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Even as the specter of a recession has hovered overhead, South Carolina’s commercial real estate industry continues to sizzle.
In fact, it had a record 2021, according to Colliers’ Columbia office.
Statewide executives and market researchers from Colliers South Carolina are in agreement that commercial demand is strong across the state in a wide variety of sectors, from retail to office, manufacturing, and warehouse and distribution space, Christina Lee Knauss writes in her commercial real estate industry roundup that you can read on page 26.
As a nod to all the hammering and sawing happening across The Palmetto State, we’re featuring a handful of commercial real estate projects in this edition of SCBIZ Magazine that were submitted to our Under Construction platform. These might not be the biggest or most expensive projects. But we thought they were worthy of some attention.
Manufacturing and distribution/logistics is driving much of the demand for commercial property statewide, but Ron Anderson, vice president of research and information technology at Colliers’ Columbia office, also noted a strong demand for retail and high-quality office space as well, Knauss writes.
Both the manufacturing and retail sectors offer evidence of the strength of the state’s strong commercial market.
As a resident of Greenville, the pace of construction is evident. It seems like new buildings are popping up on practically every street corner downtown. Last time I was in Charleston, a vantage point from a rooftop restaurant captured cranes dotting the skyline.
Inside you’ll also hear from Ashley Jackrel, vice president, Office & Investment Services, at Avison Young, on her thoughts about how we can keep commercial real estate humming. And you’ll read a feature on “alchemist” real estate developer Mark Cothran quietly working behind the scenes to build up the Upstate.
Now, where did I put those nails?
As always, thanks for reading.
Jason Thomas is the executive editor of SC Biz News. Reach him via email at jthomas@scbiznews.com.
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By Krys Merryman kmerryman@scbiznews.com
ou can either complain about the 330-plus million people crowding the United States, or you can develop it,” said Mark Cothran, owner and founder of the Greenville-based real estate company, Cothran Enterprise.
Cothran, who considers himself more of a real estate entrepreneur rather than a developer, generally flies below the radar when it comes to promoting the real estate projects he is involved in around the Upstate, but that doesn’t lessen his impact as a successful developer.
He grew up in Greenville and left early in his career to work in large markets for Coldwell Banker Commercial and US Shelter Corporation. When he moved back to Greenville in the 80s, he took part in developing the highly desirable community of Riverwalk with his uncle John Cothran. In 1986, he started Cothran Co. and since then, he has completed more than 40 major commercial and residential projects in retail, industrial, single-family and townhome developments and owns or has underdevelopment properties totaling more than $80 million.
Greenville’s growth over the years has attracted a diverse group of people, according to Cothran.
“Everyone knows where Greenville is now, and tons of people are developing here that you didn’t see 10 to 15 years ago,” he added. “And who can blame them. Who doesn’t love Greenville?”
Cothran credits his success to Greenville’s vibrant community, his strong and dedicated team and his working knowledge of the many disciplines associated with real estate development, including civil engineering, architecture, construction, real estate law, finance and market analysis. His broad knowledge of these disciplines has allowed him to be involved with many successful projects spanning multiple product types in all phases of the business cycle.
“Greenville has changed a lot, especially when it comes to who we compete against, but the future is an attractive business climate,” he said. “South Carolina is also great for business in general, because it’s a pro-business state and has a lot of good things going for it. I think South Carolina in general will continue to grow for that reason.”
Cothran has always studied the markets. After being back in Greenville for a while to expand into income property, he decided to begin developing and/or acquiring an office portfolio of approximately a half-million square feet. At that time, he was the third largest office building owner in Greenville and then sold that portfolio before the great financial crisis of 2008.
Following the financial crisis, he stepped back from developing and transitioned into what he calls a “real estate entrepreneur,” because he started buying stressed residential developments or notes. What started out as buying subdivisions to grow his residential assets turned into a joint venture with builders to build homes in these neighborhoods for a few years.
The arrangement with builders wasn’t a long-term, viable solution, so Cothran decided in 2012, it was in the best interest for his company to rein in more control
of these residential projects and start Cothran Homes LLC. After growing that division over the next 10 years, he appointed long-time employee Anthony Kent as broker-in-charge and president in 2022 to lead Cothran Homes. Kent currently oversees the sales, marketing, and design functions of the homebuilding division.
Right now, Cothran Homes has two neighborhoods in and near Mauldin that are under development and have more than 60 homes that are in various stages of construction, according to Cothran.
“When it comes to our residential company, we are definitely a speculative builder,” he added. “If we see a niche in the market, we will build based on that need. We develop desirable neighborhoods in Mauldin, Simpsonville, Greer, Travelers Rest, Spartanburg, and Greenville with homes in the high $200 to $400,000s, and then find the right homebuyer for our homes.”
Everyone knows where Greenville is now, and tons of people are developing here that you didn’t see 10 to 15 years ago. And who can blame them. Who doesn’t love Greenville?”
