SCBIZ Book of Experts - July 2023

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About the cover: The South Carolina State House in Columbia, with the statue of former governor, U.S. senator and Confederate general Wade Hampton III in the foreground. (Photo/File)

South Carolina’s Media Engine for Economic Growth

Green Remediation Sustainable Solution to Environmental Impacts

BY JEFF BALLSIEPER, OPERATIONS MANAGER, HRP ASSOCIATES

Green remediation is defined by the U.S. Environmental Protection Agency as the practice of considering all environmental effects of remedy implementation and incorporating options to minimize the environmental footprints of cleanup actions. This strategy evaluates energy usage, considers renewables, reduces emissions and waste, and evaluates the use of more sustainable remediation strategies. In recent years, HRP has observed a stark shift in their clientele’s willingness to evaluate the technologies deployed and, moreover, the resources needed to address environmental impacts of a given remedial strategy.

Businesses are increasingly looking for ways to demonstrate their commitment and ability to meet sustainability targets. HRP Associates, Inc., a national full-service environmental consulting and engineering firm, assists clientele with a variety of sustainability-related services including, but not limited to, environmental management systems, carbon emission calculations, waste reduction strategies, energy and water audits, and the identification and deployment of “green” remediation strategies.

W hile there are a variety of ways to enact a green remediation strategy, one stalwart approach is bioremediation. Bioremediation is not a new technology; petroleum engineers began tinkering with the concept in the 1960s. This said, some of the bacterial strains and enzymes that were used in the infancy of bioremediation were genetically modified in the laboratory, altering their natural abilities. As a result, past products in the market were either ineffective or contained altered strains of bacteria and/or enzymes that regulatory agencies deemed unsafe for introduction to the environment.

In an effort to bring a natural and sustainable product to the bioremediation space, a leading microbial manufacturer and the expertise of environmental consultants collaborated to develop an innovative and unique blend of non-pathogenic, non-genetically modified microbial organisms (i.e., Enviro-BAC) to facilitate the bioremediation of petroleum impacts. In fall 2022, HRP and the

creators of Enviro-BAC formed a strategic partnership to facilitate the deployment and distribution of the product throughout HRP’s extensive network and project portfolio.

Enviro-BAC consists of a proprietary blend of naturally occuring Bacillus bacteria spores. The particular strains comprised in Enviro-BAC are all naturally occurring and are blended at a high concentration for optimum performance. These bacteria are capable of thriving in the presence or absence of oxygen, making them ideal candidates for bioremedial applications. Utilizing the natural spore form of the bacteria ensures long-term stability and flexibility for storage and applications. Enviro-BAC has undergone extensive testing for human and environmental safety and product application under various conditions and environments, including laboratory bench-top trials and field applications.

Enviro-BAC is manufactured as a spray-dried powder and is easily

dispersed in soil and water for a variety of applications such as open-hole excavations, surficial spills, soil borings and groundwater injections. Enviro-BAC is available to all stakeholders who realize the environmental and cost benefits of using a naturally occurring, sustainable product to remediate petroleum impacts. Enviro-BAC has been approved for use by regulatory agencies throughout the United States.

With emerging contaminants like per- and polyfluoroalkyl substances (PFOS/PFAS) receiving increased attention in the media, testing is underway to determine the efficacy of Enviro-BAC to degrade forever chemicals. Enviro-BAC is also being tested for use in carbon-rich, and potential microplastics, wastewater streams as a way to reduce contaminant discharge to the public wastewater treatment facilities, reduce the need for extensive and expensive chemical treatment, as well as to reduce solid accumulation in the base of the wastewater treatment lagoons. For more information regarding HRP’s sustainability services, green remediation, and/or Enviro-BAC, please contact us at 800-752-3922 or jeff.ballsieper@hrpassociates.com.

Buying Land: How Certain Property Details Might Impact Your Land Loan

As cities continue to grow in population, land ownership is becoming more attractive. But finding the property and making it your own can sometimes pose challenges. Farm Credit Associations are experts in land financing. Below, we go over common property details and how it might affect your land loan.

Land Surveys

One of the first steps, in addition to touching base with your local Farm Credit loan officer, is to identify the land. That may seem obvious but when dealing with land parcels surprises sometimes pop up. Identifying the land is super simple if you’re buying a piece of property that is already identified by a tax parcel number or a survey, but other situations can be somewhat more challenging.

W hen you buy a piece of property, a survey should exist that is used to provide a description of the parcel, but sometimes the surveys are dated and raise questions about the exact acreage. That’s when it’s good to get a new survey. Often, we have people who find 50 acres for sale but they want to carve out only 15 acres. This makes the preapproval process difficult if the 15 acres you’d like to purchase are not legally identified out of what is called the “parent tract”. Getting a new survey of the land is required in this circumstance as well.

Water Tests aka ‘Perc Tests’

If you plan to build a home, a perc test will be needed. A percolation test determines the water absorption rate of the soil in preparation for building a septic drain field. Even if the land you are purchasing is for farming and may not include a home, a conversation with the seller about any water issues may be in order. For certain farming operations you want to ensure you have ready access to water on your property; having to add a source of water can be a large, unexpected expense.

Zoning Requirements

Another consideration is to make sure you meet the planning and zoning requirements. Every county requires different things, so to identify the right piece of property for your needs can sometimes take a few more steps than pointing at a map and saying, “This is it!”Contact your local county courthouse to discuss their planning and zoning requirements on raw land.

Accessibility and Easements

Property accessibility may seem obvious but as larger parcels may be cut up and sold, you need to make sure you can easily access the land. The easiest situation is to purchase land that touches a state-maintained road to ensure legal access to your property. If the land does not touch a state-maintained

road, it’s important to learn whether the property has legal access to it, most likely by an easement. This may require obtaining an attorney to research property deeds.

Lenders need to know the buyer has a legal and physical access point to the piece of property, and these need to be one and the same. Easement battles can be quite difficult because people understandably don’t want to give up ‘their property’ rights. Someone may have a legal easement and not a physical easement. This means that they would have to clear the way and establish a road to reach their property, which can become very expensive. Being aware of such pitfalls and doing research early on can help head off unwanted surprises.

Farm Credit is the Expert in Financing Land

W hether you want to buy land to build a home, farm or hunt, Farm Credit can finance your unique needs. Our passion is to grow farmers, families and rural communities. AgSouth Farm Credit and ArborOne Farm Credit are agricultural lending cooperatives owned by its member-borrowers and is part of the nation-wide Farm Credit system. We provide loans for land, production agriculture, farm equipment, crop insurance, leasing and home mortgages in South Carolina.

AgSouth Farm Credit

Serves the Upstate and Low-country

www.AgSouthFC.com

ArborOne Farm Credit

Serves the Pee Dee region www.ArborOne.com

South Carolina Branch Office Locations

AIKEN

951 E Pine Log Rd, Aiken, SC 29803 (803) 648-6818

ALLENDALE

4930 Burton’s Ferry Hwy, Allendale, SC 29810 (803) 584-3406

ANDERSON

1325 Pearman Dairy Rd, Anderson, SC 29625 (864) 226-8507

BATESBURG

109 East Church Street Batesburg-Leesville, SC 29070 (803) 532-3841

CAMDEN 951 US-1 Lugoff, SC 29078 (803) 438-2464

LAURENS

306 Hillcrest Drive, Laurens, SC 29360 (864) 984-3379

ORANGEBURG

1880 Joe S. Jeffords Hwy, Orangeburg, SC 29115 (803) 534-6546

ROCK HILL

1321 Springdale Rd, Rock Hill, SC 29730 (803) 324-1131

SPARTANBURG

101 North Town Drive, Spartanburg, SC 29303 (864) 585-0344

ST. MATTHEWS 2630 Colonel Thomson Hwy, St. Matthews, SC 29135 (803) 874-3703

SUMMERVILLE

702 Kate Lane, Summerville, SC 29486 (843) 821-6758

WALTERBORO

529 Bells Hwy, Walterboro, SC 29488

(843) 549-1584

CONWAY OFFICE 1720 Millpond Road Conway, SC 29527 (843) 248-4214

FLORENCE OFFICE 800 Woody Jones Blvd, Florence, SC 29501

662-1527

NMLS #619788

NMLS# 449370

Farm Credit Farm Credit

Sacon Builds Trust Through High-Quality Work in Every Phase of Construction

BY DOUG HUNT • OWNER • SACON

Ibegan working in the construction industry as a young man striking out on my own in Charleston. It was a natural career path for me given that my uncles, cousins, grandfathers and father had also been contractors in their time.

