipper and Chez Pierre fell by the wayside?

For starters, when the winds of change blew, Reiss changed with them. For example, when the Legislature enacted a law banning lobbyists from giving legislators any meals, trips or gifts, many local restaurants were decimated by the loss of business. The gift ban cost downtown

Photo by Scott Holstein

t h e r e s ta u r at e u r

Winner in a Landslide No Recount Required, Politicians Agree Andrew’s is a Dining Favorite

By Rosanne Dunkelberger and Linda Kleindienst

I

photo courtesy andy reiss

ANDY’S FAMILY Andy Reiss is surrounded by his staff at Andrew’s Capital Grill & Bar, a stone’s throw from the Capitol. Almost 300 former employees have joined a Facebook page called, “At Some Point in My Life, I worked for Andrew Reiss.”

Tallahassee businesses $500,000 a week during the 2007 session, according to a study done by the local Tourist Development Council. To compensate, Reiss moved his catering division away from government jobs to more weddings and locally based work.

Reiss said buying the building that houses his restaurants after Simpson’s untimely death in a car accident as well as a contiguous building when it became available, also gave him another advantage.

“In tough times in the late ’70s and early ’80s I think if I didn’t own the building I would have folded it up,” he said. “The restaurant business is a penny-pinching, fine-margin business.” When you own the building housing your restaurant “instead of lease payments, you got mortgage payments, but so many years later you own it and you have something to go to a bank with and say ‘I’m going through tough times, lend me some money.’”

Reiss’ “season” is the time around the twomonth legislative session in the spring. “The session for me is what Christmas is for the malls,”

n these polarized political times, it’s nice to know there’s something partisans can reach across the aisle and agree on: eating at Andy Reiss’ restaurants.

Proximity makes his Adams Street corner “probably the most coveted location in this region to have a restaurant,” said public relations heavyweight Ron Sachs. “He’s pretty much a paper airplane flight away from the Capitol, City Hall, county hall and all these downtown associations, law firms and lobbying firms. He picked exactly the right place to be.”

And meeting up with the high flyers as they break bread on neutral turf can also make his job a little easier. “I can remember more than one time during Jeb Bush’s years seeing he and (Lt. Gov.) Toni Jennings lunching together,” he said. “And while you would be reticent to approach them at the Capitol if they were having a private meeting, sitting in Andrew’s they’re just another patron and people would go by and say ‘hello’ to them.”

Bob Graham, former U.S. senator and Florida governor from 1979 to 1987, commented on the value of Reiss and his eateries.

“Andy has been a stable, consistent leader by example of the importance of the downtown in Florida’s capital city. He has provided a place where people interested in state government could come together in a non-partisan environment to try to understand each other,” Graham said. “One of my concerns with Washington is that it doesn’t have enough places like Andy’s, so Republicans and Democrats have few opportunities to get to know each other on a personal basis — and that has contributed to the dysfunction of Congress.”

A longtime tradition at Andrew’s Capital Bar & Grill has been the naming of sandwiches and salads — sometimes using tortuous puns — in honor of politicos and local VIPs. It’s an open secret that Sachs helps Reiss with names such as Jackie “Super Pons” Pittsburgh Pastrami or Mayor Marks’ Pesto Chicken and that there is intense lobbying for a spot on the lunch menu. But, said Sachs, the final decision about who makes the cut is Andy Reiss.

“They love it. I can’t even believe they love it so much,” said Reiss. “And boy, they get mad at me when they’re not reelected and I pull them off the menu. I thought it was a really great idea years ago, now I have some misgivings. It’s like I’m taking something away from them. I’m sorry; you lost!”

Although long gone from their governorships, the “Graham” Burger and “Jeb” Burger live on, on the menu at Andrew’s.

A VIP EATERY Lt. Gov. Jennifer Carroll, a U.S. Jeb Bush, who served as Florida’s govNavy veteran, is on-hand for the unveiling of her ernor from 1999 to 2007, recalled meals signature “Admiral” Chicken Club sandwich. Also at Andrew’s two restaurants. “I enjoyed pictured, left to right, Andy Reiss, former Republican Party Chairman David Bitner and Agriculture both eateries; Andrew’s for lunch was Commissioner Adam Putnam. the best. I think I ordered the Graham Burger rather than the Jeb Burger but I didn’t take offense,” he said. (A version of Bush’s burger without the bun was named for Tom Gallagher, who served in Florida’s Cabinet at the time.) “Andrew’s was a wholesome meeting place, unlike its neighbor to the North,” said Bush, referring to Clyde’s & Costello’s, the rowdier bar located next door.

As for Bush’s comment about eating more Graham burgers than the sandwich that bore his name, Graham couldn’t resist a quip: “It’s perfectly understandable that Andy would have made a better burger for me than Jeb. It’s nice that Jeb validated that!”

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he told The Miami Herald in 2005. It makes up for the summer’s sales doldrums. “This will be my 39th summer of losing money,” he says. His goal? “It’s a matter of how little I can lose.”

The upside of the restaurant business is cash flow, according to Reiss. While law firms and ad agencies have to bill clients and wait for payment, “you come and eat with me, you gotta pay …. You use the cash flow to build equity.”

While he is proud of his foresight throughout the years and success with different restaurants, Reiss grows wistful when he talks about what might have been.

“I think if I regret anything it’s that I should have just stuck to one concept and gone to different markets with it,” he said.

“I make a mean sandwich. I think my biggest mistake in business was when I had The Deli and then I opened up the Second Act. I really wanted to be a Golden Spoon Award winner.

And I accomplished that. And then two years later I opened up Maxin’s, and we were successful and then two years after that, I opened up Tutto Benne and we were successful. Had I put my energy (into one) instead of multiple different concepts, if I would have just taken my deli or my love of sandwiches, I could have been the guy ... ”

“He’s one of the calmest people you’ll ever meet in one of the most stressful of businesses … it almost seems counterintuitive, I think that’s one of his secrets to success.” — Ron Sachs In addition to his career as a restaurateur and service to the downtown community, Reiss has also taken a leadership role in the hospitality industry. He was instrumental in the decision to relocate the industry’s trade association, the Florida Restaurant and Lodging Association, to Tallahassee.

In fact, the group partnered with Reiss, paying for needed upgrades to the building relating to fire safety and accessibility, and their offices now occupy the floors above Reiss’ restaurants. In January, Reiss will be inducted as chairman of the statewide association during an event at Miami Beach’s renowned Fountainebleau Hotel.

“There is no question that Andy is an industry icon, not only for the exceptional food and service he brings to the table, but also his community involvement and association leadership throughout our great state,” said Carol Dover, president and CEO of the FRLA. Reiss will be the first independent restaurant owner to lead the association, a position usually held by organizations with a high profile statewide. But Reiss said he has no doubts he’ll be an effective advocate. “I don’t want to say this in an obnoxious way, but there is no restaurateur or hotelier that’s on a firstname basis with every governor since Reubin Askew. I’ve known all the senators and all the representatives for 30 years. I don’t have to go (to the Capitol) and lobby. I lobby when they come to lunch.” n

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THE ECONOMIC DEVELOPMENT COUNCIL’S

2013 Business Outlook for Florida’s Capital Region LEON, GADSDEN, WAKULLA AND JEFFERSON COUNTIES

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k a r e n b m o o r e . c o m

Karen B. Moore

Beth Kirkland, CEcD

WELCOME! Welcome to what we hope will become a frequent reference for you as you navigate the economy and assess opportunities for growth — whether locally or globally — by offering new products or services, expanding to new markets or investing in facilities, equipment and talent … or all three.

Through product development, marketing, research, technical assistance, special incentives and zones and industry sector initiatives that strengthen the competitive advantage of the region, the Economic Development Council of Tallahassee/Leon County is aggressively serving the needs of regional employers and creating an opportunity for our graduates and our children to stay in Tallahassee.

The EDC could not offer this suite of resources without the support from more than 100 public and private investors. These investors allow the EDC to continue building the momentum the region is experiencing in job creation and capital investment.

We encourage you to use the Business Outlook to learn more about the programs available to elevate your business. The future is now for Florida’s Capital Region, and we are poised for a Quantum Leap!

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Welcome to a platform that allows us to connect like never before.

P.S. To learn more about Project Quantum Leap, visit TalEDC.com/QuantumLeap

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Paul Watts, COO Electronet Broadband Communications, Bart Gunter, Kevin Vaughn and Lisa Beasley.

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We were using a national provider for our VOIP telephone and Internet service. We were constantly having performance issues that were negatively impacting our business. We called on Electronet to help us improve our performance and assist in solving our telephone system problems. Electronet built ďŹ ber optics into our business and connected our remote ofďŹ ces. They assisted us in our purchase of new VOIP phones that are working great. We have greatly improved our performance and reliability while reducing expenses. We would highly recommend Electronet to anyone wishing to improve their business communications. They are a true hometown communications company!

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TAB L E OF CONTE NTS

About the Economic Development Council of Tallahassee/ Leon County As an affiliate organization of the Greater Tallahassee Chamber of Commerce, the Economic Development Council of Tallahassee/Leon County, Inc. (EDC) is a public/private partnership between the city, county and private investors committed to establishing a competitive business climate that results in job creation. By connecting the private sector, education and local government, the EDC helps join forces to: » foster entrepreneurialism; » advance local businesses; » grow targeted industry sectors; and — » attract innovative companies to our area.

By supporting new business development, providing technical assistance and advocacy to regional employers, as well as managing a suite of business retention, expansion and attraction resources, the EDC is creating a sustainable regional economy.

To find out more, please visit www.TalEDC.com

3 Welcome Letter

24 Transportation

6 Entrepreneurial Excellence

29 Industry Sector Roundtables

14 International Business Development

33 Educated Workforce

17 Tax Incentives

36 Quality of Life

20 Healthcare

38 Facts & Figures

CREATIVE. PRINT. SOLUTIONS.™

Produced in partnership with:

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TALLAHASSEE NURTURES ENTREPRENEURIAL SPIRIT A

great idea can be born anywhere, but where it grows up has a lot to do with its long-term success.

For the ideas lucky enough to get their start in Tallahassee, there is a growing, nurturing environment awaiting them that has proven successful in helping entrepreneurs transition innovative concepts into thriving businesses.

The Tallahassee region is home to a strong and well-coordinated entrepreneurial ecosystem that is perhaps unrivaled for a community of its size. Key community leaders from business, education and government have collaborated to create an environment that provides entrepreneurs with access to everything they need to be successful — or at least take it to the next level.

Start-ups have access to intellectual capital from our universities, research institutions and extended entrepreneurial community. Our baseline talent pool includes C-level managers, recent graduates and a workforce trained in a variety of useful skills. Financial capital is available through government grant and loan programs, venture capitalists, banks and corporate partners. Local Chambers and the Economic Development Council of Tallahassee/Leon County work with trade associations and government officials to advocate for entrepreneurs.

And finally, a wide variety of resources and support are available through local incubators, industry roundtables and economic gardening programs.

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Tallahassee’s climate of innovation and job growth is gaining attention outside the region as well. Moving.com recently recognized Tallahassee as one of the Best Cities for Millennials, while The Atlantic Media Company categorized Tallahassee residents as being a part of America’s Leading Creative Class. In 2011, Tallahassee also earned honors as one of the Best Midsized Cities for Job Growth from Newgeography.com in addition to being a part of 100 Leading Locations for 2011

by Area Development magazine.

Any of these factors individually would be helpful to an entrepreneur, but when considered collectively, they present a unique and exciting ecosystem that encourages the kind of risk-taking entrepreneurship that creates business and redefines industries.

Where Do the Ideas Come From?

Of course, ideas can be conceived in kitchens or garages, but in Tallahassee many of the ideas fed into the entrepreneurial pipeline come from researchers at Florida A&M University and Florida State University.

Research coming from our universities has a strong history of leading to commercial success. FSU researchers developed the cancer-battling drug Taxol. Bing Energy located its international headquarters in Tallahassee because of the nanotechnology breakthrough by FSU Professor Jim Zheng

that will lead to better and cheaper fuel cell production.

“Thirty six startups have come out of FSU work in the past 16 years,” said John Fraser, FSU assistant vice president for research and economic development and executive director of IP Development and Commercialization. “These startups are a way to create jobs locally. Universities can help companies grow, and we want to begin to more proactively market our research.”

To help FSU researchers get started, the FSU Research Foundation created the GAP Grant Program to commercialize research performed at the university while actively supporting the faculty in their pursuits. Each year, the program allots $250,000 as a way to encourage faculty to pursue entrepreneurial ventures related to their research. Many of the 37 research proposals supported would have not moved forward without the help of the GAP grants.

Over the past six years, GAP grant funded projects have seen a return of $11 per $1 of grants distributed for a total of $15,586,000 in funding for further research. This funding has come from organizations like the American Heart Association, Department of Defense, National Institute of Health and the United States Army, in addition to licenses negotiated with private companies like Bing Energy and Aldrich Chemical. Going forward, the GAP program intends to get the broader business

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community involved and increase the amount of funding received from the commercial sector.

Helping Entrepreneurs Get a Strong Start The EDC’s Entrepreneurial Excellence Program (EEP) was created to help startup businesses and entrepreneurs make it through the vulnerable stages of business development. With the help of local business experts, program participants go through courses such as developing successful business ideas, marketing strategies and effective sales as well as exploring options for funding and financing to equip them for success.

These courses occur over eight sessions and have the advantage of putting startup businesses and entrepreneurs faceto-face with business leaders who have successfully navigated the early stages of business development.

The majority of participants in the EEP have limited general business experience, with perhaps a working knowledge in only one aspect prior to entering the program. Yet, through these sessions, they get training on how to handle some of the most challenging aspects of business development. Without guidance, most start-ups and entrepreneurs have the potential to make major mistakes in building a successful team or incur severe financial hits by not being aware of critical legal and ethical principles of business.

The EEP recognizes these pitfalls and

has sessions devoted to helping students avoid these mistakes.

For example, the sixth week of the class addresses entrepreneurial insights, in which participants hear “from the trenches” stories from a panel of local entrepreneurs. This is an opportunity for the class members to hear how entrepreneurs would have handled their start-up processes differently and ask them questions directly. As a result, students get a chance to engage entrepreneurs and experts who would not usually be accessible to them.

Another highlight of the program is the final class on giving business presentations. During this session, participants take the knowledge and resources they have acquired during the previous seven sessions and present their business ideas to experienced entrepreneurs. Participants then receive feedback to help them gauge the feasibility of their business, gain insights on the market potential and the availability of financing options.