Cothran said they handle land development internally and will consider buying land from other property owners if the opportunity is right for their residential division.
On the other hand, Cothran Properties commercial division typically buys and develops all the land like with his latest project at Global Commerce Park, a 67-acre industrial park with close proximately to Interstate 85, GSP International Airport and the BMW Manufacturing Facility. This Class-A industrial park will accommodate five multi-tenant buildings totaling ±800,000 rentable square feet. Cothran is currently preleasing 140,636 square feet in building three of Global Commerce Park and expects delivery of this building shell in the second quarter of 2023.
Another large project that Cothran Properties developed was Southern First Banks’s new ±107,000-square-foot banking headquarters in Greenville, a project that gave him personal and professional satisfaction.
“Southern First headquarters was a fee only Build to Suit (BTS) project, but we don’t pursue those opportunities aggressively,” said Cothran. “Instead, we look at market trends and growth and try to figure out where opportunities are
based on extensive research and generally build buildings without any pre-leasing.”
Cothran also thinks having something move-in ready is very valuable to his business on both commercial and residential sides, and that is where he sees a big opportunity. The global COVID pandemic really put a strain on supply chains, developers and builders like Cothran, who have had significant delays bringing inventory to market.
Current challenges he continues to see today are the cost of labor and supplies, labor availability, and random shortages such as with electrical transformers, Cothran said.
“I have new townhomes in one subdivision with roads and infrastructure that I built in April 2022, and Duke Power can’t get me transformers until late January 2023,” was an example of a current challenge Cothran said he is facing. “Building anything used to take less time and now it’s harder to get anything completed. We had to pivot and improvise to account for any changes. It’s a strange time. I’ve never seen anything like it, and I’ve been doing this a long time.”
So, what did he learn post-pandemic?
Cothran adapted to these inconveniences and
found new ways to handle these problems. He said at one point they had to use five different window manufacturers just to complete a project. He always orders supplies and materials as soon as possible and has a place to store materials for his many projects.
“It’s frustrating but it helps to have a flexible mind and move on from what was to what is,” he said. “You can’t have the mindset of, ‘I wish I could go back to how things used to be.’”
Cothran is also a member of the NAIOP, the Commercial Real Estate Development Association, which is an important resource for him to navigate global, national and regional issues impacting commercial developers. He attributes his ability to survive and thrive in this uncertain time because of his employees.
“Everyone is here for a reason and has an important role,” he added. “We are very talent dense, which I believe sets us apart. We feel good about what we have built, and it shows when we are working with our customers. It takes the stress out of the project when you have people in place who know what they are doing, and this is what helps us compete with developers and builders much bigger than us.”
As we close out 2022, many of us are reflecting on the year behind us and anticipating the next. With market indicators ever present in the news cycle — yield curve, GDP, the omnipresent “R” word — one would think we’re headed for impending doom. In South Carolina, I believe the sky is bluer and we have much more to be grateful for.
A representative for the Federal Reserve Bank of Richmond, Matt Martin agrees. In a recent market forecast for the Commercial Investment Division of the Charleston Trident Association of Realtors, he noted that while the economy is expected to slow, the impacts to Charleston and SC will be lessened by our “natural advantages.”
Indeed, as a move-to market, we have many features to soften the blow of an economic downturn; and those who can’t live here want to visit. SC Ports are thriving, with this October ringing in as SCPA’s third busiest month in history, and many businesses are expanding or choosing our region to relocate to.
All these factors have led to a stable commercial real estate market through 2022. While we saw vacancy rates increase from Q2 to Q3 this year in Charleston, the market experienced a similar increase from Q2 to Q3 in 2021. Currently, Charleston office market vacancy sits at 13.8% and we did have our first negative absorption in three quarters in Q3. While rents in the market slightly declined in Q3, they have still seen steady growth year-over-year. The average asking rent in Q3 2022 was 14% greater than the prior year, overall indications of a locally secure market.
The greater economic picture has started to impact investment sales, due to the rising interest rate environment. Both sale volumes and prices per square foot declined in 22Q3. However, investment sales still outpace 2021 YTD by over $20M in the Charleston market and owner occupants can still secure relatively attractive financing to acquire real estate for their businesses.
For those starting a new business or testing a different region, there’s also the option of flexible office solutions. Think coworking or private executive offices, like the spaces offered by operators in our region: Serendipity Labs and THRIVE Coworking. These spaces saw a boom in mid-2020 due to the work-from-home crisis. Yes, I’m calling it crisis. Barking dogs, crying kids, faulty internet connections, “you’re on mute,” we were all there. We survived but even the introverted among us didn’t flourish!
These spaces aren’t just for the solopreneur. Enterprise solutions allow large firms to test a market with a temporary commitment,
and without a large capital outlay for FFE or upfit. They also offer memberships for employees working remotely around the globe. Which brings us to talent attraction. As we continue the conversation about what the “post-pandemic” workplace looks like, it’s clear that it’s not the same as pre-COVID-19. Employees crave services and amenities worth coming to the office for, if they come in at all. Trophy buildings and those with walkable restaurants, coffee shops, gyms and bars will continue to outperform their competitors for these reasons, as employers entice personnel to return to the office.