In the 24 years I worked in Charleston, I learned new trades and worked my way up the totem pole of the industry. I had taken classes along the way, involving drafting, estimating, real estate, design-build, marketing, construction financing, estimate digitizing and construction management. Eventually I became vice president and later president and owner of Sacon in 2015.

The goals of the company aligned with my own values that had kept me going for all those years: the rewards from designing and building commercial businesses. I feel rewarded by overseeing projects from their design phase to the final inspection. My employees are rewarded by gaining more experience and becoming more valuable assets to the company. Our customers are rewarded by receiving highquality, in-house work that is reflective of Sacon’s 35-plus year history.

Typically, when a business owner puts a project out to bid, multiple construction companies will race to the bottom with the lowest price possible and do so by utilizing subcontractors in their work. While this can often guarantee the lowest price for a project, it doesn’t always guarantee the highest quality work.

That’s what sets us apart at Sacon. We always strive to use zero subcontractors with our work. Doing so allows us to

Doug Hunt, Owner of Sacon

know the various ins and outs of the space we’re working with while the client rests easy knowing that we are reliable and accountable for the people in the field.

A s the owner of Sacon, my role in the day-to-day operations of the company involves adhering to the high-quality business practices and integrity of the company. I also maintain the standards of the work, always wanting us to go above and beyond the customer’s expectations.

At Sacon we want to build everything per code with integrity, regardless of whether all the work will be seen by the average consumer. For example, you don’t see all the work that goes into the ceilings or the walls, but we always strive for high quality, photogenic work that doesn’t cut corners. In addition, we always perform tasks the right way and per the manufacturer’s guidelines for the materials, especially when there’s a chance we’ll be maintaining those products in the future with one of our maintenance agreements.

Before I purchased Sacon, I wrote down the kind of values and work ethics we would strive for moving forward. One of the goals was to build a new facility for the company to operate in more efficiently and pass that efficiency onto the clients’ finished products. Although there’s plenty of economic uncertainty these days, we continue to follow the business plan and design of the company set forth in 2015. Maintaining confidence in those plans is what helps us weather any storms.

I oversee dozens of employees, so it’s important to help every one of them be successful in their field, because that guarantees success for the company

overall. This often involves challenging employees to explore talents and learn more within and outside their field with more certifications and licenses. This raises the value of the individual employee and Sacon itself. Many members of our team are state license holders. Every Friday we gather in a morning meeting to make sure every employee is on the same page regarding where each project is at. I believe that effective communication leads to more effective work in the field.

Our hard work doesn’t end with the final inspection. While most contractors will wash their hands of a project after completion, we also offer preventative maintenance agreements with our clients so we can service their businesses for years to come. After all, our team has the most knowledge about the space, so it only makes sense to contract with us to maintain it in the long run as well.

W hat makes me an expert in my field, and in turn Sacon one of the best in the industry, is that I believe in accountability and enabling people to succeed. It’s not just about Sacon succeeding by having a reliable team of experts. It’s also about the individual mechanic or technician succeeding in their field and seeing the businesses we build be successful. These values have kept us going since I joined the company eight years ago and I believe they will keep us going well into the future.

Sacon’s offices, located in Elgin, South Carolina

The Southern Bank: Modern Banking with a Southern Accent

BY JAMIN HUJIK • CHIEF EXECUTIVE OFFICER • THE SOUTHERN BANK

In an era of techological advancements and evolving financial landscapes, The Southern Bank is a beacon of expertise and inclusive growth in the banking industry. With a commitment to empowering individuals and communities, The Southern Bank redefines banking practices for a thriving financial future.

Personalized Financial Solutions

At The Southern Bank, we deliver personalized financial solutions catering to each customer’s unique goals. One success story exemplifying our exceptional service is the closing of a customer’s dream home.

A couple, first-time home buyers, after renting for over 20 years, approached us in November 2022 to purchase their primary residence using a VA loan. They had a sales agreement with NVR/Ryan Homes, and the seller agreed to cover $7,000 of closing costs if the couple utilized the seller’s preferred vendors, including their in-house mortgage company. However, just one week before their scheduled settlement in April 2023, the couple received devastating news from the preferred lender – they did not qualify for the promised financing. Disappointed, they immediately reached out to us for a solution.

Determined to help them achieve homeownership, our dedicated team thoroughly analyzed the situation. Despite the seller’s refusal to contribute the agreed-upon $7,000 closing cost allowance, we worked tirelessly to restructure the loan and make necessary adjustments. We secured VA approval through diligent efforts, allowing the couple to close on their dream home on May 23, 2023.

Embracing Cutting-Edge Technology

In an increasingly digital world, The Southern Bank remains at the forefront of technological advancements, enhancing the banking experience for customers.

We seamlessly integrate technology into our operations for convenience, security and efficiency.

Customers can access accounts, transfer funds, pay bills and manage finances anytime, anywhere through user-friendly online and mobile banking platforms. We prioritize the highest security standards, employing advanced encryption and authentication protocols to protect sensitive information.

Moreover, we use technology to streamline internal processes, improve risk management and provide personalized financial insights to customers. By staying ahead in technological advancements, we empower customers with modern tools that simplify their financial lives.

Commitment to Exceptional Service

Our expertise extends beyond financial products and services, deeply rooted in exceptional service. At The Southern Bank, we provide a warm, welcoming environment where customers are treated respectfully and courteously. Our dedicated professionals are passionate about exceeding customer expectations.

We prioritize prompt and efficient service, ensuring a seamless and hasslefree banking experience. Whether assisting with inquiries, resolving issues, or offering financial advice, we are committed to being responsive and reliable partners in our customers’ financial journeys.

The Southern Bank: Elevating Banking Excellence in South Carolina

Our unwavering dedication to exceptional service sets us apart as we build strong customer relationships based on trust, integrity and reliability. We remain deeply rooted in our communities, contributing to their growth and prosperity. More than a financial institution, we are proud to be recognized as experts in our field within the Book of Experts, partnering with customers for their success.

How to: Develop Creative Teamwork

By Dr. Emory Hiott

America’s workplace is riddled with collaboration e orts to accomplish projects. Many corporate o ces now have large spaces in the center of a room for employees to plug in and work instead of sitting in cubicles or o ces to invite more collaboration. It’s clear why this is too, it’s because collaboration brings success.

ere is a lot of learning that goes into working with people who have di erent knowledge and strengths than you when expected to achieve a common goal. Re ning one another through the process produces some amazing results. It’s Proverbs 27:17 coming to life “as iron sharpens iron, so one person sharpens another.” God built us for community, so it’s not unusual to encounter triumph when we operate in that design.

Emory Hiott is an Assistant Professor of Marketing in the Nielsen College of Business.

A few years ago, Dr. Valerie Sessions and I wanted our students to experience the beauty of what this can look like when di erent skill sets come together to accomplish a task. What we’ve learned has exceeded our expectations. Valerie teaches computer science. I teach marketing. Other than this class, our two majors rarely coincide with one another. e students are in di erent courses, di erent classroom spaces, and even hang out on di erent areas of campus.

Armed with this knowledge, as well as knowing how these majors complement each other on projects, Valerie created a class called Creative Teamwork which is made up of computer science and business majors. e students have a real client who has a goal in mind that they need help achieving. We mainly have assisted missionaries all over the world with businesses and projects they are leading, but when COVID hit, we had to pivot plans.