Sixty-three individuals have graduated from the EEP. They represent 41 companies, including Nuekie Inc, a specialist in the research and development of dermatological products for people of ethnic background, and BungoBox, a company that rents reusable plastic moving boxes and supplies.

Justin Wheeles, owner of the start-up company Spray Box, attributes his ability to launch his company directly to the connections and instruction he received

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AMWAT is one of more than a dozen Tallahassee companies to have benefitted from GrowFL, the state’s economic gardening program.

through the Entrepreneurial Excellence Program. Through the EEP, Wheeles updated his business plan and gained access to crucial resources to get his product from prototype to sales-ready.

“The course provided a new framework for how I view my business,” says Greg Frost of Gulf Coast Tung Oil, “As a business with an agricultural focus I qualify for specialized financing options, and the EDC introduced me to Farm Credit of Florida through which I was able to get an equipment loan. The course also provided encouragement and realistic ways to gauge whether my business plan was moving in the right direction.”

Ready for Stage Two When a company moves beyond the start-up stage, they often are in prime position to really take off — with the right help. GrowFL, the state’s economic gardening program, focuses on helping existing small businesses grow by providing them with the high-level strategic resources and tools they ordinarily may not have access to. GrowFL has provided high-end quick-response strategic resource tools/technical assistance to more than a dozen Tallahassee compa-

nies, including AMWAT, Partners in Association Management, Notary Public Underwriters and Accent Office Interiors.

To be eligible, a company must be defined as Stage 2, a for-profit, privately held business, with at least 10 employees but no more than 50, generating at least $1 million but not more that $25 million in annual revenue.

“These are typically not companies that have a lot of capital to invest in marketing,” said Michael Parker, director of the Economic & Community Development Department at the City of Tallahassee. “What the program does is pool together a lot of technical expertise in marketing and business development and gives these companies access to this technical expertise to help them explore (the possibilities), like launching a new product.”

Tallahassee is a leader in the economic gardening movement, having recently received a Level I program certification from the National Center for Economic Gardening (NCEG). Requirements for Level I certification include documentation of entrepreneurial support, local economic development agency support and a program director certified by

NCEG — a requirement fulfilled by the EDC’s Kara Palmer Smith. Last March, the City of Tallahassee provided the EDC $35,000 to train and certify EDC staff in providing economic gardening services to local businesses.

The EDC will continue to play a significant role this coming year. The Florida Legislature recently approved another year of funding, which will enable GrowFL to seek and find local partners to help deliver economic gardening.

A local GrowFL success story is King Arthur’s Tools, a small, family owned business that specializes in power tools and accessories — named after medieval Knights of the Round Table. They had an idea for a white board, sort of a “smart board,” for writing notes, but it was a new product line outside their standard offerings. The GrowFL team provided a valuable market study that led to a successful product launch through a national office products retail chain. It is an example of a business that was established and successfully expanded by utilizing services provided by GrowFL. Bennett Napier, CAE, the president and CEO of Partners in Association Management, says taking advantage of GrowFL services was a no-brainer.

“There’s no cost to the program and getting involved is extremely helpful,” he said. “I think the thing that surprised us the most in terms of getting involved in the program is the depth of resources.

You don’t really realize the different types of subject matter experts they actually have, that they can bring to work for you. It’s really like lots of extra sets of hands coming on board to do projects that you know you should be doing but don’t have time to get to.”

Napier says GrowFL helped with branding and general client prospecting to a broader audience. “Thanks to the GrowFL program, our company will likely secure one or two new clients within the next 12 months, which will bring our revenue up significantly.”

Getting the Right Support Creating the right environment is a must-have for any economy to survive and thrive, and Tallahassee has many service organizations, offices and agencies designed specifically to nurture the entrepreneurial spirit.

Tallahassee Community College (TCC) is an example of an academic 2013 B U S I N E S S O U T L O O K

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center that has assumed the role of entrepreneurial educator.

TCC supports entrepreneurs in a number of ways, including the creation of the Advanced Manufacturing Training Center, which is geared toward developing skills among manufacturers and employees. The center was the result of a Department of Defense grant designed to help preserve American manufacturing capability.

The AMTC has a number of high-tech tools available, including a 3-D printer capable of creating plastic prototypes of tools, machine parts or other products.

As part of that training center, TCC built an incubator for manufacturing companies. This incubator offers configurable space, which is leased to tenants who come in with a manufacturing concept but need a place to set up shop and work out the bugs in the system.

The college is also encouraging entrepreneurship by exploring ways to reconfigure its TCC Capitol Center facility into a white-collar business incubator. Located downtown at the Brogan Museum, the center offers top-quality

Eunice Cofie, President and Chief Cosmetic Chemist of Nuekie, Inc. is one of over 60 entrepreneurs who have completed the EDC’s Entrepreneurial Excellence Program.

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meeting and conference space. There are 22 executive suites with telephones, IT, IT support, a common break room, conference room and board room — all for a low monthly fee.

The Florida Small Business Development Center, which is hosted by Florida A&M University and located at Innovation Park, also stands ready to help the cause of the entrepreneurial eco-system.

The center is a small business support service-oriented center where “we analyze the needs of existing business owners and try to provide some type of technical assistance to those business owners based on their identified needs,” said the SBDC Director Keith Bowers.

The SBDC has been around for more than 20 years and the FAMU branch is one of 35 such centers in Florida. The local office provides service to Liberty, Gadsden, Leon, Jefferson, Madison, Taylor, Franklin and Wakulla counties.

Aside from teaching the basics, the SBDC also conducts market research, financial

analysis, feasibility studies, website review and social media marketing.

“We’re pretty comprehensive,” Bowers said. “And everything we do is through certified business consultants, people who have strong backgrounds in accounting, marketing, management and operations.

“Anybody who is interested in providing any type of support or services, whether it’s capital formation resources or training opportunities, we’re willing to assist them in any way we can,” he said. “That’s what I think is needed in this environment, because it’s a tough environment for small businesses to succeed. They really need as much help as they can get. Really, the entrepreneurial eco-system is just that: a community in and of itself.”

Changing the Business Culture Not every city in Florida can offer young, budding entrepreneurs a place to explore their potential as well as provide them a hip and happening place to live

and relax. But thanks to two private endowments — from the John S. and James L. Knight Foundation and JMI Family Enterprises — Tallahassee is becoming exactly that place.

The Knight Creative Communities Institute (KCCI) seeks to attract and keep young professionals, and develop a new type of workforce for the Capital City. Founded in early 2009 and funded by a five-year grant from the Knight Foundation, KCCI’s mission is to improve the cultural and social resources of the city in a way that attracts a “creative class” of employee.

In 2007, KCCI designed a grassroots effort to get citizens excited about improving things around their hometown.

Their efforts produced the Tallahassee Film Festival, Sustainable Tallahassee and the Get Gaines Going effort. The latter initiative has turned Gaines Street into a “walkable” arts and entertainment district that appeals to creative young workers.

“It’s about making Tallahassee a better place to live, work and play for

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young professionals,” said KCCI Executive Director Laurie Hartsfield. “If you can make your city attractive to creative types, creative employers will come here and the workforce adapts to help (the economy) diversify.”

Aside from the Gaines Street improvements, Midtown is also becoming a “place” to gather and live.

“We don’t have hard data but you are seeing more young professionals go to place-making efforts like Midtown and grouping there and gathering there,” she said. “Midtown is thriving and seeing the price of homes go up and a lot of young professionals are moving into that area.”

The Jim Moran Institute for Global Entrepreneurship, which is part of the College of Business at The Florida State

University, was founded in 1995 by donations from automobile tycoon Jim Moran, his wife Jan, and JM Family Enterprises Inc. JMI’s mission is to groom current and next-generation entrepreneurial leaders and be a constant source of education and expertise. The institute serves 2,000 business and non-business majors and more than 200 businesses in the community.

Randy Blass, director of JMI, said the faculty, staff, research library and all the facilities of the Florida State University College of Business create a unique conduit through which the business leaders of tomorrow learn their trade today.

“We come at this from a recognizable entity and are able to provide a resource to the community, a conduit of resources, out from the university to the commu-

nity,” he said. “We connect students with the business community. We become a connector of a lot of capabilities and we are a valuable resource to be leveraged by the small business community.”

JMI faculty and staff provide students, faculty, entrepreneurs and business owners the tools and expertise necessary to develop strategies that establish and sustain advantages for businesses in today’s competitive marketplace and to creatively pursue new opportunities and innovations involving the startup of new business ventures.

It is part of a patchwork of like organizations that deliver services and connect people — working together to make Tallahassee an attractive place to start a business, run a business or grow a business.

TAKE YOUR SECOND-STAGE BUSINESS TO THE NEXT LEVEL! To be eligible for the GrowFL program, a business must:

• Be a for-profit, privately held, investment-grade business • Have at least 10 employees, but no more than 50 • Have had its principal place of business within Florida for the previous two years • Generate at least $1 million, but not more than $25 million in annual revenue Programmatic support for GrowFL is provided in-part by:

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I NTE RNATIONAL BUSI N E SS DEVE LOPEM E NT

GOING GLOBAL

Local companies have the ability to expand their influence worldwide

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ompanies that want to expand their horizons through exporting or importing goods and services have the world at their fingertips in Tallahassee.

The Economic Development Council of Tallahassee/Leon County Inc. (EDC), Enterprise Florida and the U.S. Department of Commerce are ready to help businesses interested in international trade make the connections that can bolster their bottom line.

“We provide a way for businesses in our communities to start thinking globally,” said the EDC’s Kara Palmer Smith. “We give them the tools and resources needed to do business overseas.”

The first step is helping companies decide if they are ready for foreign markets through workshops and one-on-one sessions.

“The biggest thing is education and research,” said Palmer Smith. “We can help determine whether it’s a good market for their product.”

The EDC also helps businesses and university research institutes secure grants to participate in state-led trade missions and then markets the region at international trade shows, such as the annual Farnborough International Airshow in England, the world’s largest annual aerospace trade show. A major selling point for Tallahassee: Companies like EADS/Airbus and Boeing can benefit from the vast research capabilities at Florida State University’s High Performance Materials Institute and the Florida Center for Advanced Aero-Propulsion.

Several local companies have already taken the plunge into the international market. F4Tech is a leader in forest technology and natural resources management. GTO (Gates That Open) has installed hundreds of thousands of gate operators around the world. Other successful international enterprises headquartered in Tallahassee include H.B. Sherman Traps, King Arthur’s Tools, Danfoss Turbocor, Verdicorp, BEC Industries and Bing Energy Inc., the latter with its own production facility in China.

Bill Rutherford, president of Clemons, Rutherford & Associates Inc., a local architecture firm that does work across the country, dipped his company’s toe into the international market during a state-led trade mission to Brazil in 2011. He’s scheduled to go back late this fall to have more meetings.

“Brazil is booming and we are dying,” he said. “They have a thriving economy and they are looking for American companies to help them.”

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He said Brazil plans on spending big money in preparation for hosting the 2013 World Cup, 2016 Olympics and possibly the 2020 World’s Fair, with most of those dollars to be spent on infrastructure.

“We’ve worked on a hospital in Zaire and a school in Haiti, but we were asked to do those,” Rutherford said. “This is the first time we’ve actually looked for work outside the country. And we did it because of the economy.”

During the Great Recession, the only sector of the Florida economy to keep growing was international trade — and it grew by double digits.

“The theme I hear (from businesses) all the time is, ‘If it wasn’t for our international sales, we would have been dead in the water,” said Andrea Moore, regional manager for international trade development at Enterprise Florida, which coordinates training and resources with local organizations like the EDC. “More businesses are looking at export.”

Mike Higgins works with export-ready companies that have a developed product or service they want to sell overseas. He is a member of the EDC’s international advisory committee and is an international trade specialist with the U.S. Department of Commerce whose district covers from Tallahassee to Mobile.

He too has seen a growing interest in international trade, “and with the way Florida is positioned, a lot of people are looking to Latin America.”

Palmer Smith said many companies feel they won’t succeed in an @EnterpriseFL overseas business — until they see that companies smaller than theirs @ExportGov are doing it.

But she adds, “We have them @Farnborough2012 take small steps instead of a deep dive to make sure this is the right @TalEDC move for them.”

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TAX I NC E NTIVE S

A STRONG ENVIRONMENT FOR JOBS AND INVESTMENT The Economic Development Council of Tallahassee/Leon County (EDC) manages a suite of resources designed to foster the expansion of existing companies and attract new businesses that create high-wage jobs and invest in facilities and equipment.

Business dollars go a lot further here because there is no state personal income tax, no corporate income tax on limited partnerships and subchapter S-corporations, no state-level property tax, no property tax on business inventories and no sales and use tax on goods produced in Florida for export outside the state.

To assist economic growth, the EDC maintains an inventory of the best local, state and federal programs that support new business development and provide one-on-one navigation through state and local regulatory, permitting and incentive application processes. By helping to keep projects on schedule, from start to finish, business are able to accomplish their goals within their required time frames.

LOCAL INCENTIVES

City of Tallahassee/Leon County Targeted Business Program Offers incentives to new and existing businesses that create value-added jobs within the city and county, rewarding businesses that will diversify the economy, are suited to the local business mix and will generate revenue growth from the sales of goods and services outside the local economy. The program also seeks to reward businesses that locate in designated target areas for economic growth and development; that build environmentally sensitive projects; and that do business with other local businesses.

Funds awarded under this program would be used to reimburse 1) up to 100% of the cost of development fees and 2) a portion of the capital investment of the business project based on ad valorem taxes paid.

Community Redevelopment Agency The Tallahassee CRA, created in 1998, consists of more than 1,450 acres of residential, commer-

cial/retail and industrial land uses, all conveniently located near the heart of downtown Tallahassee. Included within the boundaries of the redevelopment area are 13 neighborhood communities; seven major commercial/retail areas; and numerous mixed-use areas. The area borders parts of Florida A & M University and Florida State University. Extensive city infrastructure, including water, sewer, electricity and gas, are available throughout the redevelopment area.

STATE INCENTIVES

Qualified Target Industry Tax Refund Program Available for companies that create high wage jobs in targeted high value-added industries.

Includes refunds on corporate income, sales, ad valorem, intangible personal property, insurance premium and certain other taxes. Preapproved applicants who create jobs in Florida receive tax refunds of $3,000 per net new fulltime equivalent Florida job created; $6,000 in an Enterprise Zone or Rural County. For businesses paying 150 percent of the average annual wage, add $1,000 per job; for businesses paying 200 percent of the average annual salary, add $2,000 per job. New or expanding businesses in selected targeted industries and corporate headquarters are eligible. Cap of $5 million to single qualified applicant, no more than 25 percent can be taken in one year.