Living where we work — and play — is also a focus of many employees. With housing affordability decreasing and the ever-increasing complexity of the development environment, South Carolina should be mindful of the impact of housing availability on our ability to continue to recruit business.
We have our challenges like any other successful area. I’ll certainly take these challenges over shrinking population, increasing deficits and taxes, and job losses! However, without focus on infrastructure to support our growth, attainable housing so that employees can afford to live where they work, and stakeholder cooperation to build vibrant communities, our successes will be hampered. These focuses are certainly on my wish list for progress in 2023 and beyond. As an attractive region and state, we have much to be thankful for as we look ahead.
Ashley Jackrel is vice president, Office & Investment Services, at Avison Young.
Hear that? It’s the sound of hammers and saws and heavy equipment powering South Carolina’s commercial real estate industry. And it’s loud.
You can see some of the most interesting projects taking shape across the state on the following pages.
Statewide executives and market researchers from Colliers South Carolina are in agreement that commercial demand is strong across the state in a wide variety of sectors, from retail to office, manufacturing, and warehouse and distribution space, Christina Lee Knauss writes in her story gauging The Palmetto State’s commercial real estate industry on page 26.
The projects on the following pages might not be the biggest in terms of scope, or prize, or square footage. But they were all submitted to our Under Construction platform.
We celebrate their uniqueness and innovation.
BridgeWay Boulevard, Mauldin (Bridges Road exit of Interstate 385)
Developer/owner: Hughes Investments, Greenville
Architects: McMillan Pazdan Smith, Greenville
General contractor: Harper General Contractors, Greenville
Engineers: LeBlanc Welch, Greenville (mechanical and plumbing); Carolina Engineering Solutions, Greenville (electrical); Site Design, Greenville (civil); and Britt Peters and Associates, Greenville (structural)
Estimated completion date: Phase 1, late 2022
Description: Work continues on BridgeWay Station in Mauldin. The project’s first phase features 2000,000 square feet of residential space, 70,000
square feet of retail space, and more than five acres of parks and trails connected to the Swamp Rabbit Trail via a new pedestrian bridge over the interstate.
BridgeWay recently announced a new tenant, Cinergy Entertainment. Cinergy will be using 70,000 square feet of space for a new entertainment venue featuring a virtual reality arcade, movie theater and boutique bowling alley.
4777 12th St., West Columbia
Developer/owner: Nephron Pharmaceuticals, West Columbia Architect(s): Jumper Carter Sease Architects, West Columbia
General Contractor: W Construction, D & T Steel, Gregory Electric, WO Blackstone, Pasco, JC Wilke
Project Manager: Nephron Pharmaceuticals
Engineers(s): Swygert & Associates (mechanical, plumbing), Sims Group (electrical), Alliance (civil), Timmerman Structural Engineers (structural), SharperTek (production)
Estimated completion date: March 2022 (phase one)
Estimated total cost: $50 million–$60 million.
Description: This project entails
Developer/owner: Old City Jail LLC, Landmark Enterprises and ASHNYC
Architects: Liollio Architecture
General contractor: Charles Blanchard Construction Co. Engineer: E+M Structural (structural), Live Oak Consultants (MEP), Cline Engineering (civil), Synchronicity (land planning)
Project manager: Landmark Enterprises
Estimated completion date: April 1, 2023
Description: Currently undergoing a $15 million historic renovation, the Old Charleston jail will be the prime office location with 6,500 square
construction of a 430,000-square-foot innovation/manufacturing facility. A grand opening for the facility was held Dec. 7. The plant currently only has one manufacturing line up and running but eventually as many as 14 will be in operation, company officials said. Nephron Nitrile will eventually be able to produce 2.5 billion gloves a year and employ 250 people.
feet of office space in the heart of downtown Charleston.
320 S. Hudston St., Greenville
Developer/owner: city of Greenville
Architects: MKSK Inc. and McMillan Pazdan Smith
General contractor: Harper General Contractors
Estimated completion date: May
Estimated total cost of project: $38.5 million
Description: The revitalization of Unity Park is designed to attract new life and create economic vibrancy to a currently underutilized space of West Greenville. Opening in May, the project includes extensive site work to the 60-acre site including paths, bridges and pavilions. The Reedy River is undergoing a bank stabilization, beautification and creation of a secondary river channel. Park amenities will include: new playgrounds,
Columbia
Developer/owner: Cason Development Group, Columbia Architects: Davis Architecture, Columbia
General contractor: Cohn Construction, Columbia
Estimated completion date: Fall 2022
Description: Cason Development Group and Cohn Construction have teamed up to redevelop the old Klondike Building located at 1813 Main St. in downtown Columbia. This will be a historic renovation, bringing back the mid-century modern style that was once prominent but is now under-represented in the downtown Columbia skyline. The project will
Developer/owner: The Pickle Bar
Architect(s): The Middleton Group Project Manager: The Middleton Group
General contractor: Newport Construction, Mount Pleasant Engineer(s): C Baker Engineering
Estimated completion date: April 2023
Description: The Pickle Bar — a new restaurant, retail, and recreation concept that combines the growing popularity of pickleball with a bar and restaurant—is opening its first location in Summerville. Spanning more than 40,000 square feet, The Pickle Bar will feature a casual restaurant and bar.
transform the building that has been sitting vacant for many years into a new apartment building in the heart of downtown.