Our students that semester worked together to plan and host a virtual conference. In addition to that, they used the conference to bring awareness and raise funds to help feed our nurses who were working the front lines at a local hospital. We typically include an element of travel in these classes because nothing brings people together like experiencing something for the rst time together!

TO

Find a discipline, person, or organization that has di erent strengths than you do.

Speak to them about any common interests you may have to start building a relationship.

Once a common ground is found, discuss ways you can come together to enhance that common ground experience for others.

Develop a course, plan, or simply some objectives to accomplish a goal.

Define how you will communicate as a team and how often.

Students have put together virtual reality experiences in Guatemala, developed marketing plans for educational facilities in China, seen the supply-chain rsthand from co ee farms to co ee shops, and this year created a better retail and shopping experience for a Kenya-based leather goods company. e projects our students have tackled and the camaraderie that forms from these classes have been special to experience.

Revisit and reevaluate plans or objectives regularly.

Celebrate accomplishments!

Neal Brothers Committed to Serving Charleston Community

BY DARRYL RAY GRIFFIN • MANAGING DIRECTOR

Neal Brothers Charleston, Inc. is a leader in the Charleston community. Not only are we excited to announce our expansion of 100,000 square feet at our current Neal Brothers Domino location, creating an almost 250,000 square-foot campus, but we also teamed up with the North Charleston Community Resource to sponsor their new building in the Whipper Barony community.

The addition of 100,000 square feet at our Domino site moves us even closer to 2 million square feet of warehouse space across Charleston and Savannah. This new building will allow us to serve our customers even better. As a companyowned building, it shows our commitment to the Charleston community.

Not only is it important for Neal Brothers to continue to grow as a company, but we must also grow as a community partner. That means that we intend to give away thousands of turkeys at Thanksgiving, thousands of presents at Christmastime, and countless gifts to students to help them be successful in school.

Neal Brothers is a family company started in Leicester, England, over 100 years ago. We opened a location in Charleston over 30 years ago as an export packer for a company manufacturing machinery. From there, we became a market leader in distribution. Today, we have over 300 customers and that number is growing. Neal Brothers has locations in the UK, the US, Romania, and through our partner organization INPRO, in several other countries around the world.

Experiencing a wide range of emotions

International African American Museum CEO Tonya Matthews hopes museum sparks visitors’ curiosity

BY CHRISTINA LEE KNAUSS cknauss@scbiznews.com

Tonya Matthews has gone through the joys and challenges of building a new museum, one that is unique not only in South Carolina but in the nation because it seeks to tell the story of African-American history from its roots in Africa to its impact in today’s world.

Matthews, CEO of the International African American Museum, arrived in Charleston in April 2021 bringing with her years of experience in the nonprofit sector, the sciences, museums and education.

Born in Washington, D.C., Matthews holds a degree in biomedical and electrical engineering and a certificate in African American studies from Duke University as well as a doctorate in biomedical engineering from Johns Hopkins University.

Matthews developed education programs for the Maryland Science Center and worked in the division of restorative and neurological devices for the U.S. Food and Drug Administration. She then became vice president of the Cincinnati Museum Center at Union Terminal, where she directed research and education.

She served as president and CEO of the Michigan Science Center and the as associate provost for inclusive workforce development and as director of the STEM Innovation Learning Center at Wayne State University in Detroit.

While at the Michigan Science Cen-

ter, she founded The STEMinista Project, a movement to engage girls in their future with STEM careers and tools.

She is also a published poet, featured in “100 Best African American Poems” in 2010.

Matthews recently spoke with SC Biz News about her time in Charleston and her hopes for the new museum.

What has the experience been like as CEO of a new museum, especially one with this much history involved?

This appointment felt like a collision of the professional and the personal. The opportunity to build a museum from the ground up, help take it over the edge, and take it from the foundations an amazing opportunity, particularly for a museum of this scale, cover-

ing African American history and with its location and its place. For me personally it’s all resonating very deeply. I feel this is where I belong, this is what I’ve been trained for and led to do, so I’m very excited.

How has your previous experience in the museum field helped you with your work in Charleston?

Very seriously, all of it has. In Detroit, my experience was bringing the museum back online, reconnecting an institution to community. In Cincinnati, my role was about transformation, creating a new type of museum out of traditional bone and also helping to steward the incorporation of the National Underground Railroad Freedom Center into that space. Even at Wayne State, my

Tonya Matthews, CEO of the International African American Museum in Charleston, will view the museum as a success if visitors leave wanting to learn more. (Photo/Provided)

student programs were all about the art of making people comfortable with topics that people assume they are going to be uncomfortable about. In my previous world before museums, it was all about algebra and calculus, and now at museums it’s about telling untold stories about places and times that in some ways are so familiar to us.

What lesson or message do you want visitors to take away after visiting the museum?

I would like for our visitors to leave a little bit more curious because I think curiosity is a key. We tell a lot of stories, but we cannot tell them all. I think the museum will have been successful if we have visitors wanting to learn more, whether that’s going into our bookstore and looking for a book or asking volunteers and docents about how they can find more information and learn more.

What impact do you hope the museum will have for the African American community in Charleston, the rest of South Carolina and beyond?

If we do our job right, the impact to the broader African-American community is about recognition and appreciation. so much of the story has been hidden or untold or told in a false way. Everything from the trauma of enslavement to the joy and recognition of innovation and invention has been a part of our story here, and the museum offers recognition of our incredible contributions, of how we are a piece of the fabric of this nation and not an add-on.

What kind of an impact do you see the museum having on Charleston’s tourism industry, and its economy?

We’ve received an enormous amount of support from people on

the tourism side of things here like Explore Charleston, and also our cultural heritage partners who have all been incredibly welcoming and excited about the museum. I think the impact we can have been as a history museum. Charleston already has developed a brand because of its history, and we are offering a chance to delve deeper. We also have the power of place because of our location at Gadsden’s Wharf, so for some people there is the pilgrimage element to coming here. We’re telling a lot of stories that align with a lot of different elements of Charleston’s history.

How has the business community supported the museum?

We’ve seen a really diverse base of business support for the museum. There are some folks that you would expect – veterans in the arts and culture world and philanthropy. We have a lot of support from banks like Bank of America and South State Bank, and other institutions known for showing up in these spaces. We’ve also had significant support from Michelin and Mercedes. I think it’s been very exciting

to see all of the business community come together to understand and realize the value things like the museum bring to larger economic development in the region.

The IAAM also offers a unique element with the Center for Family History. Can you talk a little about why this space is unique?

Our genealogy center is as large as our largest gallery. We devoted that much space to it because of our role as an African American history museum. There are serious challenges in exploring African American histories, family histories, because of the interruptions of our space. We are uniquely positioned with our archives in the Lowcountry because this is where the largest concentration of people with African ancestry came through into the United States. Our records are particularly significant for that reason. I think we’ll be able to help people explore their genealogy because our records can help overcome periods of poor or dismissive record-keeping that affected African Americans.

The site of the International African American Museum is Gadsden’s Wharf in Charleston, where enslaved Africans took their first steps onto U.S. soil following a nearly 100-day passage across the Atlantic Ocean. (Photo/Provided)

“Smith Dray Line has been in business for over 100 years. One of the keys to our success has been the commitment and dedication of our employee family to do whatever it takes to make the customer happy! SouthState shares these same values evolving with our changing needs, while also providing excellent service and expertise.”

Bill Turrentine III Vice President, Owner Smith Dray Line & Storage, Inc.

SouthState Bank takes great pride in serving local businesses, ensuring they have the tools, guidance and security they need to reach their unique goals.

The Cure for Using Multiple Recruiting Companies

BY DAGAN RAINEY • DIRECTOR OF STRATEGIC INITIATIVES, OPSOURCE

The Cure for Using Multiple Recruiting Companies

BY DAGAN RAINEY • DIRECTOR OF STRATEGIC INITIATIVES, OPSOURCE

Since the pandemic, companies are increasingly choosing to use multiple recruiting companies to fill their contract and direct-hire needs.