High Impact Performance Incentive Grant In order to participate in the program, the project must: operate within designated highimpact portions of the following sectors — clean energy, corporate headquarters, financial services, life sciences, semiconductors and transportation equipment manufacturing; create at least 50 new full-time equivalent jobs (if a R&D facility, create at least 25 new full-time equivalent jobs) in Florida in a three-year period; and make a cumulative investment in the state of at least $50 million (if a R&D facility, make a cumulative investment of at least $25 million) 2013 B U S I N E S S O U T L O O K

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TAX I NC E NTIVE S

in a three-year period. Once recommended by Enterprise Florida and approved by the state’s Department of Economic Opportunity, the high impact business is awarded 50 percent of its eligible grant when operations begin and the remainder when full employment and capital investment goals are met.

Quick Response Training Program Designed as an inducement to secure new valueadded businesses to Florida as well as provide existing businesses the necessary training for expansion. The program is flexible and structured to respond quickly to meet training objectives. Reimbursable expenses include curriculum development, trainers’ wages, textbooks/manuals.

Workforce Florida, Inc., the state’s public-private partnership created to coordinate job-training efforts, administers the program.

Incumbent Worker Training Program Leon County Enterprise Zone #3701

Provides training to currently employed workers to keep Florida’s workforce competitive in a global economy and to retain existing businesses.

Administered by Workforce Florida, the program

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is available to all Florida businesses that have been in operation for at least one year prior to application.

Enterprise Zone The Tallahassee/Leon County Enterprise Zone is nearly 20 square miles in size. New businesses that want to locate there, or existing businesses that want to expand jobs, equipment or square feet, can earn a monthly credit against their state corporate or sales and use tax for wages paid to new employees.

Also available: a sales tax refund on equipment, machinery and building materials used in the enterprise zone; a corporate tax credit for a company that establishes five or more new jobs; property tax exemption for child care facilities; tax credits for businesses that donate to approved community development projects.

Economic Development Transportation Fund (Road Fund)

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Designed to alleviate transportation problems that hinder a specific company’s location or expansion decision. The award, up to $3 million, is made to the local government.

Urban Job Tax Credit Program The program provides tax credits to eligible businesses that are located within the 13 Urban Areas designated by the state’s Department of Economic Opportunity and hire a specific number of employees. In the Tallahassee Urban Area, the credit is $1,000 per qualified job and can be taken against either the Florida Corporate Income Tax or the Florida Sales and Use Tax, but not both.

FL Small Business Credit Initiative Through loan participation, loan guarantees and venture capital via the Florida Opportunity Fund, Florida’s Small Business Credit Initiative (SSBCI) will leverage private capital for Florida’s small businesses, which are defined as businesses with 500 employees or less. After five years, Florida must show that, taken together, $10 in new small business lending or investment was generated by every $1 in SSBCI funding. Therefore, Florida’s SSBCI Program is anticipated to generate at least $976,623,490 in new private capital for Florida’s small businesses.

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Rural Incentives Florida encourages growth throughout offering increased incentive awards and lower wage qualification thresholds in its rural counties. Additionally, a Rural Community Development Revolving Loan Fund and Rural Infrastructure Fund exist to meet the special needs that businesses encounter in rural counties.

For more a more comprehensive listing of tax incentives, please visit taledc.com.

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H E ALTHCARE

THE PULSE OF HEALTHCARE

You’re in the right place for cutting-edge technology and service

Tallahassee Community College’s Ghazvini Center will double its enrollment capacity in healthcare programs over the next five years to serve the area’s two hospitals and expanding VA Clinic.

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T

allahassee is a regional epicenter of medical know-how, education, service, technology and insurance.

This industry employs more than 20,000 of the region’s workforce of 190,800. The area’s expanding health care options include two major hospitals, cancer and birthing centers, surgical and urgent care facilities and a quality of care that consistently wins national recognitions.

The towering hospitals of Tallahassee Memorial Healthcare and Capital Regional Medical Center are the most visible symbols of a healthcare system that, while based locally, serves much of the fourcounty region around the capital city, provides jobs for many and saves lives.

The executives of both hospitals speak about their facilities’ accomplishments with more than just a touch of pride.

“We’re the regional safety net and serve the needs (of patients) between Jacksonville, Pensacola and Macon, so we do a lot of things most other organizations don’t do,” said Mark O’Bryant, president and CEO of Tallahassee Memorial Healthcare.

“We pride ourselves on the quality care delivered here at CRMC. At the end of the day I want to be known for the quality care we deliver, and through these recognitions the ‘proof is in the pudding,’” said Brian Cook, president and CEO of Capital Regional Medical Center.

Both healthcare institutions are making great strides in providing more efficient, cutting-edge healthcare.

TMH recently opened a state-of-theart neurovascular suite dedicated to diagnosing and treating complex neurological disorders such as ruptured aneurysms and severe strokes. Also recently introduced are new minimally invasive surgical procedures for heart valve replacements, which can now be done via small incisions in the groin as opposed to open heart surgery.

“We are one of the few places in the South doing this,” O’Bryant said.

TMH also opened up a cancer center in partnership with the University of Florida and Shands that has some of the best cancer-fighting technology in the nation, he said, explaining the importance of patients not having to leave home to seek treatment.

“There were a strong number of people leaving here to get cancer care, and over

the past two or three years we have made significant investment in upgrading the technology and clinical skillsets around cancer services,” O’Bryant said.

TMH is also building a freestanding emergency center near Interstate 10 and Thomasville Road. This facility will be a full-service general ER for all patients and will include specialized care for pediatric and geriatric patients. Meanwhile, severe trauma cases will still be sent to the ER on the main TMH campus.

Meanwhile, CRMC is reaching for the sky – literally. Two new floors are being built and are slated to open in January 2013. The seventh floor will be a shell for future expansion, and the eighth floor is for 44 medical telemetry beds, bringing the total number of beds at the hospital to 242.

“The total project cost is just over​ $15 million and 100 new jobs will be created,” Cook said. “That’s a sign of HCA’s investment in the Tallahassee community and meeting the needs of the community. Bringing those 44 new beds online is our current project and we desperately need those. We are running at capacity year-round right now. We’ve had a tremendous growth rate the last three to five years at CRMC.” Cook also said that Capital Regional is one of only 620 hospitals in the United States to be named one of the nation’s Top Performers on key quality measures

by The Joint Commission, the leading accreditor of health care organizations in America.

Local hospitals aren’t the only ones on the move in Tallahassee. Construction of a massive veterans outpatient clinic is slated to begin sometime in 2013 at the corner of Blair Stone Road and Orange Avenue. With a building footprint of 200,000 square feet, the new clinic will be much larger than its predecessor located on Mahan Drive.

“The residual effect is going to be very positive in terms of other commercial development,” said Jay Townsend, assistant city manager for Transportation & Development Services. “I think the plan is there will be lots of supporting uses to this clinic so you’ll see some restaurants, hotels … it’ll be a regional draw. It could pull in vets from South Georgia.”

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H E ALTHCARE

The TCC Ghazvini Center is equipped with cutting-edge technology, allowing students to strengthen and apply their skills in simulated real-time settings.

Preventing Illness Of course, nobody wants to be sick to begin with or spend time in a hospital or pay the high costs of all of the above.

That’s why health insurance providers like Capital Health Plan and Florida Blue place emphasis on the prevention of illnesses such as hypertension and high blood pressure, which lead to stroke and heart attack.

“The CDC just came out with a report that says public health enemy No. 2, right behind cigarettes, is the challenge we have in our country identifying within our population adults with high blood pressure and, beyond that, controlling high blood pressure,” said CHP’s CEO John Hogan, captain of one of the top-ranked insurance providers in Florida. “The ballpark estimate is that 30 percent of the adult population in the U.S. has high blood pressure. Generally, only about 50 percent of the folks 22

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who have it, have it under control via diet, exercise, medication if necessary so it doesn’t get to a point where it’s dangerous. One of our priorities within the health plan is to control high blood pressure. We want CHP members to, ultimately, have the best blood pressure control of any region in the country.”

Keeping close watch on blood pressure, cholesterol and sugar levels is something that Florida Blue (formerly known as Blue Cross Blue Shield) has taken a keen interest in as well, and has incorporated into the operations of its new retail sales center on Apalachee Parkway in Tallahassee.

Nurses are on staff to serve as community resources for Florida Blue members navigating healthcare issues, according to Center Director John Padgett.

“What they do is provide information on access to care providers, cost and quality and how to save money on prescriptions.

Then our sales staff have a ‘health plan

checkup’ where they look at your plan to make sure it’s the best fit for you,” he said.

What makes the new retail center special, Padgett said, is the health screening fairs that are held the second Saturday of the month. These are open to anybody regardless of insurance or carrier. Nurses are on hand to check blood pressure, cholesterol and sugar levels, measure height and weight and to help people put together their own health and wellness plan.

“Our mission is to help people in the community achieve better health,” he said. “It’s personal support in a friendly, face-to-face environment.”

@CapitalRegional @FloridaBlue @TMHForLife

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TRANSPORTATION

AIR POWER RESURGENCE

At the intersection of commerce and travel sits the Tallahassee Regional Airport, which could become a major economic player in the near future.

TLH has enhanced the passenger experience from the moment you enter the airport until you board your flight resulting in lower fares to more locations.

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In his first year at the helm he can point to an impressive list of accomplishments, among them:

T

allahassee Regional Airport is changing — and may wind up becoming a powerful economic driver in its own right.

To Aviation Director Sunil Harman, the airport he’s been running for a year and half is more than just a place for business travel. It’s more than just a means to an end. It’s a place that has tremendous commercial potential.

In fact, August 2012 was up 10.2 percent over August 2011. And, in October, high demand brought an extra direct flight to Washington, D.C., and another to Miami. In 2013, lower costs are expected to make the airport more attractive to airlines and there are hopes of adding three new cities, possibly West Palm Beach, Orlando and New York’s La Guardia or Houston.

The momentum is already there from the airline side. In 2012 they received a 10 percent reduction, in 2013 they are getting another 10 percent reduction — and in 2014 they are slated to get a 20 percent reduction. At that point, Tallahassee is expected to be in the middle of the pack of Florida’s 23 commercial airports in terms of cost structure.

Harman said the rate reductions should make the airlines more inclined to provide competitive fares, but that’s already happening.

“Airlines have offered sales that are precipitously lower; I’m talking 60 percent off,” he said. “We’ve been advertising sales by American and Delta to Miami and Atlanta, $160 round-trip, all-inclusive. Those are run every week as specials with short booking timeframes. I personally did a trip to Honolulu for $630 round-trip. So I know that we have an airport that is very competitive today in terms of fares.”

Analyzing the Situation Keeping costs low, exploring new markets and promoting economic development are all part and parcel to the airport’s success.

When Harman was hired back in May 2011, he set about making improvements in the airport’s maintenance, operations and capital projects with the goal of eliminating and reducing excess expense and cost. He also increased revenue from airport tenants. The combination made the cost of doing business here much more palatable to the airlines.

“We were able to commit to the airlines and say this year, ‘You will receive a reduction, a rollback in (cost per enplaning passengers) rates back to fiscal year 2010 or calendar year 2009 levels,’” he said, a goal which yielded a 10 percent cost decrease.

Another competitive step: becoming an international port of entry, a designation that could open up a world of larger

OPERATIONAL COSTS HAVE BEEN CUT BY

2.2% NON-AERONAUTICAL REVENUES HAVE INCREASED BY

5.1%

DAILY FLIGHTS HAVE INCREASED

52%, 46 70 FROM

TO

THE NUMBER OF CITIES SERVED WENT FROM

5 7 TO

DEPARTING AIRLINE SEATS HAVE INCREASED

14%

FARES WERE REDUCED BY

23%

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TRANSPORTATION

markets and business ideas.

“We have to look at the surrounding areas and ask, what does Tallahassee offer other than the business travel?”

Harman said. “Couldn’t Tallahassee be, for example, the gateway to the pristine Gulf Coast? Couldn’t we target a different audience that wants pristine beaches, but not necessarily the whole resort-type experience and enjoy nature the way it was intended? There is a huge market for this. We could market this in Europe. But in order to do that, we’d have to become an international port of entry.

So we are pursuing this international port of entry designation.”

non-aeronautical business ventures could be cultivated as well.

A resort-style water park, a solar farm, a consolidated car rental service, cargo container station, auto dealerships, a

high security storage vault center — are all ideas that have been tossed around.

There’s even enough room in and around the airport property for things like a paintball range, drag strip or motocross

Business Opportunities Await Airports with good management can become much more than just facilitators of essential air travel. In certain cases a city airport can become an economic engine in its own right. The city is studying how revenue opportunities within the airport footprint could be maximized and how

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Extended runways and a master plan for 1200 acres of developable land are attractive to aeronautical and non-aeronautical companies alike.

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track. But what eventually gets developed will depend on what the market will bear, and what is compatible with the airport.

Danny Langston, CEO of Flightline Group, agrees with the airport leadership’s economic vision.

“There are often strong, forward thinking airports at the heart of healthy, vibrant communities, and Tallahassee is an excellent example of this. Working together, business leaders, airport management and community officials have successfully brought a broad scope of high-tech businesses to the airport,” Langston said. “While these businesses might not be directly related to aviation, they do bring high-paying jobs and investment to the community and have fostered continual and long-term growth.”

At the Tallahassee Regional Airport, for example, there is a wide array of government and civilian businesses such as the Department of Interior, Florida Fish & Wildlife Commission, Tallahassee Helicopters, Flightline Technical Services, SouthEast Piper, Piper Parts Plus, HondaJet Southeast, Florida Aviation Center, Flightline Technical Services and High-Performance Magnetics.

“All provide goods and services for Florida, the southeastern U.S. and across the globe,” Langston said.

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There are approximately 271 miles of major highways and 343 miles of secondary roads throughout the Tallahassee-Leon County area, and these serve as important ground transportation corridors within the central Panhandle. From a business perspective, Interstate 10 is a major highway with easy access from several points in Tallahassee. Pensacola and Jacksonville are just a three-hour trip in either direction, and Interstate 75 is about 90 minutes away. The other important roads of commerce are U.S. Highway 90, U.S. Highway 27, State Road 267 and U.S. Highway 319. U.S Highway 231, an important north-south route between Panama City and Montgomery, Ala., is little over an hour west of Tallahassee.