Owner/developer: United Community Bank / The Furman Co., Greenville
Architects: McMillan Pazdan Smith, Greenville
General contractor: Harper Construction, Greenville
Engineers: Britt Peters & Associates, Greenville (civil/structural); Sexton Design and Development, Greenville (landscape architect); RMF Engineering, Charleston (MEP/fire protection); and Ecoworks Studio, Atlanta (WELL certification)
Estimated completion date: spring 2024
Estimated total cost of project: $70 million
Description: The new United Community Bank headquarters broke ground on March 29 with Gov. Henry McMaster in attendance. Situated in downtown Greenville near the Grand Bohemian Hotel, the 118,000-square-foot off ice building will create 227 new jobs and serve as the national headquarters for UCB. It will be the largest bank headquarters in South Carolina upon completion. The off ice has excellent views of Falls Park and will be one of the first buildings in the state certified to WELL health and safety standards.
Miracle League Field Regional Recreation Complex, Moncks Corner
Developer/owner: Town of Moncks Corner
Architect(s): Stantec, North Charleston
General contractor: Construction Services Group
Project manager: North Charleston
Estimated completion date: November 2023
Description: Miracle League is an organization that helps those with disabilities play baseball. The Town of Moncks Corner is partnering with the Miracle League to bring a field to the Regional Recreation Complex so that everyone can play ball.
3503 River Ave., North Charleston
Developer/owner: Charleston County Public Library
Architect(s): McMillan Pazdan Smith, Charleston
General contractor: M.B. Kahn Construction Co., Columbia Engineer(s): ADC Engineering, Hanahan (civil, structural); DWG Inc., Mount Pleasant (mechanical, electrical, plumbing, fire protection); J&A Engineering, Marietta, Ga. (low voltage)
Estimated completion date: August 2022
Description: This projects consists of construction at the new 20,000-squarefoot Keith Summey North Charleston
Library, replacing the old Cooper River Memorial Library. The library will have a 100-seat auditorium, meetings rooms, a creative studio, computer stations, specialized children and teen areas and plenty of quiet study and reading space. The project incorporates elements of the old library into the design while featuring large clerestory windows on the building’s north side to fill the interior with natural light.
2830 Bacons Bridge Road, Summerville
Developer/owner: Dorchester County Library, Summerville
Architect(s): McMillan Pazdan Smith
General contractor: Hitt
Engineers(s): RMF Engineering, Charlotte (mechanical, electrical, plumbing); SeamonWhiteside, Greenville (civil); ADC Engineering, Greenville (structural)
Estimated completion date: Fall 2023
Description: Oakbrook Library at the Ashley River, one of three new branch libraries approved in a 2019 referendum, will serve one of the fastest growing communities in Dorchester County. A true 21st century library space, it
703 Easley Bridge Road, Greenville
Developer/owner: Judson Mill Ventures, Greenville Architects: McMillan Pazdan Smith, Greenville
General contractor: Triangle Construction, Greenville
Estimated completion date: Various completion dates by phase
Description: Judson Mill continues to grow with several new tenant upfits and building shell projects currently under construction. New tenant projects underway include JudHub, a shared office space oriented toward nonprofits, social entrepreneurs, and other mission driven companies; Stumphy’s Hatchet House, an axe throwing venue; Magnetic South Brewery’s second Upstate location; and
will feature multimedia resources, study rooms, creator spaces, and community meeting rooms. In addition, the library will tie into nature through the neighboring Ashley River Park.
offices and event space for High Spirits Hospitality. Two new building shells are also being completed for future tenants.
600 Canalside St., Suite 109, Columbia
Developer/owner: Bierkeller Brewing Co. LLC, Columbia Architects: Sherer & Associates, Columbia
General contractor: Mashburn Construction Co. Inc., Columbia
Estimated completion date: February 2023
Estimated cost: $1.13 million
Description: This project is the upfit of a shell space which will be transformed into a 6,389-square-foot, Germaninspired brewery. Once completed, the space will house a kitchen, dining area, outdoor seating space with roll-up windows for exterior service and new restrooms. It’s part of a bigger project is opening a full-production brewing facility, biergarten and restaurant at the CanalSide Plaza at Sola Station along the Historic Columbia Canal on the banks of the Congaree River.