Since the pandemic, companies are increasingly choosing to use multiple recruiting companies to fill their contract and direct-hire needs.

On the surface, this makes sense. After all, doesn’t that mean that the more people you have recruiting, the more candidates you will see?

On the surface, this makes sense. After all, doesn’t that mean that the more people you have recruiting, the more candidates you will see?

In an economy that seems to keep twisting and turning in all directions, let’s face it – every recruiting company is recruiting from the same applicant pool. The question then becomes, “How can I separate purely transactional recruiting companies vs. those that actually care?”

In an economy that seems to keep twisting and turning in all directions, let’s face it – every recruiting company is recruiting from the same applicant pool. The question then becomes, “How can I separate purely transactional recruiting companies vs. those that actually care?”

Job seekers apply the same logic. They believe that working with multiple recruiting agencies will mean access to more job opportunities. And if the candidate has access to more opportunities, doesn’t that increase their chances of finding the right job?

Job seekers apply the same logic. They believe that working with multiple recruiting agencies will mean access to more job opportunities. And if the candidate has access to more opportunities, doesn’t that increase their chances of finding the right job?

The problem with this concept is that it creates a hiring environment of speed over quality. When a company overemphasizes speed, they de-emphasize quality. When multiple agencies are working on the same position, speed becomes the most important factor for them to fill the role. Sacrificing quality decreases a company’s retention efforts, and it keeps them in a constant state of refilling the same position.

A solution to this issue is to partner with a full-service HR solution company that understands your needs. Partnering with this kind of company means they truly listen to understand, provide exactly what you need, and help you succeed by putting you first.

The problem with this concept is that it creates a hiring environment of speed over quality. When a company overemphasizes speed, they de-emphasize quality. When multiple agencies are working on the same position, speed becomes the most important factor for them to fill the role. Sacrificing quality decreases a company’s retention efforts, and it keeps them in a constant state of refilling the same position. A solution to this issue is to partner with a full-service HR solution company that understands your needs. Partnering with this kind of company means they truly listen to understand, provide exactly what you need, and help you succeed by putting you first.

In most scenarios, you can probably distinguish those purely transactional companies relatively easily. Poor communication, lack of follow-ups, and hiring unqualified candidates are all leading indicators, along with plenty more. However, you may find it a bit more difficult to identify those recruiting companies that actually do care.

In most scenarios, you can probably distinguish those purely transactional companies relatively easily. Poor communication, lack of follow-ups, and hiring unqualified candidates are all leading indicators, along with plenty more. However, you may find it a bit more difficult to identify those recruiting companies that actually do care.

Identifying the right recruiting company means choosing those that thoroughly communicate, follow up with candidates after an orientation date, check in with you, the primary contact, to ensure the best possible service, and put you first throughout it all.

Identifying the right recruiting company means choosing those that thoroughly communicate, follow up with candidates after an orientation date, check in with you, the primary contact, to ensure the best possible service, and put you first throughout it all.

At OpSource, that’s the kind of full-service HR company we strive to be. Our goal is to always put our client first, whether that’s recruiting for temporary, temp-to-hire, or direct-hire positions, offering an all-in-one payroll service, or truly customizing a multifaceted service based on your requests and needs. Whatever it is, We Listen, We Provide, and You Succeed.

At OpSource, that’s the kind of full-service HR company we strive to be. Our goal is to always put our client first, whether that’s recruiting for temporary, temp-to-hire, or direct-hire positions, offering an all-in-one payroll service, or truly customizing a multifaceted service based on your requests and needs. Whatever it is, We Listen, We Provide, and You Succeed.

Representing the Upstate for Business & Talent

Upstate SC Alliance showcases 10-county region across the globe

BY DANIELLE BESSER, COMMUNICATIONS & ENGAGEMENT MANAGER, UPSTATE SC ALLIANCE

International Consuls General. Site selection consultants. Corporate leaders seeking locations.

These influencers come to the Upstate each year to explore doing business here, welcomed — and often invited by — the Upstate SC Alliance, a public-private economic development nonprofit formed in 2000.

Today the Alliance works to establish Upstate SC as a unified and innovative economic region; market the region for business investment and talent attraction; foster public-private collaboration and regional relationships; and move ideas into action.

“At the Upstate SC Alliance, we wake up every day thinking about the region’s future economy,” said Upstate SC Alliance President & CEO John Lummus.

From 2018-2022, companies announced $10.3 billion in capital investment and more than 27,234 jobs within the region. Nearly half were new company locations – and 57% came from international companies.

“Success attracts success,” Lummus said. “Companies are attracted to a business-friendly environment with proven success, established workforce development and the ability to move goods efficiently.”

And with 576 foreign-owned companies representing 35 countries, the Upstate is on the radar for international leaders. From January through June 2023, the Alliance welcomed business delegations from Taiwan and Germany, and consular representatives from Austria, Canada, the Czech Republic, Switzerland and the United Kingdom. Outbound efforts have included trips to Belgium, Italy and the SelectUSA Investment Summit.

As these relationships generate business interest, the Alliance offers research assistance, property searches and regional tours. Our city and county economic development offices submit sites and buildings

for consideration, with information on factors such as transportation, infrastructure, power availability and talent. As a company identifies compatible real estate, the Alliance connects them with community economic development offices and the South Carolina Department of Commerce to help close the deal.

It’s a collaborative, relationship-based “#TeamUpstate” approach, funded by 200-plus private investors in fields such as legal, financial, accounting, human resources, construction, architecture, engineering, higher education, IT, business services and more.

Want to get your company involved?

Contact Lauren Scoggins at lscoggins@upstatealliance.com or 864-283-2305.

Upstate SC Alliance President & CEO John Lummus speaks at the organization’s 2023 Annual Meeting, which drew nearly 500 leaders from across the Upstate.

Achieving Hedge Fund Success for South Carolinians

LorCo Capital can secure the financial futures of your company and family

BY BOBBY BENTZ • MANAGING PARTNER • LORCO CAPITAL, LLC

In 1949 the first hedge funds were available for wealthy investors and institutions to invest their money in all types of different trading. Over the past 74 years, a lot of them have come and gone with reasons ranging from corruption to bad performances.

T he funds would charge their clients a management fee between 1%-5% of assets under management and those fees never stopped, even when there were horrible performances, market crashes and down years in bear markets. Some hedge funds thrived in every situation that the market threw at them and some of those funds are still around today.

I nvestors had no choice but to pull their money out of the bad performing hedge funds and chase after the ones that had great performing managers. But why did investors do this? The answer is simple: Hedge funds are able and designed to “hedge” their stock portfolio against any dips in the market. It’s more commonly known as short selling

are not a buy and hold fund and trade in the American stock market ONLY. We do not trade crypto, futures contracts, forex, gold, silver, real estate or any other investments. Stocks only.

Bobby Bentz, Managing Partner - LorCo Capital,

when a fund can make money when a stock loses value.

W hen an investor buys a stock for a long-term period with the hopes of it rising in price as the years go by, they are missing out on all of the small profits that could have been made on the stock’s way up or down. Any stock might take off to great earnings, but as any historical stock chart will show, there will always be drawdowns and reversals created in the market.

I n 2002 I traded my first stock online in a retail trading account I had using the old AOL dialup internet service. For that time period, it was the best we had and I completely fell in love with trading in the stock market. I had to learn everything I could digest with books, courses and stock market news on television, and I could stare at the ticker tape that ran across the bottom of the TV screen for hours. I found my calling to the stock market and just knew then that I was going to do something in the business world of trading in my future. I have been actively trading ever since.

I grew up with the “work hard for what you earn” mindset, starting in my father’s boat building company at the young age of 12. There was no sweet office job as I was handed a broom and had to work hard, learn the business and work my way up. Though my father had to eventually close his business, the lessons learned gave me the opportunity to open and run a few other businesses of my own in the construction trades.