Railroads provide another important link in the commercial transport business. CSX Transportation has a main rail line that runs @Airbus east and west through Gadsden, Jefferson and Leon counties and @BingEnergyIntl carries bulky freight such as non@Boeing metallic minerals, chemicals and coal. Several short-line carriers @CSX connect CSX at strategic north@EnterpriseFL south points such as Panama City @F4Tech and Perry. Rail shipments serve many distribution nodes, ware@HondaJets houses and shipyards throughout @iFlyTallahassee the region, including Port Panama @KingArthurTools City — a major shipping hub that is Florida’s link to markets @LivelyTech throughout Latin America.

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I N DUSTRY SEC TOR ROUN DTAB L E S

BUSINESSES BANDING TOGETHER TO BUILD A STRONGER ECONOMY T

he Economic Development Council of Tallahassee/Leon County provides business resources for targeted industry sectors that match the region’s strengths, goals and assets as well as provide for a diversified and sustainable regional economy.

The industries are emphasized because of their opportunity for growth, creation of quality jobs above the average wage, role in regional development and connections to workforce-development resources.

Area manufacturers like Danfoss Turbocor Through Industry Roundtables, Compressors develop strategic partnerships leaders in industry, education and with higher ed and advocacy groups through the EDC Industry Roundtables. government design and implement specific initiatives that promote high-wage job retention and expansion. Each sector collaborates with local and state organizations care providers, including the two hospitals, already form one of that provide technical assistance and public advocacy. the largest segments of private employers in the area. Several cutting edge facilities and treatment centers have recently Capital Region Manufacturing opened up across the region.

Chair — Chris Eldred, President, TeligentEMS Companies have been formed and are being nurtured through This industry-led group strives to highlight workforce needs, the EDC’s Entrepreneurial Excellence and GrowFL programs, best practices, regulatory and business changes in the manuincluding Prevacus, BioFront Technologies and Nuekie. facturing arena. There are opportunities for collaboration to promote business creation as well as expansion and growth in Information Technology jobs in the Capital area. Among key issues being addressed: Chair — Dave Overholt, regional manager, Carousel Industries workforce development, workforce training grants and tax Representing one of Tallahassee’s foundational sectors, this credits for research and development in manufacturing. group focuses on education and business development. One of its big initiatives is an education summit where students Health Sciences & Human who need IT internships are matched with local businesses that Performance Enhancement can use the help. Another is the annual tech expo, which highChair — Col. Mike Smith (retired), lights the work of local IT firms, from computer companies to FSU College of Medicine, director of the networking and voice recognition firms. Industry leaders work Center for Strategic Public Health Preparedness side by side with researchers and investors to attract and nurture With Tallahassee already a health care hub for North Florida technology-based businesses. and South Georgia — bolstered by Florida State University’s College of Medicine and Florida A & M University’s College Renewable Energy & The Environment of Pharmacy — this sector is seen as a major growth opportuChair — Nancy Paul, general manager, Marpan Recycling nity for the region, particularly in biomedical research. Health This sector has blossomed in large part through partnerships 2013 B U S I N E S S O U T L O O K

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that businesses have developed with university-based research institutes. The region is committed to protecting the environment through the use of clean and renewable energy. Among the local success stories: Danfoss Turbocor (oil free compressors for large scale air-conditioning systems); Bing Energy (developing a less expensive hydrogen fuel cell): Verdicorp (turning waste heat into electricity); SunnyLand Solar (making high efficiency solar tubes); and Marpan Recycling.

Aviation, Aerospace & Defense

Chair — Domenick Eanniello, general manager, Million Air Tallahassee With Tallahassee already a hub of aviation, aerospace and defense industries, this group is working to bring similar companies to the region. Its efforts have been boosted by an expansion of the regional airport, runway extensions, a push for an international designation and lots of developable land around the airport. Among the aviation and defense leaders here: Flightline Group, a regional dealer for Piper and HondaJet; Chemring Ordinance; General Dynamics Land Systems; TeligentEMS; and Datamaxx Group. Research and training institutes that contribute to local innovations include the Florida Center for Advanced Aero-Propulsion, the High-Performance Materials Institute, Embry-Riddle Aeronautical University and the Lively Airframe and Powerplant program.

Transportation & Logistics

Chair — Mark T. Llewellyn, P.E., president, Genesis Group The strategic location of the Tallahassee region, along with easy access to interstates, railroads, ports and airports, is a major selling point for economic development. The roundtable has engaged landowners, developers, city and county engineers and planners, economic development professionals, transportation system designers and logistics companies to review available resources and anticipate expanded demands for infrastructure.

Research & Engineering Services

Chair — Ron Miller, interim director, Leon County Research and Development Authority University-based research at Florida State University and Florida A&M University has been a major economic driver in the region.

Over $250 million dollars a year from the US Department of Defense, National Science Foundation and National Institutes of Health, to name a few, fuel a sector that employs approximately 2300 full time and 1600 part time employees, many of whom work in Innovation Park, a 208 acre R&D park managed by the Leon @FSUCoM County Research & Development @Genesis_Group Authority. Tallahasseeans are @Innovation_Park generating solutions for global commerce in aerospace, arts, @TalTech energy and life sciences.

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Welcome to Our Neighborhood A great place to raise a business and a family

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When’s the last time business, government and education leaders agreed on anything? Ours do: We want you here.

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THE DOCTOR IS IN

ROOM TO GROW

Health care in our region is among the nation’s top rated – affordable and accessible.

Land, land, land. Looking for space to stretch out? We have a place for you!

A HEART TECH FORWARD From high-performance magnetics to breakthrough alternative energy, the future is happening here.

FOR THE ARTS

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NATURAL BEAUTY

An outdoor paradise from the backwater to the blue water, 850 has miles of hiking and biking trails, cool, clear springs, meandering rivers and bountiful areas for hunting and fishing.

From pre-K to PhD, our region’s high-quality schools attract and support successful businesses.

ON THE MOVE

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E DUCATE D WORK FORC E

A TALENTED LOCAL WORKFORCE IS TRAINED AND READY B

usinesses looking to relocate to the Tallahassee area get access to one of the most talented workforces available — a direct result of the region’s educational offerings, from topnotch public schools through top tier higher education programs.

Nearly three out of every four residents have some college education — and 20 percent of the population has a graduate degree. Leon County’s public school system consistently earns an “A” rating from the state for school and student performance — and in 2012, 50 percent of the schools were rated “A.” The area is also home to two state universities and one of Florida’s largest community colleges, plus there is access to private institutions of higher learning, like Keiser University and ITT Technical Institute.

Local educators agree that companies looking to move into an area will most likely put the quality of the local educational environment at the top of their list. At the college and university level, schools see themselves as a partner to business — and they often become part of the conversation when prospective new companies are brought into town.

“We provide the human capital for companies that need quality, educated students,” said Caryn Beck-Dudley, dean of the College of Business at Florida State University. “We’re unusual in that we have two universities, rather than one, and a large community college that offers technical degrees and certification programs — all in a smaller town.”

FSU is a top-tier research university that has prompted several research-toindustry spinoffs and Florida A&M University is a premier school among historically black colleges and universities. Both have nationally recognized business schools

that graduate savvy entrepreneurs and the two jointly operate a College of Engineering that has been hailed for its initiative in creating programs that align the academic curriculum with industry needs.

“There is a good process whereby good companies can find the expertise they need,” said Braketta Ritzenthaler, assistant dean of industry and research at the FAMU-FSU College of Engineering.

“We’re not doing research to do research.

We’re doing research to develop jobs for the citizens of Florida. We feel we’re a good draw for companies to come here.”

Not only do local schools graduate talent, they put an emphasis on research that can be commercialized, encourage entrepreneurship within student ranks, collaborate with new businesses to design education programs for their individual workforces and offer consulting services provided by talented faculty.

Targeting Industries The Economic Development Council of Tallahassee/Leon County supports targeted industry sectors that match the region’s strengths, goals and assets and help ensure the local economy is diversified and sustainable while providing quality, high wage jobs. Those sectors include: aviation, aerospace, defense and national security; engineering and research; health sciences and human performance enhancement; information technology; renewable energy and the environment; and transportation and logistics.

Many programs in the region have been designed to complement those targeted sectors.

“We have pretty robust educational offerings between the universities, the college and the private schools. It creates an environment where innovation is valued, where young people will

Students gain hands-on experience in STEM fields from nine higher education providers.

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want to come,” said Jim Murdaugh, president of Tallahassee Community College.

A prime example of the synergy between the schools is the partnership that TCC has with the engineering programs at FSU and FAMU. Explained Murdaugh, “They produce the engineers, we produce the technicians. So there is an ability to provide a complete workforce.”

TCC’s Center for Workforce Development offers training in fields where workers are most in demand, including information technology, allied health, manufacturing and business, as well as construction and trades. And the school’s Advanced Manufacturing Training Center provides customized and technologically advanced training for workers in businesses that are already here and is considered a significant resource for attracting new manufacturing businesses to the region with its ability to provide quick response training.

“We have developed curriculum to meet the needs of companies like Danfoss Turbocor and we can customize for companies looking to relocate here,” Murdaugh added.

TCC, FSU and FAMU have zeroed in on the growing health care field, expanding their offerings in health care sciences.

TCC operates the Ghazvini Center for Health Care Education in the heart of the city’s burgeoning health care corridor, close to both major hospitals and the Red Hills Surgical Center, where students train on cutting edge technology

Tallahassee universities receive over $250 million in research dollars annually.

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that allows them to respond to emergencies in simulated real life settings.

Keiser University enlists the aid of business leaders across the state to provide feedback on what they are looking for when hiring graduates. That helps in developing programs and curriculum. It opened a graduate program on its Tallahassee campus in 2011 and so far the most popular degree is the Masters in Business Administration, which takes about 14 months to complete.

“We serve adult learners, who usually have other obligations than school. So our university is designed around the student; the programs are designed to be convenient for students,” said Kelli Lane, associate vice chancellor of media and public relations.

As the economy improves she said the school anticipates moving toward specialized contract training programs that will be based on needs in the community.

president for research and economic development and executive director of IP Development and Commercialization. “These startups are a way to create jobs locally. Universities can help companies grow. And we want to begin to more proactively market our research.”

FSU’s annual “Sneak Peek” gives faculty and students, including those from the jointly run engineering school, a chance to showcase business and technology initiatives to local business leaders.

“We’re heavily involved in that because it’s a good experience for our students, who need to develop a business and marketing plan,” said Ritzenthaler. “We’re striving to get our students to know what entrepreneurship is, so that they’re not just doing research in a vacuum.”

Prizing Entrepreneurship Research that comes from the universities can lead to commercial success. FSU researchers developed the cancer-battling drug Taxol.

Bing Energy located its international headquarters in Tallahassee because of the nanotechnology breakthrough by FSU Professor Jim Zheng that will lead to better and cheaper fuel cell production.

“Thirty six startups have come out of FSU work in the past 16 years. The first was Taxolog,” said John Fraser, FSU assistant vice

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QUAL IT Y OF L I F E

TALLAHASSEE HAS IT ALL

Our vibrant community has endless offerings for work and play

T

allahassee is a good place to do business and a great place to live.

This is a vibrant town where history comes alive, culture abounds and there is a strong sense of place. To top it off, there is no rush hour — it’s more like 15 or 20 minutes.

For businesses and residents, the area boasts the best of all worlds. It has been selected as one of the Top 25 best midsized cities in the country for job growth and named as one of the Top 100 leading locations by Area Development Magazine. In 2011, it won the Livability Award from the U.S. Conference of Mayors.

To underscore the region’s all-around appeal, Tallahassee has also been named one of the 10 best cities for Millenials, one of the top college destinations and a favored choice for retiring Baby Boomers.

Although the Capital City isn’t directly on the coast, it’s not in Kansas either. It’s about a 45 minute drive from some of the best beaches in the world on St. George Island and St. Theresa, and even closer to St. Marks. Pristine rivers and national forests surround much of the area, and canopy roads — where the Spanish mossladen branches of live oak trees that line both sides of the road meet overhead — head out from the center of town in all directions.

The Great Florida Birding Trail runs through town. There are two state universities and a large community college, plus several private university options for continuing education. There’s a symphony alongside year-round theater, opera and dance performances and a growing arts community.

There are also plenty of affordable real estate options for business and residential, ranging from the high rises of down36

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town to a variety of suburbs to the equestrian estates in outlying areas.

“There are quality properties at reasonable prices,” says Ed Murray of NAI Talcor, who adds that interest in the area has been picking up because “we’re not a small town anymore.” For businesses looking to relocate, “there are great commercial sites to build on, office buildings to purchase, some good retail spots.”

What’s becoming particularly attractive, especially to young professionals, is the local focus on developing smaller communities within the larger community, places where people can live, play and shop within walking distance.

“One of the things people and companies look for is a true quality of life,” says Will Butler, president of Real Estate InSync. “We’ve always had suburban and rural, but historically we have not had a real urban location. Now, in a place like Midtown you’re seeing urbanization in its purest form take shape.”

These are the types of communities that economic development leaders believe will lure in the younger workers and recent college graduates needed to bolster the local workforce — another important element in a company’s decision to relocate here.

Wayne Tedder, director of the Tallahassee/Leon County Planning Department, has been working within the community for years to bring businesses and surrounding neighborhoods together. A more formal program, called “Sense of Place Initiatives,” has been in operation for two years.

“We ask them, ‘What is it you need?’

And in some cases, the neighborhoods tell us they can’t walk to the commercial

areas simply because there are no sidewalks,” Tedder says. The money to fund the projects comes from local governments, including the $1 million the city spent on the Fifth Avenue Plaza beautification project in Midtown.

Midtown is an example of a distinct neighborhood that has combined business — including entertainment. shopping and dining venues – with nearby quaint residential areas. Making news on the retail front: A Whole Foods store is expected to open in summer 2013.

“Whole Foods is a trendsetter. It leads,” says Butler. “When they hit here, other retailers will look.”

Besides Midtown, there is a vibrant Downtown, where the state Capitol sits.

The area offers popular eateries, rose gardens, fountains, high-rise condominiums and state museums. Adjacent to Florida State University is CollegeTown, still in its development stage, which will offer retail, dining and entertainment options along with apartments. Nearby Gaines Street is undergoing beautification to make it a more attractive shopping and dining destination.

Southwood is a planned community with a developing commercial area that

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@COCAbuzz @COTNews @EmbryRiddle @FAMU_1887 @FlaglerCollege @FloridaState @GainesStreet @GoToTCC is built on land that once grew timber for The St. Joe Company. Market Square to the north of town sports an eclectic mix of retail and dining establishments near residential neighborhoods.

“We’ve had a brain drain in this community. By creating these districts, we’re capturing the vibrancy that will help us retain these bright minds,” Butler says.