630-2060
6801 Brookfield Road, Columbia
Developer/owner: Richland School District Two
Architect(s): LS3P
General contractor: Thompson Turner Construction, Sumter
Engineers(s): Buford Goff & Associates (mechanical, electrical, plumbing); CMTA, Richmond, VA (MEP); ADC Engineering, Irmo (civil and structural)
Estimated completion date: February 2023
Estimated total cost: $42.5 million
Description : A designated NASA explorer school for Richland School District Two, Forest Lake Elementary has 747 students in pre-K through
Williamston, S.C.
Owner: Anderson School District 1
Architects: Craig Gaulden Davis of Greenville and Stubbs Muldrow Herin of Mt. Pleasant
Engineers: Burdette Engineering Inc (electrical), Productions Unlimited (theatrical), Stephens Engineering (mechanical), ADC Engineering (civil), Arrowood & Arrowood (structural)
General contractor: Harper General Contractors
Completion date: 2022
Approximate cost: $33 million.
Description: Design for approximately 140,000 square feet of new construction
fifth grade. The new school is an onsite replacement for the existing school, which will remain operational during construction.
and 13,000 square feet of renovations for phased construction of a new school in place of the existing school facility for Anderson County School District 1. The school was constructed in phases requiring sequencing and possible temporary installation of power and telecommunications throughout the construction period.
100 N. Markley St., Greenville
Developer/owner: Hostmark Hospitality Group, Schaumburg, Ill.
Architects: Nichols Architects, Miami General contractor: Killian Construction
Engineers: McLeod Landscape Architects LLC (landscape); Johnson Nathan Strohe (interior); JGP Engineering Group PA, MEP; G.F. Consulting Engineers Inc. (structural)
Description: This project is inspired by Greenville’s historical buildings and urban fabric. The building recessed its facades, taking advantage of the sloping streets to allow pedestrians to discover underground levels from the sidewalk. The ground floor creates a
710 State Road 37, Seneca
Developer/owner: May Corp. LLC, Fountain Inn
Architects: SGA Narmour Wright Design
General contractor: Triangle Construction Co. Inc.
Engineers: Britt, Peters & Associates Inc. (civil/structural), Charlotte Mechanical Engineering (MEP), SGA Narmour Wright Design (landscape)
Estimated completion date: December 2022
Estimated cost of project: $45 million
Description: Triangle is currently in the process of preserving the textile mill and general store within the Newry
secondary relationship with the building at an intimate scale, welcoming people into the envelope. Materials are consistent with natural and raw materials like steel frames, bricks and mortar, typical of Greenville’s West End historic landscape.
Historic District. Our team is working to restore the historic mill building which will create 79 market-rate apartments, construct a new space for an additional 118, and preserve the general store for the U.S. Postal Service. Additional amenities include a grocery store, a cafe, an event venue, walking trails and green space.
301 Centennial Blvd., Clemson
Owner: Clemson University Architects: LS3P Associates, Greenville
Project manager: Brasfield & Gorrie, Greenville General contractor: Brasfield & Gorrie, Greenville
Engineers: Land Planning Associates Inc. (civil), AECOM & LBYD Engineers (structural), RMF Engineering (MEP and fire protection), Jonathan CECI (landscape architects)
Completion date: August 2022
Estimated total cost of project: $32.3 million
Developer/owner: Clemson University Architects: Goodwyn Mills Cawood, Greenville General contractor: Mavin Construction
Estimate completion date: October
Description: The west end of the facility will soon be home to Clemson’s new Student-Athlete Branding Institute, multi-purpose media spaces, a relocated applied science lab, and an NFL locker room for recruiting. The upgrade also includes new storage, equipment and hydration areas on the facility’s east side.
Description: The Memorial Stadium Renovation at Clemson University is a 24,000-square-foot renovation of the existing Masters Club and football stadium on Clemson’s main campus. It includes an addition of premium seating and club spaces, fan experience upgrades, a new videoboard, and ADA accessibility and seating.
161 Seven Farms Drive, Charleston
Developer/owner: Charleston Tennis, Charleston Architect(s): LS3P, Charleston; Rossetti, Detroit, Mich. General contractor: Choate Construction, Mount Pleasant Engineers(s): DWG, Mount Pleasant (mechanical); Seamon Whiteside, Mount Pleasant (civil); Geiger Engineers, Suffern, NY (structural) Estimated completion date: Spring 2022
1125 George Rogers Blvd., Columbia
Developer/owner: University of South Carolina
Architect(s): Quackenbush Architects + Planners
General contractor: Contract Construction, Ballentine
Engineer(s): Swygert & Associates (mechanical, plumbing, fire protection); Belka Engineering Associates, West Columbia (electrical); Timmerman Structural Engineering Group, West Columbia (structural)
Estimated completion date: 2022
Estimated total cost: $3.1 million
Description: Two concurrent projects provide upgrades to the fan experience on the stadium’s west side. The first includes two new elevators and an enclosed lobby with direct access to the 200 club level. The second project focuses on the main level west concourse, expanding outward with more than 5,000 square feet of space for gathering and small concession zones as well as views of Gamecock Park.