I founded LorCo Capital with the full intention of being different than every other hedge fund in history. A hedge fund that stood out from the crowd and was mainly known for one thing — results — not just another

fund that was all talk and no results. With us there are no smoke and mirrors, just clear transparency. We are a long/short equity hedge fund that trades in the American stock market only. We are not a buy-and-hold fund, as all of our trades are short-term only that profit with the ups and the downs in the market.

A t LorCo Capital we only make money when our investors have made money. We don’t believe in charging management fees so we don’t — there are no management fees ever!

L orCo Capital gives each investor an 8% hurdle rate annually which must be met before we begin to share in the capital gains. We have no lock-up periods on investments and allow investments as small as $25,000 to come into the fund. Our investors are all over South Carolina, throughout America and even some as far as Denmark.

O ur first outside investors came in May 2022 and have now just enjoyed a +40.59% return in their first year. LorCo Capital is extremely proud of that +40% return and we foresee even higher returns in the future. This is perfect for a business that has a lot of money in savings that isn’t earning a great return. Yes, businesses can be investors, as well as personal investments that can impact your family for generations to come.

I invite you to visit our website where you can book a Zoom meeting with me. We will go over all of the details and I will share everything. The full sign-up can be done online as well.

L orCo Capital has been featured in Market Watch, Yahoo Finance, Business Insider and others.

Ted

Wilson Kibler Commercial Real Estate ted.pitts@wilsonkibler.com (803) 779-8600

Haskell

Wilson Kibler Commercial Real Estate hkibler@wilsonkibler.com (803) 779-8600

Julian

Wilson Kibler Commercial Real Estate julian.wilson@wilsonkibler.com (803) 414-4434

Patrick

(803) 744-9853

Ben

NAI Columbia bkelly@naicolumbia.com (803) 744-9830

John

NAI Columbia jegregory@naicolumbia.com (803) 744-9896

730-2077

George McCutchen; CCIM Wilson Kibler Commercial Real Estate gmcutchen@wilsonkibler.com (803) 255-8603

255-8603

James C. Harrison, III; CCIM Cypress Commercial & Investment Real Estate jharrison@cypresscommercial.com (803) 834-7014

John Metts; CCIM Wilson Kibler Commercial Real Estate john.metts@wilsonkibler.com (803) 272-2269

272-2269

Ted Pitts; CCIM Wilson Kibler Commercial Real Estate ted.pitts@wilsonkibler.com (803) 779-8600

Haskell Kibler; CCIM Wilson Kibler Commercial Real Estate hkibler@wilsonkibler.com (803) 779-8600

Julian Wilson; CCIM Wilson Kibler Commercial Real Estate julian.wilson@wilsonkibler.com (803) 414-4434

Patrick Palmer; CCIM NAI Columbia ppalmer@naicolumbia.com (803) 744-9853

Ben Kelly; CCIM NAI Columbia bkelly@naicolumbia.com (803) 744-9830

John Gregory; CCIM NAI Columbia jegregory@naicolumbia.com (803) 744-9896

Scott Davis; CCIM Coldwell Banker Commercial Realty sdavis@CBCnrt.com (803) 730-2077

James C. Harrison, III; CCIM Cypress Commercial & Investment Real Estate jharrison@cypresscommercial.com (803) 834-7014

John Metts; CCIM Wilson Kibler Commercial Real Estate john.metts@wilsonkibler.com (803) 272-2269

George McCutchen; CCIM Wilson Kibler Commercial Real Estate gmcutchen@wilsonkibler.com (803) 255-8603

Ted Pitts; CCIM Wilson Kibler Commercial Real Estate ted.pitts@wilsonkibler.com (803) 779-8600

Haskell Kibler; CCIM Wilson Kibler Commercial Real Estate hkibler@wilsonkibler.com (803) 779-8600

Julian Wilson; CCIM Wilson Kibler Commercial Real Estate julian.wilson@wilsonkibler.com (803) 414-4434

Patrick Palmer; CCIM NAI Columbia ppalmer@naicolumbia.com (803) 744-9853

Ben Kelly; CCIM NAI Columbia bkelly@naicolumbia.com (803) 744-9830

John Gregory; CCIM NAI Columbia jegregory@naicolumbia.com (803) 744-9896

Scott Davis; CCIM Coldwell Banker Commercial Realty sdavis@CBCnrt.com (803) 730-2077

Pitts; CCIM

Kibler; CCIM

Wilson; CCIM

Palmer; CCIM NAI Columbia ppalmer@naicolumbia.com

Kelly; CCIM

Gregory; CCIM

Scott Davis; CCIM Coldwell Banker Commercial Realty sdavis@CBCnrt.com (803)

James C. Harrison, III; CCIM Cypress Commercial & Investment Real Estate jharrison@cypresscommercial.com (803) 834-7014

John Metts; CCIM Wilson Kibler Commercial Real Estate john.metts@wilsonkibler.com (803)

George McCutchen; CCIM Wilson Kibler Commercial Real Estate gmcutchen@wilsonkibler.com (803)

CONFERENCE CENTER

CONFERENCE CENTER

Featuring the world-class services & amenities you have come to expect from Hilton

Featuring the world-class services & amenities you have come to expect from Hilton

• Over 22,000 sq ft. of exible meeting & event space

• Over 22,000 sq ft. of exible meeting & event space

• Largest hotel ballroom in Columbia with 10,400 sq ft. 800

• Largest hotel ballroom in Columbia with 10,400 sq ft. 800

sit down dinner capability

sit down dinner capability

• 237 well appointed guest rooms

• 237 well appointed guest rooms

•

• Complimentary parking

Complimentary parking

• Complimentary WiFi in guest rooms and public space

• Complimentary WiFi in guest rooms and public space

• Columbo’s Restaurant - open breakfast, lunch & dinner

• Columbo’s Restaurant - open breakfast, lunch & dinner

Happy hour M-F 4pm - 7pm

Happy hour M-F 4pm - 7pm

• Complimentary airport shuttle

• Complimentary airport shuttle

• Fitness center & outdoor pool

• Fitness center & outdoor pool

2100 Bush River Road Columbia, SC 29210 803-731-0300

columbiasouthcarolina.doubletree.com

2100 Bush River Road Columbia, SC 29210 803-731-0300

columbiasouthcarolina.doubletree.com

MAXIMIZE YOUR MARKETING

FORT Y

This annual event recognizes forty Upstate professionals under the age of 40 who are making their mark with professional and community involvement.

June 29

2023

Executives from more than 100 companies will gather to celebrate being named one of the Best Places to Work in South Carolina, and no event this year will provide better networking opportunities!

August 10

2023

Executives from more than 100 companies will gather to celebrate being named one of the Best Places to Work in South Carolina, and no event this year will provide better networking opportunities!

October 12

The SC Manufacturing Conference & Expo will be held in Greenville. This multi-day event includes the Salute to Manufacturing Awards Luncheon, a manufacturing expo, panel discussions, and several interactive, practical workshops.

November 9 - 10

July 26

September 14

FORT Y

The Columbia Women of Influence Awards celebrates the exceptional achievements of women in the midlands. We are excited to honor the trailblazers, visionaries, and leaders who are making a difference in our region’s business landscape.

This annual event recognizes forty Lowcountry professionals under the age of 40 who are making their mark with professional and community involvement.

October 25

The Charleston Women of Influence Awards celebrates the exceptional achievements of womeni n the Lowcountry. We are excited to honor the trailblazers, visionaries, and leaders who are making a difference in our region’s business landscape.

For sponsorship opportunities, contact Ryan Downing at rdowning@scbiznews.com or 864-867-1928

2023 | SOUTH CAROLINA MANUFACTURING CONFERENCE AND EXPO

West Columbia, a Premier Destination for Business Growth and Opportunity in South Carolina

BJ UNTHANK • DIRECTOR OF ECONOMIC DEVELOPMENT, CITY OF WEST COLUMBIA

city’s strong health care sector, anchored by Lexington Medical Center, provides businesses with access to a skilled workforce and a thriving health care market.