“We have much more clarity of vision, probably because of the recession. We have more stakeholders holding hands and pulling together than ever before.”

@KCCITallahassee @KeiserU @LeonCounty @Talcor @UrbanTally @Visit_Tally 2013 B U S I N E S S O U T L O O K

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FAC TS + F IGURE S

Community Rankings

Population, 2011 Tallahassee/ Leon County — 277,971 Leon, Gadsden, Jefferson and Wakulla Counties — 369,758 Population Increase 2000 to 2010 — 15% 2010 to 2011 — 0.099%

#10 College Destination, Small Metro 2012

Income Median Household income — $44,490 Education Level, Leon County, 2010 Graduate or Professional Degree Bachelor’s Degree Associate’s Degree Some college, no degree High school diploma or equivalent Less than high school diploma

18.76% 26% 9.14% 18.9% 18.86% 8.32%

AMERICAN INSTITUTE FOR ECONOMIC RESEARCH

10 Best Cities for Millennials HUFFINGTON POST 2012

2011 High School Graduation Rate 84.8% Educational Institutions Barry University — Bachelors, Masters Embry-Riddle Aeronautical University — Associates, Bachelors, Masters Flagler College — Bachelors Florida A & M University — Bachelors (11,289 Undergraduate Enrollment), Masters, Professional, Doctorate Florida State University — Bachelors (31,418, Undergraduate enrollment), Masters, Professional, Doctorate ITT Technical Institute — Associates, Bachelors Keiser University — Associates, Bachelors, Masters Lively Technical College — Associates Tallahassee Community College (Enrollment, Approximately 14,000) Associates, Certificate Programs Labor Force, 2011 Leon County — 190,800 (Cite: FRED Data) Unemployment Rate (October 2012) Tallahassee MSA – 6.6% Leon County – 6.4% Gadsden County – 8.7% Jefferson County – 8.0% Wakulla County – 5.9%

America’s Leading Creative Class THE ATLANTIC MEDIA COMPANY

Best Choice for Retiring Boomers WASHINGTON ECONOMIC GROUP, INC. 2011

International Innovation Leader INNOVATION CITY, 2011

(Cite: Department of Economic Opportunity, Labor Market Statistics Center)

National 2011 Livability Award LIVCOM AWARDS, 2011

Housing

Best Midsized Cities for Job Growth

Tallahassee Avg. Residential Sale Prices (January-September 2012) Detached Family Home — $198,000 TLH/Condo — $88,600

(Top 25)

NEWGEOGRAPHY, 2011

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By Linda Kleindienst Photos by Scott Holstein

W

ith a combination of ambition, compassion and innovation, young professionals living and working across Northwest Florida are proof that the entrepreneurial spirit is alive and well in the 850 region.

We asked the business community across our 16 counties to help us select 40 up and coming — or already established — business leaders under the age of 40 to highlight over the course of 2012. You answered the call, and we received dozens of nominations covering nearly every one of the region’s counties, from the bigger cities to the small towns to our rural areas.

In this sixth and final installment, we highlight eight who are leaders in their community and their chosen field of endeavor — and who are leaving their mark on our region.

Nathan Boyles earned his undergraduate degree in civil engineering from Florida State University, and while going to school became a real estate agent and broker. He then went on to get a law degree. Today, he runs his own law firm in Crestview, plus a land title company, plus Yellow River Winery, where local fruits are made into wine. In his spare time he campaigned for and was elected to the Okaloosa County Commission.

John Certo runs a restaurant in Panama City Beach where everybody may not know your name, but he does. A third generation chef, his mantra is, “We don’t do fancy … we do fresh.” A local favorite, Andy’s Flour Power has been featured in Southern Living and many travel magazines and John has served as a celebrity chef at plenty of local fundraising events. Three of his four grandparents were Italian, the fourth came from Bay County, which he visited while on vacation in 2005 and then decided to make his home.

Kayla Gude learned the farming business while growing up on a citrus farm in Central Florida. In her first job out of the University of Florida, where she earned a degree in food and resource economics, she serves as marketing director for the Panhandle Fresh Marketing Association. Tapping into a surprising set of business skills for a 22-year-old, in a few months she built the organization to where it is helping farmers diversify their crops and market local produce to WalMart and several other retailers in the region.

Brothers John and James Hosman earned their MBAs from the University of West Florida and have been active in the Pensacola business world and community ever since. As young alumni the brothers helped found Pensacola Young Professionals and started CollegeFrog. com, a website that James Hosman describes as “a combination of Match.com and Monster.com, connecting accounting students with accounting firms.” Both remain active in that endeavor. While James has worked to help Panhandle business owners obtain financing for commercial real estate, machinery and equipment, John is a partner in a financial advising firm.

Kim Rivers loves the art of the deal and her work shows it. Inkbridge, the Tallahassee company she runs with partner J.T. Burnette, last year closed New Market Tax Credit transactions totaling approximately $60 million to commercialize solar technology developed out of Florida State University. That resulted in two manufacturing facilities, three solar demonstration sites that will provide power to local utility companies and new jobs. So far in 2012, the company has invested in ProBank, a local community bank, to help launch an SBA lending platform and purchased two limited service hotels, among other investments.

A fifth generation Floridian, Jay Smith is vice president and owner of Ajax Building Corporation, a Tallahassee-based company started by his grandfather 55 years ago. He oversees 130 workers and the company’s active projects, which can range from 15 to 30 in design or construction at the same time. He also leads business development efforts throughout the southeast and helps with the management of JBK Insurance.

Phillip Singleton is the legislative director for the Pittman Law Group in Tallahassee and, at the age of 27, has already worked with Fortune 500 companies, the Florida Legislature, collegiate sports teams and the banking industry. Last year he was recognized by the Florida Conference of Black Legislators as an “Emerging Leader” in politics. He works to raise money for a wide range of charities, teaches basketball to underprivileged kids and also runs his own company, PGR Outreach Consultants, which provides opportunities for college students and young professionals in the marketing and political world.

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Kayla Gude, 22 Pensacola

Produce Marketing Marketing Director, Panhandle Fresh Marketing Association

Business Philosophy Go where you’ve never been before.

My Work Entails Building and maintaining relationships with local small farmers and large retailers to promote consumers purchasing local produce.

Definition of Success Leaving everything a little better than you found it. As long as you are enjoying what you are doing and having fun, success will come to you in many forms, personally and professionally.

Mentor/Role Model My parents and grandparents. All of my grandparents have been very successful ‌ building businesses and reputations. My parents are the same. They have taught me to respect every person I meet and to stand behind every decision I make, even if it is not the right one at that particular time.

My Career I grew up on a small farm in Central Florida. While attending college at the University of Florida, I found I had an interest in sales and management. I get to work directly with small farmers in Northwest Florida and help them grow and market their produce. My goal is to make sure local farms have a fighting chance in the retail markets.

Important Leadership Skills Never be bigger than your front line. You can never move your company forward without the employees who work for you. The employees will tell you what is wrong with your business if you listen to them.

Northwest Florida Business Growth Increase local product consumption. There is a multiplier effect that happens when the consumer purchases from a local farm or business. Sixty percent more of every $100 spent goes back into the local economy when you purchase items from local farms or businesses.

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Nathan D. Boyles, 29 Crestview

Attorney, Wine Maker, Entrepreneur, Okaloosa County Commissioner Owner, Nathan D. Boyles P.A. law firm; Owner, Main Street Land Title Company; Owner, Yellow River Winery and Wine Bar

Business Philosophy Fake it until you make it.

My work entails No two days are alike. I’ve been known to show up for court with my hands still stained blue from processing a load of fresh local blueberries the night before.

Definition of Success I certainly aspire to do well in business and provide economic stability and opportunity for my family. Yet economic opportunity may be the means but it must not be the end. True success must be measured in the impact we have on our community.

Hardest Lesson Learned Consumers will not purchase protein bars from snack machines. I formed my first corporation at 18, wrote a business plan and solicited investors. I installed six vending machines at various fitness centers in Okaloosa County with the grand plan of cashing in on the growing health bar craze. After six months of losing money, I moved all

of the machines out of fitness centers and onto car lots and bus yards, filled them with Twinkies and honey buns and began breaking even.

Mentor/Role Model I prefer to identify key character traits in individuals that I admire and then adopt the best traits of the many good people I have the opportunity to interact with.

Important Leadership Skills Be positive, dream big and don’t take yourself too seriously. Otherwise, you’ll begin to think you are more important than you really are, and that’s how you end up on the front page of the newspaper in an orange jumpsuit (or at least that’s what my mom tells me).

Northwest Florida Business Growth Make wise decisions to position Okaloosa County and all of Northwest Florida to capitalize on the tremendous natural and human resources that we possess.

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James Hosman, 35 Pensacola

Entrepreneur Vice President, Florida First Capital Co-Founder/Chief Operating Officer, CollegeFrog Inc.

Business Philosophy Continuously push forward and never settle.

Definition of Success The ability to lay your head down on your pillow at night knowing you accomplished what you needed to do and gave 100 percent in doing it.

Mentor/Role Model My brother (John Hosman).

We push each other to the next level and constantly challenge each other. I have been blessed to have surrounded myself with a lot of really great friends, and I respect them all as leaders in their businesses and the community and push myself to be as good as they are.

Hardest Lesson Learned The most important thing for any businessperson to remember is to not “oversell” and to “under promise and over deliver.”

Important Leadership Skills Surround yourself with great people and be able to work with them in different environments. I am a firm believer that one person cannot lead an organization. It takes a team. There may be one person that coordinates the efforts of that team, but ultimately, without the team, nothing gets accomplished. If there is not a team, is there really a leader?

What advice would you give your 16-yearold self? Don’t take life so seriously. Enjoy it and realize that there is a tomorrow.

Inspiration My wife, family and friends. I have been fortunate enough to be surrounded by great people that inspire me daily.

Northwest Florida Business Growth Eliminate any negativity. Success starts with a great attitude, and there is still some negativity in the Panhandle.

This is a great place to live and work, and I wish everyone shared that view. It won’t be long before everyone does.

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John Hosman, 34 Pensacola

Financial Advisor/Entrepreneur Partner, FS Advisors Co-Founder/Partner, Sizemore Creek Beverage Company Co-Founder/Partner, CollegeFrog Inc.

Business Philosophy Communicate, set reasonable expectations and deliver!

My Work Entails Everything that is involved in growing and running a business. I like coming up with ideas and strategies that grow the business and then implementing them. This is a neverending process.

Definition of Success Success to me is not financial — that is a byproduct. Success is doing the right things all the time for the right reasons. Keeping integrity and developing a good work-life balance.

Mentor/Role Model My parents, my brother and my wife. They all make me a better person and have characteristics that I strive to possess myself.

Hardest Lesson Learned Honesty and integrity.

I learned shortly after college that everyone makes mistakes, but we all need to fess up to mistakes that we make and repent. If we do things for the right reasons all the time, we will make fewer mistakes.

But when you do make one, correct it ASAP! My Career God showed me opportunities and gave me the ability to add value to those opportunities. When the door came open, I acted and didn’t look back.

Important Leadership Skills Passion, honesty and integrity coupled with the ability to set reasonable expectations and then the ability to execute and deliver on those expectations.

What advice would you give your 16-year-old self? Follow the same path, but don’t stray so much — you won’t meet your wife ’til the end of college.

Northwest Florida Business Growth Create more business opportunities as well as help young entrepreneurs get started. I have a couple ideas on cultivating businesses and opportunities for Northwest Florida, but describing them here would be too long!

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John “Jay” Bloxham Smith II, 38 Tallahassee

Construction Management Vice President, Ajax Building Corporation Business Philosophy Work hard, be honest, have fun.

Definition of Success Balance — faith, family, friends, health and business.

Mentor/Role Model My mother and father. As I grow older, I have a deeper appreciation for their integrity, the challenges they overcame and their ability to grow a company and provide every opportunity in life for their children.

Hardest Lesson Learned The downturn in the economy taught us to broaden our reach. We were pretty diversified in our markets — building in the education, health care, public safety and government arena — but it also was necessary to take on larger and smaller projects, educate ourselves about sustainable building practices and expand our geographic boundaries.

My Career Ajax is a family-owned company, started by my grandfather 55 years ago, so I was literally born into the business. Growing up,

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I always had a sense of awe in the structures we built and still feel that today when we complete a project.

Important Leadership Skills The ability to listen and learn.

What advice would you give your 16-year-old self? Make sure you go to the old flagpole at that FSU football game because you just might meet the most important person in your life (my wife).

Inspiration My wife, Bri, and my three daughters.

Northwest Florida Business Growth (I would) focus on improving our K–12 education system. It is the backbone of economic development, and businesses depend on a well-educated workforce to thrive.

What I hope to be doing in 10 years Fascinating advancements are being made in sustainable living. As a top “green” contractor in the U.S., it’s exciting to be on the frontier. Since I don’t have a crystal ball to see what the buildings of the future will look like, I’ll just have to stick around to find out what the next 10 years bring!

Kim Rivers, 34 Tallahassee

Financing/Investing Principal, Inkbridge, LLC

Business Philosophy “No” means you’re closer to “Yes!” My Work Entails My partner and I call what we do “financial engineering.” We structure and execute complex acquisitions involving government programs such as New Market Tax Credits, state and local incentives, tax exempt bonds. We also invest in business opportunities and consult with businesses in their acquisition or repositioning efforts.

Definition of Success Loving what you do. If you’re passionate about something, it’s not work.

Mentor/Role Model My mom. She has the most amazing work ethic and dedicated her life to selflessly educating children in the public school system for 25 years. All the while she beautifully balanced being a mother to me and my brother.

She was and is the definition of super mom.

Hardest Lesson Learned When you stand up for what you believe in, don’t be surprised if you get knocked down. Make sure the message is worth it. If it is, and you get knocked down, stand right back up.

My Career After moving to Tallahassee, I decided to work in real estate and continued to enjoy the personal interaction with clients but hungered for what I call the “big deal high” I had while practicing law (in Atlanta). When I decided to make a change, I was fortunate enough to reach out to my now-business partner, J.T. Burnette, a quintessential entrepreneur with multiple business successes.

Important Leadership Skills The ability to fail, get up and move forward; to be decisive and to act.

Inspiration My son Andrew. He is almost 3 and full of energy and potential. My goal is to leave things better for him and for him to be proud to call me “Mommy.”

Northwest Florida Business Growth Encourage young entrepreneurs and create environments in our communities that nurture their success.

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Phillip Singleton, 27 Tallahassee

Lobbyist/Governmental Affairs Consultant Legislative Director, Pittman Law Group President, PGR Outreach Inc.