3250 Airport Blvd., West Columbia
Developer/owner: Richland-Lexington
Airport District, West Columbia
Architect(s): Miller Dunwiddie Architecture, Minneapolis
General contractor: Boyer Commercial Construction
Engineers(s): MECA (mechanical); The Ohmega Group (electrical); Foth Infrastructure & Environment, West Columbia (civil); Chao & Associates (structural)
Estimated completion date: January 2023
Estimated total cost: $18.2 million
Description: This project consists of a 20,000-square-foot building addition as well as renovation of and addition to the existing baggage-handling facilities, including a new baggage-handling system. The project also includes terminal renovation, exterior concrete, and internal renovation of the existing ticketing areas.
2901 Rosewood Drive, Columbia
Developer/owner: Cason Development Group
Architect(s): Garvin Design Group
General contractor: Boyer Commercial Construction
Engineers(s): Swygert & Associates, West Columbia (mechanical, plumbing); Belka Engineering Associates, West Columbia (electrical); Mabry Engineering Associates, West Columbia (structural); LandPlan South (civil)
Estimated completion date: October 2022
Description: This mixed-use development adapts an existing church building for use as apartments and adds new construction for retail,
520 Greene St., Columbia
Developer/owner: Smoky Properties
Architect(s): Sherer & Associates
Project Manager: Smoky Properties
General contractor: Pyramid Contracting, Irmo
Engineers(s): ETi Engineering, Vista Engineering, Derrick Structural Engineering,
Estimated completion date: August 2022
Description : This rooftop venue consists of steel columns and beams with wood roof joists. The building has an eight-foot–diameter spiral stairway and a wheelchair lift for customer
hospitality, and apartments. Key elements of the original church architecture remain, including the stained glass window and steeple above the main entry.
access. The open space includes a custom handrail, fans for air circulation, and motorized retractable screens for inclement weather. The design ties into the current front canopy and original renovation for the brewery.
The economy might seem uncertain as 2022 winds down, with interest rates still high, inflation still affecting both consumer and business pocketbooks and economic forecasters in the daily news talking about the possibility of recession in the future.
The commercial real estate sector in South Carolina, however, obviously hasn’t heard about any of that uncertainty.
Statewide executives and market researchers from Colliers South Carolina are in agreement that commercial demand is strong across the state in a wide variety of sectors, from retail to office, manufacturing, and warehouse and distribution space.
“2021 was our best year ever in the state and right now I think we are on track to exceed that or at least be close to it,” said Ron Anderson, vice president of research and information technology at Colliers’ Columbia office.
Manufacturing and distribution/ logistics is driving much of the demand for commercial property statewide, but Anderson also noted a strong demand for retail and high-quality office space as well.
Both the manufacturing and retail sectors offer evidence of the strength of the state’s strong commercial market.
A Nov. 29 report from Colliers showed industrial vacancies in South Carolina at an all-time low of 3.08%,
largely fueled by record-setting development in the speculative real estate sector, which makes up buildings constructed without a specific tenant in mind. Large speculative properties around the state are being built and quickly snapped up by manufacturers and especially by clients in the warehousing and distribution industries.
Distribution and logistics sites are doing so well because of high demand fueled by the consistent increase in online shopping and the continued increase in inventory coming through the Charleston port. Colliers recently worked with Columbiabased Red Rock Developments in securing the lease of an entire distribution building at the Sandy Run Industrial Park in Calhoun County to Missouri-based Smart Warehousing.
Developers and builders are responding to the industrial demand, with the report showing 24.6 million square feet of industrial space currently under construction statewide.
The retail sector is also doing well statewide. According to Colliers’ third quarter retail report, South Carolina is defying a national trend of lenders tightening the purse strings when it comes to retail investment. Retail vacancy around the state has decreased over the past year to 2.88%, and retail investors are finding support from local and regional banks who are showing more willingness to work with the sector than national banks are, according to the report.
The report showed retail vacancy rates in three of the state’s key
markets remained low in the third quarter, at 3.06% in Charleston, 3.45% in Greenville/Spartanburg and 3.89% in Charleston.
“Retail is doing well overall because it has very low vacancy rates and high demand,” said Patrick Nealon,brokerage associate for Colliers’ retail services team in North Charleston. “The downside is that very little retail has been built since 2008. Good retail properties are extremely competitive, making it hard for new businesses to break into the market. Low vacancy rates have put landlords in a very strong position for good properties.”
Nealon said retail activity in the Charleston market has been strong in recent months, with a number of retailers and restaurants seeking to expand into the market.
The positive commercial real estate trends are likely to continue despite economic trends largely because of burgeoning growth around most of the state, especially in Charleston and the Upstate.