Quality of life: In addition to its business advantages, West Columbia offers a high quality of life for residents and employees. The city is known for its charming downtown River District, lined with unique shops, eateries and cultural attractions. The picturesque Riverwalk, offering stunning views of the Congaree River, provides ample opportunities for recreation and relaxation. Affordable housing options, excellent schools and a strong sense of community make West Columbia an attractive place to live, work and raise a family.

The City of West Columbia, nestled on the picturesque banks of the Congaree River, stands out as an enticing hub for businesses seeking a vibrant and supportive environment in South Carolina. With its strategic location, probusiness policies, and robust economy, West Columbia is an attractive destination for investment, relocation, and business expansion for these five reasons:

Prime location: Situated in the heart of the state, West Columbia enjoys convenient access to major transportation networks, including Interstates 20 and 26 and the Columbia Metropolitan Airport. The central location provides businesses with excellent connectivity to regional markets and makes it an ideal distribution hub for both domestic and international commerce.

Business-friendly opportunities: The City of West Columbia actively collaborates with businesses, providing streamlined permitting processes and assisting with direction in accessing grant funding. The economic development team works closely with entrepreneurs and companies to create a one-stop-shop for businesses to easily make a home in West Columbia.

Diverse economy: West Columbia boasts a diverse economy that encompasses a wide range of industries, including manufacturing, technology, health care and hospitality. This diversity not only ensures stability but also presents unique opportunities for collaboration and networking across sectors. The

Skilled workforce: West Columbia benefits from a welleducated and diverse workforce. The region is home to several esteemed higher education institutions, including the University of South Carolina, Midlands Technical College and Benedict College, which consistently produce a pool of talented graduates across various disciplines.

Holding standards high, maintaining a hunger for growth and development, and striving for a clean and safe environment, the City of West Columbia invites everyone to HEAD WEST and be a part of the energy building along the banks of the Congaree River.

Before: Alleyway After: Alleyway

Before: Brookland Building

After: Brookland Building

Solutions Unlimited Can Protect Your Small Business From Devastating Effects of Cybercrime

BY KEVIN SMITH • CEO • SOLUTIONS UNLIMITED

Istarted my Managed IT Services business in the Spartanburg area in 1997. My goal was to help other small businesses in the Upstate handle their day-to-day tasks by implementing new technology making them more efficient.

W hile network management and end-user support are still at the heart of what we do today, it became clear that cybersecurity was where my team and I needed to invest our time. In the 25 years we have been in business, we have seen the world of cybercrime go from a little-known tech term to a worldwide problem.

Cybercrime affects all industries and business sizes, from local small businesses to worldwide corporations. Hackers and data miners are looking for anyone that has their guard down, trying to get your company’s, employees’ and clients’ sensitive information.

We must be concerned with ransomware as well. Imagine walking into your company and everyone has a flashing red screen telling you to pay up or you cannot log in to access your files. Your entire company is shut down instantly until this situation is handled. Many companies end up paying to recover their system and it is not cheap. Not only does it hit your bank account, but it is a huge hit to your reputation.

Many business owners also think that they are protected because they have cyber insurance, but due to the large number of claims coming in every year this insurance is getting harder and harder to qualify for. If your

company does not have certain security systems in place, your insurance may be worthless. Each year we see deductibles rising, forms getting more complex, and many insurance companies only allow approved vendors to work on the system if attacked. Medium to small businesses are dependent on a managed service provider that may not be focused on prevention and security efforts. If so, that company is being left at risk.

It is much easier for a hacker to go after these smaller and less-protected businesses. Hackers know that these smaller businesses tend to have minimal security in place, no in-house security training, and their chances of successfully breaching those networks are much higher.

Our cyber security-focused approach allows us to implement stable and secure networks that our clients can rely on, host multiple security software solutions to fit each client’s unique network and industry needs, and constantly monitor and back up data to offsite and host solutions to protect important client data.

We also keep training and education at the forefront of our approach with password management systems, end-user cyber-security training and quarterly reviews.

In addition to this, we are rolling out our exclusive Cyber Shield Accreditation Program this fall to help our clients and other businesses assess and certify their cyber security systems annually. This program is built around helping businesses get and maintain cyber insurance as well as let their clients know that they have a robust preventative cyber security program in place to protect their data.

Kevin Smith, CEO Solutions Unlimited, LLC

Cool Care Heating, Air, Plumbing & Refrigeration’s No. 1 Priority is Customer Care

BY TERESA WARDLAW • COOL CARE HEATING, AIR, PLUMBING & REFRIGERATION

Customer service is not a department at Cool Care Heating, Air, Plumbing & Refrigeration; it’s the entire company.

Cool Care began its journey in 2001 and remains locally owned and operated by Kenny and Teresa Wardlaw. This year, Cool Care launched its Plumbing Department with the promise of giving the same exceptional service experience they have always strived to give. We want consumers to be comfortable in their home and workplace. We want our clients to have peace of mind knowing that the individual working in and on their property has been vetted properly, professionally trained and works for a South Carolina licensed contractor.

Our culture is everything. We LOVE what we do, and we LOVE the people we work with and for. Our team is amazing and gets along so well with each other and our customers. We are constantly training and developing; we invest in our team; we care about our team; and we take great care of each other. This is not a result of just Kenny and

Teresa; this is a result of great people coming together and doing great things. Great employees make great customers, and God has blessed us with both.

We are BPI certified, NATE certified, and we are all about energy efficiency and savings for our customers. We were recognized as one of South Carolina’s trailblazers in energy efficiency as a recipient of the Century Club Award on behalf of the U.S. Department of Energy and the EPA.

We serve our community in many ways. Our favorite is the “Give A Can, If You Can” food drive where we ask our customers to give canned goods to our technicians during their service throughout the year. The statistics on hunger in S.C. are staggering, and we want to be a part of the solution.

It’s hard to believe that we have been doing this for so long; time flies when you’re having fun. Over the years, we have been blessed to have met and worked with some amazing people. As consumers, grandparents and dog lovers, we really want to protect our customers and their families and will always take great care of them.

Remedy For Retention: Walk Closely Beside Your Employees

BY HERB DEW, FOUNDER, CHAIRMAN & CEO OF HTI

Herb Dew Founder, Chairman & CEO of HTI

What if I told you there was one simple solution that would solve turnover at your company? Instead of walking behind employees, checking in on their every move, or in front of them, dragging them along, try walking BESIDE them. Become a partner on their journey – their journey that now includes you as their employer.

Let me explain – The employee journey doesn’t necessarily have a clear starting or ending point. It does, in fact, begin when they become your employee and end when they leave. But what has their path looked like prior to working for you? Do they have children? Aging parents? A chronic illness? A high-maintenance pooch?

While these events may not have occurred during your time with them specifically, they will have an impact on the part of the journey you’re now on together. Much like past influences have on an employee’s current journey, your impact on them

will be part of their journey that continues after working for you.

Yes, you read that right. Your employees won’t likely be with you forever. This is a necessary fact to accept before you implement this solution. However, I can promise you that if you walk alongside your employees – recognizing that their lives evolve, in a synchronized partnership – you will find that when they do leave, you won’t be upset. Rather, you’ll feel confident in what you’ve invested in that person, how you’ve supported them, and what they’ve contributed to your business.

Here are a few tangible steps you can take to start implementing this concept into your organization:

1. Create an employee journey for a handful of people within your organization. These folks could be senior leadership, critical management or high-performing employees. If identifying certain individuals doesn’t seem like the right course of action, consider an entire group of similar positions. For example, all your entry-level personnel or all your engineers – whatever makes sense based on the size and structure of your company. Once you’ve identified a group of employee journeys to start with, you’ll need to conduct two exercises. The first exercise consists of charting a course of what you think this

WHAT

HOW EMPLOYERS OFTEN VISUALIZE THE EMPLOYEE JOURNEY

THE EMPLOYEE JOURNEY ACTUALLY LOOKS LIKE

person’s journey could or should look like. The second is having the employee do the same. Compare the two. You’ll likely see a lot of differences. And naturally so, because two different people created them. Next, discuss each of the paths. Work together to merge the journey into one that both of you can align on. How powerful that will be to your employee!