Business Philosophy Stay humble and hungry.

My Work Entails My role in politics is quite diverse and my work varies each day.

Definition of Success Leaving a lasting impact on the world that transcends your physical time on earth. To me, it is never what you do but what you did to make a difference in the world.

Mentor/Role Model My favorite role models are Muhammad Ali and Michael Jordan. They both worked hard to become the best at what they did but never settled on being the self-proclaimed best. They continuously proved it to the world.

Hardest Lesson Learned Nothing in life or business comes easy. You literally have to work for everything you want and need.

Important Leadership Skills Having the ability to listen to others and knowing when to take their advice. Being humble regardless of your success. Trusting your intuition to make the right decisions regardless of the results. And being able to motivate people around you.

Inspiration My grandmother, Clementine Spence. She came to America in the 1960s from Jamaica for a better life for her family. With no formal education, she worked for years as a maid and put off personal ambitions so her family could have a better opportunity at life. (Her) sacrifice is what drives, motivates and inspires me daily. I keep her picture next to my bed as a daily reminder to never stop.

Northwest Florida Business Growth Build a platform for college students and young professionals (18–35) to better showcase their professional skills and abilities, while also providing entrepreneurship opportunities.

Northwest Florida is a hotbed of young, innovative and remarkable people with a skill set that will enhance business development and growth. They just need the stage for it.

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John Certo, 34

Panama City Beach Restaurant Owner Owner/Executive Chef, Andy’s Flour Power Café & Bakery Business Philosophy Don’t just work hard — work smart!

Definition of Success When you hear a customer tell you it was the best breakfast or lunch they have ever had and you feel satisfied that all the hours of hard work truly paid off.

Mentor/Role Model I have always looked at how hard my father worked, and that was a huge influence on my work ethic. That is one of the factors that I believe has helped make my life successful. I have also learned to manage and juggle a lot at one time through experiences with my very close friend, Tommy Dollar.

Hardest Lesson Learned Actions speak louder than words.

My Career When I was nine, my parents opened a gourmet food and

catering business in New York, and I found myself spending every extra moment there — initially out of necessity but eventually because it was where I wanted to be. I grew up in the business, and I found that my passion for food and cooking grew in me.

Important Leadership Skills Good work ethic, experience in the field you are managing, ability and willingness to do what you expect your employees to do and the ability to earn the respect of people.

Northwest Florida Business Growth I would like to provide a better environment for training people for the jobs that we need filled in our area. It is essential that employees obtain not just better skills and techniques for the jobs they desire. Knowledge of the industry and a better work ethic are essential to their success, which is essential to the success of the community. n

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79

EMERALD COAST Corridor

Coastal Escambia, Santa Rosa, Okaloosa + Walton Counties

Reel Enthusiasm Passion, patience and persistence are the secret to Pamela Dana’s successes By Jennifer Howard

W

hen Pamela Dana hangs a “Gone Fishin’” sign on her office door, it doesn’t mean she is playing hookey from work. Quite the opposite, in fact, for this senior strategic advisor for the high-powered Florida Institute for Human and Machine Cognition (IHMC), and owner/operator of Destin-based Sure Lure Fishing Charters and cobia fishing world-record holder.

A California native — and Floridian by choice — Dana’s doctorate from the University of Southern California, and her master’s degree from Harvard, share space with her USCG Merchant Marine Masters credentials, a.k.a. captain’s license. Her impressive resumé includes a list of board memberships, trusteeships, businesses and projects that might swamp your average high-powered executive. Add in her positions on the corporate board of Mercantil Commercebank, N.A.; University of West Florida Board of Trustees; as trustee for the Florida Chamber of Commerce Foundation; and voting member on the Gulf of Mexico Fisheries Management Council. The list continues, a rising tide that might overwhelm your everyday overachiever’s calendar.

How can she maintain an organized schedule, much less a semblance of balance, among all the committees and councils and meetings and commitments?

Only take on projects or work that fire your enthusiasm, or it’s likely you will feel pulled in too many directions, she advocates. “I don’t let myself sink into things I’m not passionate about,” Dana says. “I only go into things I enjoy.” The trim and tanned Holiday Isle resident admits that it can be a challenge to stay afloat among her many interests, avocations, businesses and volunteer positions. “I have such a unique blend of things I’m involved in that I must be able to shift gears on a dime and keep abreast of all the relevant issues for all of them,” she says.

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Like most here on the Emerald Coast, Dana was first drawn to the area’s beaches and waterways. After receiving her Ph.D., a 10-month fellowship in California’s Trade and Commerce Agency led to Dana being offered the position of assistant agency secretary. When an election brought in a new governor in 1999, Dana petitioned then-incoming Florida Governor Jeb Bush for a job. She served as executive director of the Governor’s Office of Tourism, Trade and Economic Development (OTTED) until 2007.

At OTTED, she oversaw more than 80 programs and partnerships, and held the position of the state’s chief protocol officer.

Catching the Excitement While working in Tallahassee, Dana had the opportunity to spend some weekends in Northwest Florida. When a gubernatorial election again mandated a change in her life, she decided to make Destin her home. She learned the Sure Lure, a 40-foot Infinity Sportfisher, was for sale.

“Growing up in Northern California, we had a fishing camp on a river,” she says. “My father had a sports equipment store and was a fishing guide. My uncle was a commercial fisherman, so the fishing business made a lot of sense to me.”

In addition to the so-called “six-pack” Sure Lure (meaning she can carry six fishermen plus crew), the California-girl-turned-charterboat captain built her business to include the Fish Dish, a 21-foot Sailfish, for inshore and bay fishing. Her fervor for fishing goes beyond her record-breaking catches. “I really enjoy

introducing customers to fishing,” she says. “No matter what size fish they catch, they really catch the excitement.”

Asked to share a tip with other fishermen, Dana circles back to her belief that being passionate about what you do creates success. “It takes patience, persistence and luck, and be there for the love of it,” she says.

Tele-commuting from Destin and owning her own business make it possible for Dana to maintain balance between her entrepreneurial efforts and her boatload of responsibilities at the IHMC. Make no mistake: She is equally passionate about the Institute’s high tech work as she is about catching record-shattering fish.

She enthuses about an ongoing IHMC project to perfect a robotic exoskeleton that enables wounded warriors to recover their ability to walk. “There are only three places in the world with this kind of expertise,” she says with a significant note of pride.

Looking to the Future Her zeal for fishing has lured her into the public sector as well as private enterprise. Dana was recently named director of the Florida Sports Foundation Board, which promotes amateur sports events, including water sports and fishing in the state. She had returned from Tampa and a meeting of the Gulf of Mexico Fisheries Management Council just days before this interview.

With one foot in each world, does she occasionally find herself awkwardly torn?

“I enjoy both,” Dana says. “I see a delicate

“I have such a unique blend of things I’m involved in that I must be able to shift gears on a dime and keep abreast of all the relevant issues for all of them.” Pamela Dana

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Photo by Scott Holstein

Water Al-lure Pamela Dana aboard her charter boat, Sure Lure, at Destin Harbor. Her recipe for success: “I only go into things I enjoy.”

balance between a strong economy and protecting the environment. Both commercial and sports fishermen are some of the most natural environmentalists. We can’t deplete our resources. Look at the popularity of catch-and-release (programs). I’m clearly not an advocate of destroying the environment for profit. We have to weigh science and economic impact. Fisheries management is very complicated.”

Her robust background in tourism and economic development provide a big-picture viewpoint as she oversees the day-to-day operation of her charter fishing business. Dana is focused on a wave of tourism growth on Northwest Florida’s horizon. “All over Northwest Florida — from Panama City to Pensacola — we’ve opened

the door to a new demographic: visitors from the Midwest and West,” she says. “I definitely see this part of the state having an increase in tourism. We all need to be careful how we develop the infrastructure here so when folks return home, they can look back on a good experience.”

Although her fondness for the sun and sand attracted her to Destin, this businesswoman emphasizes that it’s not enough to be a great place to fish and go to the beach. “We have to look to the future, understand the new demographic and tap into products and services that appeal to them,” Dana says, underscoring her strategic approach to growth.

No magic formula exists for success in tourism any more than in fishing. Sounding every

inch the Ph.D. in International Development and Economics, Dana says, “We need to understand our visitors’ demographics, offer appropriately priced products for visitors and have excellent marketing.” It’s no silver bullet but a time-tested strategy Dana relied on when she led strategic efforts to rebound Florida’s economy post-9/11 and the hyperactive 2004­–5 hurricane season.

Is there a secret to her multi-faceted success?

“I just seem to be put in a place where doors open,” she says. “Success is never final. There is plenty of room for my business to grow.” Somewhere on a dock or a boardroom agenda or maybe even in a government bureau, another door is quite likely opening. n

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81

Capital Corridor

Gadsden, Jefferson + Leon Counties

Recipe for Success S Growing catering business began in a church kitchen By Lazaro Aleman ome businesses come on the scene with a splash (and not infrequently fade away almost as quickly), while others start out inconspicuously, integrate quietly into a community and then grow organically and incrementally, absent fanfare. Such is the case with Carrie Ann & Company, a two-partner custom catering service that started in the kitchen of a church 10 years ago and today boasts two facilities, some 50 full and part-time employees and a service area that stretches from Destin to Monticello in Florida, takes in part of South Georgia and extends to points beyond on occasion.

Equally impressive, the two partners — longtime friends Carrie Ann Tellefsen and Denise Vogelgesang — started their enterprise in Monticello, a small town with a barely sustainable economy, and managed to grow their business during one of the worst recessions in recent history. It’s what can happen when business acumen is joined to culinary talent, and the two go hand-inhand with quality food, excellent service, reasonable prices and a smart business plan, not to mention much determination and hard work.

“Ours is the perfect marriage,” says Vogelgesang, a retired educator whose last assignment was assistant principal at Lincoln High School in Tallahassee. “Carrie Ann is the food genius, and I’m the organizer and business person.”

Carrie Ann & Company will cater affairs of any size; provide freshly prepared, flavorful food that reflects whatever the occasion’s theme or client’s desires (within reason); prepare the food onsite (given the amenities are available) or cater wherever the client specifies, indoors or outdoors; and do it with flair, personalized service and special attention to detail.

“It makes me feel good when someone is working on a budget, and we come in under cost,” says Tellefsen, whose love of cooking derives from her late father, an attorney who enjoyed hosting lavish parties and early on enlisted his then 12-year-old daughter in the cause. “Just because you don’t have gobs of money doesn’t mean you can’t have a nice event. If you have lots of money, it’s easy; anything is possible. The

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Caterer Carrie Ann & Co. hosts wedding receptions and other events in the historic Mays House, located in downtown Monticello.

challenge is doing something really nice on a small budget.”

A 26-year veteran in the catering business, Tellefsen began by baking cakes, cookies and other sweets at home and selling them as the opportunity allowed, driven by her love of cooking and a desire to contribute to the family finances as a stay-at-home mom with three kids. To her surprise, her confections proved extremely popular, and people began asking her to prepare entire meals for special occasions. “It snowballed,” Tellefsen says. Soon, she and two friends formed Cornucopia, a small-scale catering service that mainly focused on Monticello events. When the group disbanded several years later, Tellefsen returned to working solo from her home, all the while expanding her reach into Leon County and building a reputation for quality food and excellent service.

As the pace and demands of the business increased over the years, however, it became apparent to her that she couldn’t continue single-handedly. Enter Vogelgesang, one of whose reasons for retiring was the prospect of joining

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forces with Tellefsen. “We decided to merge our brains,” Vogelgesang says. “Our friends cautioned it was a perfect way to ruin a friendship.”

In 2002, the two formed a partnership, developed a business plan, rented kitchen space in the Christ Episcopal Church fellowship hall in Monticello and set about reconfiguring the business. Vogelgesang, among her other attributes, brought business savvy and marketing expertise to the enterprise. One of the first things she did that had a significant impact on the business was simply to begin advertising — something Tellefsen had never done.

One goal the two set early was to acquire a place of their own — ideally a building with enough kitchen, storage and gathering space to satisfy their needs and that would also serve ultimately as a long-term investment. Another was to redefine their service area, based on the recognition that although Monticello would serve well as a home base, it would never support the kind of business they envisioned. A third was to keep their overhead low, especially as they tested the waters.

“One of the biggest mistakes people make is

Photos by Scott Holstein

Custom Service Denise Vogelgesang (left) and Carrie Ann Tellefsen (right) have a bustling and customized business but still review their business plan at least twice yearly.

they want to go fast and invest all kinds of money to set up,” Tellefsen says. “Unless you have money to burn, you need to keep your overhead low. We worked out of the church three years.”

In 2005, the two purchased a 1922-built craftsman-style structure on the east side of Monticello that they — along with husbands Bill Tellefsen and Tom Vogelgesang, and Vogelgesang’s father, Thomas “Buzz” Phillips — proceeded to restore and remodel. Today, the 90-year-old Mays House, with its pergola entrance, well-appointed rooms, landscaped grounds and large gazebo, serves as a perfect setting for anniversary celebrations, graduation parties, wedding receptions and rehearsal dinners, among other catered affairs.

“Eighty percent of our business is out of the county and 60 percent of it is weddings,” says Vogelgesang, who handles the bookkeeping, scheduling, proposals and contracts.

“If it’s less than 50 people we can do anything,” says Tellefsen, adding that the menu serves as a starting point, especially for clients needing guidance. “It all depends on the place and the number of people. There are times when we have to say,

‘No, we won’t do that.’ We can’t deliver piping hot food to 400 people in a pasture.”

In 2011, Carrie Ann & Company opened the Rosemary Tree in Monticello’s historic downtown district. A deli-style café and gift shop, the restaurant serves custom blended coffees and a variety of sandwiches, wraps, salads and other light fare. The gift shop, meanwhile, offers an assortment of locally produced specialty foods and arts and crafts.

“Part of our philosophy is to help the community,” says Tellefsen. “Giving back is important. I recognize how lucky I am. I actually love what I do. My attorney father hated what he did.”

In the spirit of community development and sustainability, Carrie Ann & Company purchases local and area products whenever possible, paying a little extra if necessary.

Tellefsen and Vogelgesang describe catering as organized chaos. “Carrie Ann heads the chaos, and I provide the organization,” quips Vogelgesang. Although the two have their respective parts of the operation down pat, they never know what unforeseen circumstances may

arise, especially when catering events outdoors or at facilities other than their own. The list of potential mishaps includes sudden rainstorms, stopped-up sinks, backed-up toilets, failed flower deliveries and minor accidents, usually involving children.