“The commercial real estate market in general in the Upstate has been extremely strong,” said David Feild, Colliers’ market president for the Greenville/Spartanburg area. “Anytime you have positive in-migration like we are having commercial real estate by and large responds very positively to that. The Upstate has significant increases in population every month especially along the 85 corridor between Atlanta and Charlotte, and industry is following that population.”
Reach Christina Lee Knauss at 803-753-4327.
Charleston Harbor is now the deepest harbor on the East Coast at 52 feet.
At that depth, the biggest ships calling the East Coast can access South Carolina Ports’ terminals any time, any tide, a news release from the South Carolina Ports Authority stated. Ships filled with record imports and heavy exports can seamlessly sail through Charleston Harbor to SC Ports’ terminals.
This depth makes SC Ports more competitive, helping to attract new ship services, first-in-calls and more cargo to South Carolina, the release stated.
Gov. Henry McMaster and other
state elected leaders, Congressional members, project partners, business and maritime community leaders, and SC Ports officials gathered to mark the successful completion of the project.
The deepened harbor will support South Carolina’s economy and Southeast supply chains, according to the release.
“It is a truly historical moment to be celebrating this monumental achievement. Charleston Harbor has been deepened to 52 feet,” SC Ports President and CEO Barbara Melvin said at the event. “With the deepest harbor on the East Coast, we can efficiently work mega container ships at any tide. This investment will bring economic success to South Carolina for generations to come.”
South Carolina Ports and the U.S. Army Corps of Engineers, Charleston District partnered on the Charleston Harbor Deepening Project, the release stated. The roughly $580 million infrastructure project was fully funded by state and federal dollars.
Deepening work began in 2018, thanks to $300 million the state set aside in 2012, followed by several infusions of federal funding, according to the release. In 2019, Congress appropriated $138 million for the project, funding it to completion.
The Army Corps awarded five dredging contracts — three to Great Lakes Dredge and Dock Corp., one to Norfolk Dredging Co. and one to Marinex Construction Inc. — and the work was completed in four years, the release stated.
Deepening began in the entrance channel and continued through the harbor up to SC Ports’ three container terminals.
“Many great things come from humble beginnings, and Charleston Harbor is no exception,” said Lt. Col. Andrew Johannes, USACE, Charleston District, District Engineer and commanding officer, in the release. “In 1760, during the age of sail, the harbor averaged a depth of only 12
Our deepening project was completed faster than any other project of its kind in the nation. It required tremendous dedication, collaboration and creativity from everyone involved over the past decade”
– Barbara Melvinfeet. Nearly 100 years later, in 1851, the harbor underwent its first deepening to 17 feet to accommodate larger, heavier steam vessels and the
World’s first hydraulic dredge, the General Moultrie, was employed.
“…the Army Corps of Engineers working with our great partners has deepened the Charleston Harbor to a depth of 52 feet and the harbor can now safely accommodate the largest cargo ships in the world at any time, thus strengthening the economy of South Carolina and the nation.
The entrance channel was deepened to 54 feet to seamlessly handle vessels coming and going to SC Ports. A 52-foot depth was achieved in Charleston Harbor up to both Wando Welch Terminal and Leatherman Terminal, and a 48-foot depth was achieved between Leatherman Terminal and North Charleston Terminal, the release stated.
Turning basins were also widened in front of Wando Welch Terminal and Leatherman Terminal, enabling ships to easily pass one another and turn around without restrictions, according to the release.
“Our deepening project was completed faster than any other project of its kind in the nation. It required tremendous dedication, collaboration and creativity from everyone involved over the past decade,” Melvin said. “We had an amazing project partner — the U.S. Army Corps of Engineers, Charleston District — as well as the dredging companies, environmental groups and business partners who worked alongside us. Thank you to Governor Henry McMaster, the SC Legislature, our Congressional delegation and the Obama and Trump Administrations for fully funding this transformational project.”
Imagine being on the front lines of a historically challenging hiring market.
That’s what the honorees in our Staffing Agencies Power List are staring down in 2023.
“The struggle to find and retain talent is real,” says Betsy Anthony, chief operating officer of Find Great People, one of the honorees who you will meet in the following pages.
Now imagine that challenge being exacerbated by a global pandemic that reshaped the workforce landscape as we once knew it. The Great Resignation, which saw 48 million workers quit their jobs in search of better work, is still creating waves in the labor market.
How do employers find the right fit in a world of remote and hybrid trends?
Good question.
What’s the main reason people aren’t working in South Carolina, even if they’re able to do so?
“The top answer — perhaps surprisingly, given how strong the labor market has been in the past 18 months — was low pay with 23% of respondents indicating this was a barrier,” wrote the SC Department of Employment and Workforce Labor Market Information Division, in its most recent South Carolina Data Trends survey.
I’m confident our Power List honorees are working on solutions.
Quick note: Due to space constraints, edits were made to the profiles on these pages. For the full profiles, find this feature online at scbiznews.com.
Got an idea for a Power List honoree? Let me know. Contact info is below.