2. Regularly audit the collaborative journey you’ve both created. After all, you couldn’t possibly foresee someone having children or wanting to go back to school to earn a higher degree. Life happens. Every day. Goals and dreams change. All these events influence our lives at work and cause changes to occur along our employee journey. The key is to understand that by walking beside your employee, you’ve created a space for open communication and trust. As such, it’s up to both you and employee to “hold up your end of the deal,” whatever that deal is. A comprehensive progression plan that addresses a range of journeys is important to any path.

Don’t forget that life happens, and unplanned events will occur –anything from economic downturns, family or personal events, or general changes in an employee’s wants and needs. Remember, this could be a scenario in which this employee’s ultimate goal is to leave your company to become their own CEO and business owner. That’s OK! Think about the value you can bring to one another if you’re in sync – if you’re both driven and passionate about the path you’ve charted together. It’s a win/win.

So, instead of walking behind or in front of your employees, try walking BESIDE them. Become a partner on their journey – you won’t regret it.

Upholding a Legacy & Helping Companies Thrive in a Post-Pandemic World

BY WILLIAM JACKSON • CO-OWNER • INSTEL POWER PRODUCTS

Our world runs on electricity. That becomes obvious whenever there’s an outage. While it’s an inconvenient hassle to lose power at home, a company losing power can mean widespread ramifications that affect revenue, schedules and employees. The annual dollar-cost to U.S. industry due to power loss runs in the tens of billions. Preventing this loss requires regular testing, maintenance and upgrading of a facility’s electrical system.

With more than five decades in business, we’ve seen it all. Our electrical solutions are backed by a team of highly trained professionals with a deep knowledge of both modern equipment and legacy products. In many cases, we know more about vintage equipment than the manufacturers do. We pride ourselves on being problem-solvers first because our customers rely on us to keep them operational, and to be there at a moment’s notice in an emergency.

When my father, Stuart Jackson, took over as company president in 1983, Instel moved beyond just a testing company to become a major provider of electrical equipment, service and repairs, and the company has grown by leaps and bounds since. He brought me and my brother, Matt, into the company, and taught us everything we know about running a successful business – from the technical aspects of what we do, to how we treat customers, partners and coworkers. Our family is close, and we carry the power of those values to the entire Instel team. We work together in a spirit of cooperation, trust and accountability, and we all understand the value of being there for our customers.

Stuart, William & Matt Jackson | Photographer: Amy Randall

Overcoming Supply Chain Issues

Supply Chain Issues. While that phrase seems to be overused and sometimes even exploited these days, supply chain issues are very real. Their impact has been far-reaching and rampant for well over two years, and virtually every industry has been affected. While Instel has not been completely immune to supply chain issues, the nature of our business has allowed us to combat the ever-present problem.

With our robust inventory and ability to bring broken and damaged equipment back to life, supply chain issues are often a non-issue for our customers. Rather than waiting up to two years on a new piece of equipment by way of a manufacturer, we have been able to supply panels, switchboards and switchgear in less than four weeks. This advantage has enabled our customers to keep their projects on schedule, keeping their businesses running at maximum efficiency.

A recent example of Instel being able to step in and mitigate supply chain issues is a large, state-of-the-art outpatient surgery center – Gastroenterology Associates – in Greenville. The electrical contractor ordered a switchboard in October 2021, hoping to have it in-hand for installation by spring 2022. By April, the switchboard had still not arrived because of supply chain

issues. At that time, we were contacted by the general contractor and tasked with finding a solution to help maintain the project’s progress. With strict regulations and requirements, there are unique nuances when building, installing equipment and meeting code in a medical facility. With those special considerations in mind, Instel got to work.

Within two weeks, we had a switchboard in place for temporary use. Within three weeks, we sold and installed a permanent switchboard that met all engineering specifications. We will now buy back the switchboard Gastroenterology Associates initially purchased a year ago, and that switchboard will likely allow us to help keep another project on track for another valued customer.

If a customer is unable to get the equipment they need to keep their business up and running, that inability could – quite easily – put them out of business. While supply chain issues will undoubtedly continue to persist, we are proud of our robust inventory and highly skilled team that can ensure that our customers meet their operational timeframe. We appreciate our valued customers who rely on us every day to keep the lights on.

J. Tyson Glasser, CCIM JTG Capital, LLC 404-435-6312 jtglasser@yahoo.com

Tyson Glasser, CCIM JTG Capital, LLC 404-435-6312 jtglasser@yahoo.com

J. Tyson Glasser, CCIM JTG Capital, LLC 404-435-6312 jtglasser@yahoo.com

J. Tyson Glasser, CCIM JTG Capital, LLC 404-435-6312 jtglasser@yahoo.com

Bobby Lyons, CCIM Lyons Industrial Properties 864-590-3476 bobby@lyonsindustrial.com

Bobby Lyons, CCIM Lyons Industrial Properties 864-590-3476 bobby@lyonsindustrial.com

Bobby Lyons, CCIM Lyons Industrial Properties 864-590-3476 bobby@lyonsindustrial.com

Bobby Lyons, CCIM Lyons Industrial Properties 864-590-3476 bobby@lyonsindustrial.com

Frank DuPree, CCIM Vista Capital Management Group, Inc. 864-404-3510 fdupree@vistacm.com

CCIM Vista Capital Management Group, Inc. 864-404-3510 fdupree@vistacm.com

Frank

Frank DuPree, CCIM Vista Capital Management Group, Inc. 864-404-3510 fdupree@vistacm.com

Frank DuPree, CCIM Vista Capital Management Group, Inc. 864-404-3510 fdupree@vistacm.com

Grayson Burgess, CCIM The Burgess Company 864-770-3288 grayson@tbccre.com

Grayson

CCIM The Burgess Company 864-770-3288 grayson@tbccre.com

Grayson Burgess, CCIM The Burgess Company 864-770-3288 grayson@tbccre.com

Grayson Burgess, CCIM The Burgess Company 864-770-3288 grayson@tbccre.com

Tyson

Tyson Smoak, CCIM Pintail 864-325-0000 tyson@pintailcre.com

CCIM Pintail 864-325-0000 tyson@pintailcre.com

Tyson Smoak, CCIM Pintail 864-325-0000 tyson@pintailcre.com

Tyson

CCIM Pintail 864-325-0000 tyson@pintailcre.com

David Sigmon, CCIM Pintail 864-430-8060 david@pintailcre.com

David Sigmon, CCIM Pintail 864-430-8060 david@pintailcre.com

David Sigmon, CCIM Pintail 864-430-8060 david@pintailcre.com

Josh Tew, CCIM Pintail 864-414-6778 josh@pintailcre.com

864-230-1884 brad@bradjohnson-ccim.net

Bradford Johnson, CCIM RE/MAX Results Commercial 864-230-1884 brad@bradjohnson-ccim.net

Bradford Johnson, CCIM RE/MAX Results Commercial 864-230-1884 brad@bradjohnson-ccim.net

Bradford Johnson, CCIM RE/MAX Results Commercial 864-230-1884 brad@bradjohnson-ccim.net

Josh

John Baldwin, IV, CCIM NAI Earle Furman 864-678-5982 jbaldwin@naief.com

Earle Furman 864-678-5982 jbaldwin@naief.com

J. John Baldwin, IV, CCIM NAI Earle Furman 864-678-5982 jbaldwin@naief.com

J. John Baldwin, IV, CCIM NAI Earle Furman 864-678-5982 jbaldwin@naief.com

CCIM Pintail 864-414-6778 josh@pintailcre.com

Josh Tew, CCIM Pintail 864-414-6778 josh@pintailcre.com

CCIM Pintail 864-414-6778 josh@pintailcre.com

Josh

Laurens Nicholson, CCIM Windsor Aughtry 864-270-2706 lnicholson@windsoraughtry.com