“If you can’t be flexible in this business, you have a problem,” says Tellefsen.

Vogelgesang agrees.

“Flexibility is why we were able to survive the recession,” she says. “At one point, we started doing more to-go casseroles. You do different things to appeal to people’s budgets. You have to stay flexible.”

What’s ahead?

Possibly a cookbook. For the time being, however, they’re content to continue doing what they’re doing, the success of which is apparent from their bookings — running months, and in some instances a year, in advance. Even so, the two review their business plan at least twice annually and make adjustments as necessary.

“It’s a constant conversation,” Vogelgesang says. “It has to be in a successful business.” n

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83

BAY Corridor

Panama City, Panama City Beach + Bay Counties

Millville at Night Lights from the paper mill owned by RockTenn Co. light up the night sky and serve as a symbolic economic beacon for this once-thriving center of commerce in Bay County.

82 Years and Still Going

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t the outskirts of Panama City, what was once the thriving center of commerce in Bay County — and a true frontier area for Northwest Florida — is now a blighted community, outshined over the decades by nearby Panama City and Panama City Beach. As de-industrialization slowly led to business closures, a changing population and economic restructuring in Bay County, historic Millville’s less glamorous economic contributions have not been as vigorously touted as those in other parts of the county.

Still, some of Millville’s businesses are making a big economic impact. Along the waterfront sits one of oldest working paper mills in the U.S. And because of its economic impact and community leadership, it has become the lifeblood of the small community. Nearby, the Arizona

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Chemical plant purchases byproducts from the paper mill, further adding to the economic impact the small community still provides to the greater Bay County area.

Throughout its 82 years, the Millville paper mill, now under the ownership of the RockTenn Co. based in Norcross, Ga., has had its fair share of owners, starting with the International Paper Co., which built the paper mill in 1930.

Southwest Forest Industries bought it in 1979, Stone Container Corp. purchased it in 1987 and merged with the Jefferson Smurfit Corp. in 1998 to make Smurfit-Stone Container Corp., which filed for Chapter 11 bankruptcy protection in 2009. RockTenn purchased the mill from Smurfit-Stone in May of 2011.

With approximately 240 facilities in the U.S., Canada, Mexico, Chile, Argentina and China,

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RockTenn, a Fortune 500 Company, has about 26,000 employees, 475 at the Millville plant.

RockTenn is the largest paper recycler, largest display manufacturer and largest preprint linerboard producer in North America.

At a level of more than 8 million tons annually, it is also the second largest producer of containerboard in North America. The Millville plant produces both an unbleached kraft linerboard, which is used in the manufacture of cardboard boxes, and fluff pulp, which is used as the absorbent material in diapers and many other hygiene products. The plant runs 24 hours per day.

During the papermaking process, whole logs are debarked and converted into chips of the appropriate size. The chips are cooked in vessels where chemicals and steam are added to remove the lignin and other components. The resulting

photos by Scott Holstein (Fuster) and Courtesy RockTenn Corrugated Packaging

Millville’s paper mill is an economic engine for the community By Wendy O. Dixon

The Old Mill The paper mill has been operating for 82 years and was started because of the vast amount of trees that promised a good profit.

General Manager Pedro Fuster (left) with rolls of paper.

pulp is washed and refined to the proper consistency through different steps in the process.

From there, this stock which is 99.5-percent water is sent to the paper machine where it is dewatered and dried. “Many parameters are controlled to meet the customer’s specifications on the basis of weight, moisture and strength,” RockTenn General Manager Pedro Fuster says. The resulting product is converted into rolls of different sizes depending on what the customer needs.

“Additionally, the byproducts generated from this process are reused internally as fuel or for sale to other customers,” Fuster explains.

“As a result of this, over 70 percent of the electrical and thermal energy used in the Panama City (Millville) mill is internally generated and comes from renewable (bio-fuel) resources.”

The trees come from privately owned local tree farms within a 150 mile semi-radius of the plant, mainly because it’s economical and efficient.

The plant contributes more than $200 million per year into the local economy, according to Economic Modeling Specialists Inc., a research firm that studies market trends and workforce development.

Since purchasing the plant more than a year ago, RockTenn has neither hired nor laid off any workers and is investing money to improve the plant. “RockTenn is committed to quality, reliability and providing low-cost products to our customers,” Fuster says. “We believe that investing in our facilities helps us achieve those goals.” The company has committed more than $500 million to capital projects in 2012. Last year, the paper mill spent more than $17 million in safety, environmental, quality and infrastructure improvements.

Frances Markham, chair of the Millville Community Alliance and lifelong Millville resident, recalls that the paper mill has always been a valuable and important part of the community. “We have a fantastic relationship with them,” she says. “They bend over backwards to make sure we’re informed about repairs and to be community friendly. And RockTenn has supported us financially as much as they could.

They are fantastic.”

Though its distinctive gaseous scent wafts over much of southeast Bay County, the sulfuric smell — a result of the pulping process — is harmless, according to the U.S. Environmental Protection Agency.

One of the customers purchasing the mill’s byproducts (called Black Liquor Soap, a co-product of the kraft pulping process used by RockTenn) is nearby Arizona Chemical, a chemical plant that processes the byproducts to then sell to companies that produce tires, lubricants, adhesives, road marking, fuel blends, food additives and common household products, including shampoo. “We have a tremendous impact economically,” says Plant Manager Michael Osborne of Arizona Chemical, which employs 190 people in Panama City, about 1,000 worldwide.

“We purchase some of our materials locally, pay a large amount in taxes, and eat and dine locally.” Many of Arizona Chemical’s employees live within a five-mile radius of the plant.

While Bay County is known for its bustling tourism industry and thriving military presence, industry still plays a large role as well.

Says Fuster: “This is our home and we’re committed to helping make Panama City a great community.” n

Millville History Historic Millville was once dominated by the lumber industry. The vast amount of large trees, especially yellow pines, meant men could make a nice living working in the industry. The GermanAmerican Lumber Company began operating in the small section in Bay County known as Millville, and was the center of the small town. The company was taken over by the U.S. government in 1917 during World War I, and was offered for sale to private owners in 1919. That’s when W.C. Sherman purchased the plant, forming the St. Andrews Bay Lumber Company, which included lumber mills and a shipyard. By 1920, Millville was the largest community around the bay and became the center of commerce and industry for Bay County.

The International Paper Company built the paper mill around 1930. Some commercial seafood facilities remained for a short period of time, but now Millville is a blighted community, lined with vacant industrial sites that have led to the decline in the residential and commercial community. In 2004, Millville was designated a Community Redevelopment Area to reinvigorate the community and efforts are continually being made to improve the area.

Source: “Millville (Images of America)” by Ann Pratt Houpt

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I-10 Corridor

Northern Escambia, Santa Rosa, Okaloosa + Walton Counties and Holmes, Washington, Calhoun, Jackson + Liberty Counties

Spawning Economic Growth Russian Émigré envisions Panhandle as caviar capital By Lazaro Aleman

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wetsuit-clad Mark Zaslavsky clambers over the rim of one of four indoor galvanized steel tanks and into waist-high water, home to several of his prized Beluga sturgeon — magnificent long-nosed, dark-colored fish that measure about five feet long and weigh a couple of hundred pounds apiece. The sturgeon, part of 13 separate shipments of juvenile fish that Zaslavsky personally escorted from Europe via commercial flights in 2003, now serve as broodstock for his large-scale aquaculture operation in Jackson County.

Like any proud papa, the bearded, grizzled 59-year-old Zaslavsky wants to show off the sheer size and beauty of what could well be considered surrogate children. After numerous splashy tussles that end up empty-handed, he’s finally able — with help from Sturgeon AquaFarms (SAF) Manager Slava Ivlev — to lift one of the giant fish above water briefly.

Impressive as the Belugas are in terms of their size, appearance and rarity, however, they are but one of several Caspian species that SAF raises on its 120-acre fish farm just outside Bascom, a rural hamlet northeast of Marianna.

Others of the smaller sturgeon species spawned and raised at the two-year-old facility are Sevruga, Osetra and Sterlet, the latter once renowned for caviar that was reserved for the palates of royalty. It is Zaslavsky’s ambition one day soon to produce and market Caspian sturgeon meat and caviar commercially, as well as help replenish the species in his native land.

“We’re going to send fertilized eggs back to Russia for free to help the recovery of sturgeon in the Caspian Sea,” Zaslavsky says.

No pipedream this. Zaslavsky, president of the Miami-based Marky’s Caviar, a leading importer/distributor of gourmet foods, has proven the viability of the dream he began pursuing about 2001. The Bascom fish farm currently holds more than 100,000 sturgeon in sizes

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ranging from fingerlings to adults, including the only farm-raised Belugas in the United States and possibly the Western Hemisphere.

“Of the 26 species of sturgeon worldwide, the most valuable and desirable for caviar are Beluga, Sevruga, Osetra and Sterlet,” Zaslavsky says. “We grow all four species here.”

The point, he emphasizes, is that SAF is the only and largest aquaculture operation in the world producing Belugas, the roe or eggs of which are considered among connoisseurs the “Cadillac of caviars,” a briny delicacy that today fetches an average price of $7,000 per kilogram (2.2 pounds). Other aquaculture operations may raise other types of sturgeon, Zaslavsky says, but SAF is unique in having successfully spawned and raised Belugas in this country.

“There are more Belugas here than in the Caspian Sea,” Zaslavsky asserts, referring to the depletion of the species in its native waters because of overfishing, poaching, pollution and habitat loss.

It’s reported that the Beluga sturgeon population has declined by more than 90 percent in recent decades and is near extinction. Listed as a critically-endangered species, the U.S. Fish and Wildlife Service in 2005 banned the importation of Beluga caviar originating in the Caspian and Black seas. The significance of the ban is that the Caspian Sea accounts for 90 percent of the world’s caviar production, 60 percent of which is consumed in the United States. Many of the countries bordering the Caspian Sea currently have restrictions on the fishing of sturgeon. And it’s expected that at its 33rd annual convention this November, the Commission On Caspian Aquatic Bioresources (made up of Russia, Turkmenistan, Kazakhstan, Azerbaijan and Iran) will ratify a formal agreement imposing a five-year moratorium on the fishing of Caspian Sea sturgeon.

All of which is to say that the world supply

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of caviar has been curtailed, with the result that demand has driven up prices, made its illegal trade exceedingly lucrative and fostered the farm raising of the prehistoric creatures, which can attain lengths of nearly 19 feet and live to 100 years or more in the wild.

“They have no predators other than man,” Zaslavsky remarks.

Once SAF begins producing sturgeon meat and caviar, Zaslavsky maintains that it will have a virtual monopoly on the coveted commodity,

Photos by Scott Holstein

Saving the Sturgeon Mark Zaslavsky (left) and Slava Ivler (right) hold up one of the heftier sturgeons living on a 120-acre fish farm outside Bascom. (Opposite Page) As fish grow they are moved into bigger tanks.

at least domestically. SAF, however, plans to market its products also in Europe, as well as in Russia and the Ukraine, where Marky’s is licensed to sell. Ultimately, SAF’s business plan projects annual sales of 160 tons of smoked, cured and fresh sturgeon meat and 10 to 20 tons of caviar when full production is achieved.

Why North Florida for the fish farm, given his residence and business are in Miami?

“The clean water, nice soil and beautiful trees,” Zaslavsky readily says, as if the answer were self-evident. He gestures toward a row of tall trees near the facility’s entrance, across from which stretch green cotton fields and quiet countryside, a stark contrast to Miami’s hustle and bustle.

“Look at those beautiful trees,” he repeats.

It turns out, however, that the reasons for the site selection were other than mere pastoral beauty. First and foremost, Florida is unique among states in that it allows the farm raising of nonnative fish, with Hawaii possibly the other exception.

Explains Mark Berrigan, bureau chief of the Division of Aquaculture with the Florida

Department of Agriculture: “We’re pretty different from other states in that our aquaculture industry is based on nonnative fish.

Exotic fish are a mainstay of aquaculture in Florida. Because of this, we’re more tolerant to nonnative fish. We’ve also developed best management practices for these fish.”

As for the choice of Jackson County, it was as far north as the operation could locate without actually going into Georgia.

“This is the North Pole of Florida,” quips Ivlev, the fish farm manager. The geography goes to the other critical consideration: the pristine water quality and cooler temperature of the Floridan aquifer. Sturgeons ideally thrive in temperate waters, which explains why SAF’s original fish farm in Daytona wasn’t very successful. In warmer waters, Zaslavsky says, the fish tend to cease eating, become susceptible to diseases and may ultimately die.

As in any aquaculture operation, the farm raising of sturgeon entails animal husbandry and the management of the environment to create optimum conditions for the health, growth and reproduction of the fish,

all with the aim of maximizing yields, even to the point of simulating winter to induce egg creation.

“You lower the water temperature with the chillers and make it dark (in the indoors tanks) so the fish feel that it’s winter,” Zaslavsky explains. “Two months later, you warm the water and put the lights on and the fish spawn. We’re trying to mimic nature.”

Freshwater fish that live part of their lives in brackish waters, sturgeon in the wild can take up to 18 years to sexually mature and spawn only once every two to four years. But in captivity, under optimum conditions and year-round feeding, the fish grow rapidly and mature in less than half the time.

Zaslavsky likes to say SAF embodies the full circle of life. The process starts with the harmless extraction of eggs and sperm from the fish for in-vitro fertilization. The fertilized eggs are then incubated in plastic cylinders until the larvae develop and begin feeding, at which point the fry are transferred to nursery tanks.

Once the fingerlings reach juvenile size, they are transferred to larger tanks. n

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NEW BEGINNINGS >> Terrie Ard, APR, CPRC, has become the new president of Moore Communications Group after serving as senior vice president of the firm since 2006. Justin Smith has been named art director. >> Valerie Wickboldt ard has left CoreMessage to become vice president of communications at the James Madison Institute. >> David M. Christian has been named vice president of government affairs at the Florida Chamber of Commerce. The 20-year government affairs veteran will head up the Chamber’s team of 25 lobbyists. >> Hospital Corporation of America has hired Ryan Anderson as director of Government Relations in Florida. Anderson previously worked at the Rutledge Ecenia law firm in Tallahassee. >> Former Jeb Bush adviser Brewser Brown will head up Capitol Resources LLC’s new Florida office.

Capitol Resources is based in Jackson, Miss., and is headed by Clare Hester and Haley Barbour’s nephew, Henry Barbour. >> Kerry Anne Watson has been named president of public relations at The Zimmerman Agency, a Ta l l a h a s s e e - b a s e d firm ranked among the three largest hospitality agencies in the U.S. >> Heath Beach has been named the City watson of Tallahassee’s Budget Director. He previously worked for the City of Jacksonville and Hillsborough County in budgetrelated roles and most recently served as a policy and market consultant for a North Carolina alternative energy company. >> Celebrity Chief Joe Rego has been selected by Hunter & Harp to open their latest Midtown project, The Front Porch. >> Thomas Howell Ferguson, one of the largest Certified Public Accounting firms in the state, recently acquired Meeks International LLC, a Tampabased accounting firm.

LOCAL HONORS >> Sixteen women from the Florida Panhandle were recently awarded the prestigious Girl Scouts Woman of Distinction Award for their roles as professional women and active citizens in the community.

Gayle Avant, president of the legacy Girl Scout

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Council of the Apalachee Bend Inc. from 1980 until 1984 and a lifetime member, received the Pearl Lifetime Achievement Award. Secretary of the Florida Lottery Cynthia F. O’Connell received the Diamond Award.

Others honored were: Kelly Dozier, senior vice president, Mad Dog Construction (Architecture, Real Estate, Construction); Melanie Mays, founder of the Monticello Acting & Dance Company (Arts); Sue Semrau, head women’s basketball coach, Florida State University (Athletics and Fitness); Sue Dick, president, Greater Tallahassee Chamber of Commerce and the Economic Development Council of Tallahassee-Leon County (Business); Lady Dhyana Ziegler, professor of journalism, Florida A & M University (Education); Robin Will, supervisory refuge ranger, St. Marks National Wildlife Refuge (Environment); Nancy Daniels, public defender of the Second Judicial Circuit (Government, Elected Official); Karen Walker, attorney, Holland & Knight (Law); Dr. Charlotte Maguire, retired pediatrician (Medicine and Health); Dunkelberger Marjorie Menzel, reporter, News Service of Florida. (Public Relations/Media); Rosanne Dunkelberger, editor, Tallahassee Magazine (Media/ Magazines); Lt. Colonel Donna Pilson, U. S. Air Force, Commander of the Tyndall Research Site (Science, Technology, Engineering, Math); Patty Mitchell, coordinator, R.E.A.D. Program (Social Services); Debbie Moroney, chief operations officer, PACE Center for Girls (Youth Services). >> Goodwill Industries – Big Bend Inc. has been recognized with an award from RESPECT of Florida as the best non-profit in Florida providing servicerelated employment opportunities for people with disabilities. >> Capital City Bank Group Chairman and CEO Bill Smith has received the Godfrey Smith Past Chairman’s Award from the Greater Tallahassee Chamber of Commerce. The honor is conferred annually to recognize an individual who has provided significant contributions to the business community before, during and after their tenure as Chamber chairman. >> Nathan Adams, a partner in Holland & Knight’s Tallahassee office, has been named president-elect of ECHO, which has served Leon County residents and the homeless for 30 years. >> Bing Energy International, a pioneer in efforts to revolutionize the production of power by creating a new generation of hydrogen fuel cells, has been honored as Florida’s most innovative and environmentally friendly small business. The designation came when the Tallahassee-based company was named the winner of the 2012 Sustainable Florida Best Practice Award in the small business category.

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>> The Tallahassee Regional Airport was awarded the Federal Aviation Administration’s Airport Safety Mark of Distinction Award. TLH was specifically noted for its participation in nationally recognized FAA Safety Management System pilot studies, discrepancy-free annual FAA certification inspections for the past two consecutive years, a commitment to personnel safety training and dedication to safety promotion principles. >> Gus Corbella, director of the Governmental Affairs practice at Greenberg Traurig, has been reelected as chairman of the Florida Film and Entertainment Advisory Council for a second term. >> The Leon County Tourism Development Council (Visit Tallahassee) has named Mark Bonn and Hotel Duval as recipients of its 2012 Thomas A. Waits Disbonn tinguished Leadership Awards.

As a research partner for more than 16 years, Bonn helped pioneer tourism development efforts in Leon County, while also impacting tourism education, research and service. Hotel Duval was recognized for its excellent contributions to the Tallahassee community through its one-of-a-kind experiences, like the hotel’s rooftop bar, which serves as the only rooftop lounge between Atlanta and South Beach. >> Leon County Commissioner Jane Sauls has been recognized as an Outstanding Public Official by the Florida Association of Museums. >> Capital Regional Medical Center is one of the nation’s Top Performers on key quality measures, according to The Joint Commission, the leading accreditor of health care organizations in America.

LEGAL AFFAIRS >> Four shareholders in Akerman Senterfitt’s Tallahassee office were ranked and included in the 2012 edition of the Chambers USA Guide of leading attorneys. They are: Silvia Alderman (Environmental), Marty Dix (Health Care), Kathi Giddings (Appellate) and Jason Lichtstein (Environmental). >> Five Tallahassee shareholders of the Gunster law firm have been named to The Best Lawyers in America 2013, a peer evaluation: Beth Keating, Administrative/Regulatory Law; Charles A. Guyton and Beth Keating, Energy Law; Terry Cole, Environmental Law; J. Larry Williams, Government Relations Practice; Lila A. Jaber, Natural Resources Law and Utilities Law. >> Robert J. Sniffen and Michael P. Spellman, the two principals of Sniffen & Spellman, have been selected for The Best Lawyers in America 2013 in the practice areas of Employment Law, Management/Labor Law, Management and Litigation, Labor and Employment. Sniffen was named

PHOTOS by Scott Holstein (Ard), Kay Meyer (Dunkelberger) and PROVIDED BY PROFILED INDIVIDUALS

Capital

BUSINESS NEWS

2013 Tallahassee Employment Law-Management “Lawyer of the Year.”

Appointed by Gov. Scott >> Ronald Davis, 67, of Tallahassee, president of 21st Century Solutions, to the Purple Ribbon Task Force.

Emerald Coast New Beginnings >> Landrum Human Resource Companies is expanding its services to the European market. Landrum Europe will provide U.S. companies with business development, recruitment, HR services and consultancy, in addition to providing clients with staff and local offices in the European market. >> ServisFirst Bank has added 19-year banking veteran Tony Graydon as senior vice president, Commercial Banking. The Pensacola branch of the bank has also added another banking center in Cordova.

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>> The National Flight Academy, located in Pensacola and home of Ambition, the aviation-in-residence facility that has mainly focused on middle and high school students, is now open for corporate business and retreats. >> Dr. Juliet DeCampos has joined the team of specialists at The Andrews Institute for Orthopaedics & Sports Medicine and Baptist Medical Group.

DeCampos is the former president of Emerald Coast Orthopaedics & STAR Sports Medicine. >> Gulf Power Company is beefing up its business development efforts through a number of new initiatives, including the “Re-occupancy” incentive that provides grants to businesses that move into buildings that have been vacant for six months or longer.

The program is designed to fill vacant storefronts by providing a grant based on the total number of square feet and the type of business. >> Certified Physician Assistant Jill Smith is the newest addition to the practice of Dr. Nitin Bawa. >> Hilton Sandestin Beach Golf Resort & Spa has added Sushi Chef Sam Sumio Miyashita to its award-winning culinary team. >> Jennifer Merchant has joined IMS ExpertServices as a senior recruiting consultant. >> Santa Rosa County is among 11 Florida communities with military installations that have received Defense Reinvestment Grants from the state to support base retention and economic diversification efforts. The $40,000 will be used to support efforts of the county’s military affairs coordinator and protection of Naval Air Station Whiting Field’s mission.

Whiting is responsible for 30 percent of the county’s economy — $900 million.

>> Longtime local realtor and Blue Mountain Beach resident Barbara Lovell has joined the onsite sales team at NatureWalk at Seagrove. NatureWalk is a new master-planned development from Kolter Homes near the Gulf and next to the popular communities of WaterColor and Seaside.

SoundByteS >> The Northwest Florida Coast Chapter of the Florida Public Relations Association has honored Paul Schreiner, managing partner at Carrabba’s Italian Grill at Silver Sands Factory Stores, as “Person of the Year” for his hands-on public relations on behalf of his establishment and instilling his staff with a culture of community integration. The group also honored Andi Mahoney, incoming presidentelect, as its 2012 member of the year and bestowed the President’s Award on Kay Phelan, incoming treasurer.

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Local Honors >> The Pensacola Blue Wahoos is one of seven Florida businesses recognized by the state in October, Disability Employment Awareness Month, for being exceptional employers of people with disabilities. >> IMPACT 100 Pensacola Bay Area, a local women’s philanthropy group, has awarded $104,000 grants to each of seven local organizations in Escambia and Santa Rosa counties. They are: Arts and Culture – Friends of the Saenger; Education – Milk and Honey Outreach Ministries Inc.; Environment, Recreation and Preservation – Pensacola Lighthouse Association Inc.; Family – Manna Food Bank Inc.; Health and Wellness – Appetite for Life Inc.; Family – Autism Pensacola Inc.; Health and Wellness – Escambia Search and Rescue. >> Legendary Marine, the Gulf Coast’s largest boat dealership with sales and service locations in Destin, Fort Walton Beach, Panama City and Gulf Shores, Ala., recently won several top sales and customer service awards from national boat manufacturers, as well as a major regional award for best boat sales and service. For the second consecutive year, Legendary was honored as #1 Dealer Nationwide for Sales from Sea Hunt Boats, took top sales honors for Everglades boats and received the Bob Dougherty Award for overall outstanding performance. At the national Cobalt Boats dealer meeting, Legendary received the top customer service award for the region. >> The Joint Commission, the leading accreditor of health care organizations in America, recently handed out honors to several local medical facilities. Regional Medical Center Bayonet Point’s hospital laboratory earned the Gold Seal of Approval™ for accreditation by demonstrating compliance with national standards for healthcare quality and safety in laboratories. Fort Walton Beach Medical Center and Twin Cities Hospital were named among the nation’s Top Performers on key quality measures for exemplary performance in using evidence-based clinical processes that are shown to improve care for certain conditions, including heart attack, heart failure, pneumonia, surgical care, children’s asthma, stroke and venous thromboembolism, as well as inpatient psychiatric services. Fort Walton Beach Medical Center was the only hospital in the tricounty area named to this distinguished list in all four measure sets for two consecutive years.

>> The Emerald Coast Utilities Authority recently presented the “Protector of the Environment” Award to the Wendco Group, which operates 38 restaurants and employs more than 1,100 people in Northwest Florida and South Alabama. The initiative rewards local Pensacowendco group la businesses and food service establishments that promote a positive safe working — and clean eating — environment through ECUA’s Fats, Oils, and Grease and Backflow Prevention Programs.

Bay Local Happenings >> GPD Pathology, a life sciences company and independent laboratory that processes and diagnoses patient tissue specimens, is moving to Bay County. It is projected to hire 83 employees over three years at an average annual wage of $68,000, more than 200 percent of the area’s average annual wage. The company expects to be operational by March and will be located in the former HealthSouth building at 1710 Lisenby Avenue in Panama City. >> ITT Exelis recently celebrated the dedication of its new mine defense facility in Panama City. Systems produced by Exelis are used by the U.S. Navy and Allied Forces to find and clear multiple types of sea mines from strategic waterways that carry 90 percent of international trade.

Local Honors >> The website operated by the Panama City Beach Chamber of Commerce (PCBeach.org) was recently awarded a first place in the Outstanding Communications Awards by the Florida Association of Chamber Professionals. >> Bay County is one of 11 Florida communities with military installations that received Defense Reinvestment Grants from the state to support base retention and economic diversification efforts. The Bay Defense Alliance was awarded $100,000.

Appointed by Gov. Scott >> Rita L. Acoba, 75, of Panama City, a retired bank executive, to the Early Learning Coalition of Northwest Florida.

Compiled by Linda Kleindienst

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The Last Word

“They need something different so they’re not dependent on the seafood industry. It’s just too unpredictable.”

The above quotes are from stories about Franklin County’s oyster crisis.

The first came from Gov. Rick Scott in late October. The second appeared in a story I wrote 27 years ago after two hurricanes had nearly obliterated the oysters in Apalachicola Bay. In December 1985 I wrote a story for the South Florida Sun-Sentinel about Apalachicola, one of Florida’s oldest and most tenacious cities, a town that relies on the plenty provided by the bay. It said, in part: “Sparkling like diamonds in the bright sun, the calm water belies the fact this coast has been devastated by back-to-back hurricanes, Elena and Kate.

“Yet the people here are known for their ability to bounce back — like they did after the collapse of the Confederacy and King Cotton, after the sponge industry gave out early this century and after the Army picked up and left behind its empty World War II air corps training base.”

The hurricanes had closed the bay for more than a year, leading a realtor to say at the time, “It’s a shame it took the storms to show people how seriously the economy can be hurt. One day we had a multi-million dollar industry, and the next day we had nothing.”

There have been few breaks in the oyster harvesting in Franklin County, which has been home to oystermen for well over 100 years.

After the tragedy of 1985, a re-seeding program restocked the bay and helped the oyster bars rebuild. Eventually, life went on as it had. A tough life, to be sure. But the bay once again could provide a livelihood for those with the tenacity to survive.

There have been attempts to diversify Franklin County’s economy, but they ran into big trouble when the Great Recession hit, followed by the outfall from the 2010 oil spill.

Nature followed with a two-year drought that aggravated a tristate water war and then came Tropical Storm Debby. Sort of a multi-year perfect storm.

Perhaps Florida Agriculture Commissioner Adam Putnam said it best: “It’s an all-hands-on-deck moment for this critically important

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community. This is not a short-term crisis.”

The state is helping with some immediate relief for those affected by the disaster. Job retraining has been set up, and there is talk of once again reseeding. But that will take time.

And there is no resolution in sight to the 20-year water war between Alabama, Florida and Georgia, which was triggered by the thirst of the growing Atlanta population.

“Without additional fresh water coming down the Apalachicola River, we’re looking at a long-term problem that will require significant resources for long-term solutions,” Putnam says.

Franklin County is a gem. It is Florida the way it used to be, the natural Florida that is so hard to find. The people are good, hard workers who just want to earn a decent living for their families.

To that end, Congress and the state should work together to find some of those long-term solutions. And, the federal courts should work toward finding an equitable solution to the water wars that will allow the oystermen of Apalachicola to continue their way of life.

That doesn’t mean the economy can’t diversify. It should. But we should also work to preserve a way of life that has disappeared along so much of the Gulf Coast but that the people of Apalachicola want to keep.

LINDA KLEINDIENST, EDITOR lkleindienst@rowlandpublishing.com

photo by Kay Meyer and courtesy state archives of Florida, Florida Memory

“We’ve got to diversify their economy.”

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