864-270-2706 lnicholson@windsoraughtry.com

Laurens Nicholson, CCIM Windsor Aughtry 864-270-2706 lnicholson@windsoraughtry.com

Laurens

CCIM Windsor Aughtry 864-270-2706 lnicholson@windsoraughtry.com

Matt Vanvick, CCIM Pintail 864-414-7005 matt@pintailcre.com

Matt Vanvick, CCIM Pintail 864-414-7005 matt@pintailcre.com

Matt

CCIM Pintail 864-414-7005 matt@pintailcre.com

Edward Wilson, CCIM Wilson Kibler 803-528-3574 edward.wilson@wilsonkibler.com

Edward Wilson, CCIM Wilson Kibler 803-528-3574 edward.wilson@wilsonkibler.com

CCIM Wilson Kibler 803-528-3574 edward.wilson@wilsonkibler.com

Edward

Walt Robinson, CCIM Wilson Kibler 864-616-1035 wrobinson@wilsonkibler.com

Walt Robinson, CCIM Wilson Kibler 864-616-1035 wrobinson@wilsonkibler.com

Walt Robinson, CCIM Wilson Kibler 864-616-1035 wrobinson@wilsonkibler.com

Brad Toy, CCIM Wilson Kibler 864-640-7429 brad.toy@wilsonkibler.com

Frank Hammond, CCIM Colliers 864-270-0761 frank.hammond@colliers.com

864-270-0761 frank.hammond@colliers.com

Frank Hammond, CCIM Colliers 864-270-0761 frank.hammond@colliers.com

Frank Hammond, CCIM Colliers 864-270-0761 frank.hammond@colliers.com

Alex Campbell, CCIM NAI Earle Furman 864-678-5984 acampbell@naief.com

Alex Campbell, CCIM NAI Earle Furman 864-678-5984 acampbell@naief.com

864-678-5950 jpowell@naief.com

John Powell, CCIM NAI Earle Furman 864-678-5950 jpowell@naief.com

John Powell, CCIM NAI Earle Furman 864-678-5950 jpowell@naief.com

John Powell, CCIM NAI Earle Furman 864-678-5950 jpowell@naief.com

John Stathakis, CCIM NAI Earle Furman 864-678-5931 jstathakis@naief.com

John Stathakis, CCIM NAI Earle Furman 864-678-5931 jstathakis@naief.com

John Stathakis, CCIM NAI Earle Furman 864-678-5931 jstathakis@naief.com

864-640-7429 brad.toy@wilsonkibler.com

Brad Toy, CCIM Wilson Kibler 864-640-7429 brad.toy@wilsonkibler.com

CCIM Wilson Kibler 864-640-7429 brad.toy@wilsonkibler.com

Brad

Hunter Garrett, CCIM, SIOR NAI Earle Furman 864-678-5934 hgarrett@naief.com

hgarrett@naief.com

Hunter Garrett, CCIM, NAI Earle Furman 864-678-5934 hgarrett@naief.com

Keith Jones, CCIM, SIOR NAI Earle Furman 864-678-5932 keith@naief.com

Keith Jones, CCIM, SIOR NAI Earle Furman 864-678-5932 keith@naief.com

all

Keith Jones, CCIM, SIOR NAI Earle Furman 864-678-5932 keith@naief.com

Smoak,

Tew,

Nicholson,

Vanvick,

Wilson,

Toy,

DuPree,

Burgess,

Smoak,

Tew,

Laurens Nicholson, CCIM Windsor Aughtry

Matt Vanvick, CCIM Pintail 864-414-7005 matt@pintailcre.com

David Sigmon, CCIM Pintail 864-430-8060 david@pintailcre.com

Edward Wilson, CCIM Wilson Kibler 803-528-3574 edward.wilson@wilsonkibler.com

Walt Robinson, CCIM Wilson Kibler 864-616-1035 wrobinson@wilsonkibler.com

Brad Toy, CCIM Wilson Kibler

Bradford Johnson, CCIM RE/MAX Results Commercial

Frank Hammond, CCIM Colliers

Alex Campbell, CCIM NAI Earle Furman 864-678-5984 acampbell@naief.com

Hunter Garrett, CCIM, SIOR NAI Earle Furman 864-678-5934

Alex Campbell, CCIM NAI Earle Furman 864-678-5984 acampbell@naief.com

Hunter Garrett, CCIM, SIOR NAI Earle Furman 864-678-5934 hgarrett@naief.com

Baldwin, IV, CCIM NAI

John Powell, CCIM NAI Earle Furman

John Stathakis, CCIM NAI Earle Furman 864-678-5931 jstathakis@naief.com

Keith Jones, CCIM, SIOR NAI Earle Furman 864-678-5932 keith@naief.com

J. Tyson Glasser, CCIM JTG Capital, LLC 404-435-6312 jtglasser@yahoo.com

Bobby Lyons, CCIM Lyons Industrial Properties 864-590-3476 bobby@lyonsindustrial.com

Frank DuPree, CCIM Vista Capital Management Group, Inc. 864-404-3510 fdupree@vistacm.com

Grayson Burgess, CCIM The Burgess Company 864-770-3288 grayson@tbccre.com

Josh Tew, CCIM Pintail 864-414-6778 josh@pintailcre.com

Laurens Nicholson, CCIM Windsor Aughtry 864-270-2706 lnicholson@windsoraughtry.com

Matt Vanvick, CCIM Pintail 864-414-7005 matt@pintailcre.com

David Sigmon, CCIM Pintail 864-430-8060 david@pintailcre.com

Edward Wilson, CCIM Wilson Kibler 803-528-3574 edward.wilson@wilsonkibler.com

Walt Robinson, CCIM Wilson Kibler 864-616-1035 wrobinson@wilsonkibler.com

Brad Toy, CCIM Wilson Kibler 864-640-7429 brad.toy@wilsonkibler.com

Bradford Johnson, CCIM RE/MAX Results Commercial 864-230-1884 brad@bradjohnson-ccim.net

Frank Hammond, CCIM Colliers 864-270-0761 frank.hammond@colliers.com

Alex Campbell, CCIM NAI Earle Furman 864-678-5984 acampbell@naief.com

Hunter Garrett, CCIM, SIOR NAI Earle Furman 864-678-5934 hgarrett@naief.com

J. John Baldwin, IV, CCIM NAI Earle Furman 864-678-5982 jbaldwin@naief.com

John Powell, CCIM NAI Earle Furman 864-678-5950 jpowell@naief.com

John Stathakis, CCIM NAI Earle Furman 864-678-5931 jstathakis@naief.com

Keith Jones, CCIM, SIOR NAI Earle Furman 864-678-5932 keith@naief.com

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McNeil Epps, CCIM NAI Earle Furman 864-678-5956 mepps@naief.com

Michael Roth, CCIM NAI Earle Furman 864-678-5946 mroth@naief.com

Peter Couchell, CCIM Furman Capital Advisors 864-678-5923 couchell@furmancap.com

Towers Rice, Jr., CCIM NAI Earle Furman 864-420-4279 trice@naief.com

Benji Smith, CCIM Flagship Commercial 864-414-2281 benjismith@flagshipsc.com

Chisolm Nicholson, CCIM Flagship Commercial 864-270-8419 chisolm@flagshipsc.com

Ben Hines, CCIM Spencer Hines Properties 864-542-4777 benhines@spencerhines.com

Lynn Spencer, CCIM Spencer Hines Properties 864-542-4649 lynnspencer@spencerhines.com

Randall Bentley, CCIM Lee & Associates 864-704-1047 rbentley@lee-associates.com

Hope Tz Schmalzl, BHHS Joyner Commercial 864-630-0352 hopetz@joynercommercial.com

Brayden Wynn, CCIM Collett 864-630-4488 bwynn@collettre.com

Hope Tz Schmalzl, CCIM BHHS Joyner Commercial 864-630-0352 hopetz@joynercommercial.com

Brayden Wynn, CCIM Collett 864-630-4488 bwynn@collettre.com

Turn your data into a compelling story

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