As always, thanks for reading.
Jason Thomas is the executive editor of SC Biz News. Reach him via email at jthomas@scbiznews.com.
Title: Vice President & Chief Operating O icer Company: OpSource Sta ing, Inc. Years in the staff ing industry: 23
What has been the biggest post-pandemic workplace challenge in lling open positions? Employee Retention followed closely by Recruiting and Applicant volume.
What is the biggest need you’re seeing from employers?
The biggest need we are seeing is for applicants and/or employees that do not insist on working remote exclusively or only working part time. They need employees that can adapt and embrace jobs where remote working is not an option and employees that cam meet shift schedule requirements.
How can companies most e ectively shape their hiring strategy?
A retention strategy that is effective is the best hiring strategy. People do not stay where they do not like to be. Hiring the desired number of employees will not matter if they do not stay with you.
My dream job is one where I can be of service to as many people as possible. Where the culture is one of support and where teammates experience positivity, kindness and generosity from each other as well from Senior Managers.
Title: Chief Operating O icer Company: Find Great People Years in the staff ing industry: 16
What has been the biggest post-pandemic workplace challenge in lling positions?
Specifically, in the last few years, there have been significant shifts in what employees value, what they want in employers, and why they choose to leave or stay in their role. It has become necessary for HR leadership to develop and implement new strategies to successfully find, align, and retain employees.
It’s important for organizations to focus on their employer brand and be intentional about finding ways to stand out from the crowd. Companies should consider the following when looking at their hiring, onboarding, and retention strategies: Flexibility, wellness, culture and growth opportunities.
How can companies most e ectively shape their hiring strategy?
Whereas HR traditionally focused on hiring and compliance, they are now being pushed to take on additional focus areas such as retention, engagement, diversity & inclusion, and overall culture in a much more strategic manner. As new generations have entered the workforce, societal norms have shifted, new value platforms have been highlighted, and new work models (i.e., hybrid and remote models) have become more popularized, there has been an inevitable need for companies to react with new creative strategies.
Congratulations to our very own Bruce Alexander on being named one of the “Power Players” in the staffing industry! Alexander has over 35 years of manufacturing, HR, and staffing experience. He currently serves as Vice President & Chief Operating Officer, and with his knowledge and guidance, OpSource Staffing has become one of the best staffing agencies in the Southeast. OpSource Staffing has remained aggressive in it’s growth strategy and has opened two new branches this year with plans to open two more next year. The company has embraced multiple emerging technologies to increase the efficiency and effectiveness of it’s recruiters.
OpSource is a proven player in staffing world with a talented team of professionals using the latest technology to deliver superior service to it’s clients.
Title: Director of Operations
Upstate O ice Company: Condustrial Inc.
Years in the staffing industry: 5
What has been the biggest post-pandemic workplace challenge in lling open positions?
With the great resignation after Covid it has really tightened the labor market and it has been tough getting employees back to work. It is the most difficult time that I can remember and it has caused us to become more creative in attracting quality employees. I think in the Upstate we have been helped by the numbers of new families moving to the Greenville/Spartanburg area. We begin working with them long before they move to the Upstate, so they know they have a job once they arrive. I always try to welcome them and ease their anxiety of moving to a new city.
What is the biggest need you’re seeing from employers?
Good, dependable, employees who will show up and give a fair day’s work for a fair day’s pay. Employers are having to pay quite a bit more for the same employees they had a year or two ago and I try to talk with all our candidates about how important it is show up on time everyday and when at work do the best that they are capable of doing. If they do this, they will most likely guarantee themselves long-term employment and the opportunities for advancement are greatly improved.
How can companies most e ectively shape their hiring strategy?
I think by using a professional staffing company like Condustrial Inc. I was talking with an HR Manager this week and their comment was “I spend all my time setting up potential candidates, send them to a drug testing facility, run a background check and I never hear from them again”. That is what Condustrial is here for to find and screen candidates, present only those candidates that have passed the company’s requirements. We then present the HR Manager with qualified candidates for consideration.
This greatly reduces the wasted time for the company. Recruiting, screening, and processing is all taken off the HR Manager and they are left with the quality applicants that Condustrial provides.
Title: Vice President
Company: Godshall Recruiting Years in the staff ing industry: 19
What has been the biggest post-pandemic workplace challenge in lling positions?
In a nutshell, I would list 3 factors: baby boomers have decided to retire leaving a large void in experienced employees. Although some are interested in temporary/contract opportunities, most are content and will enjoy the new lifestyle. Secondly, the gig economy (i.e. uber drivers) has created competition for workers and offers more flexibility for someone who would have normally worked in a traditional 9-5 role. Third, the pandemic seemed to create more of a relaxed / stay at home mentality that has kept a portion of workers voluntarily on the sidelines. Until economic conditions change, I would expect more of the same.
What is the biggest need you’re seeing from employers?
Accounting, Finance, Healthcare and Engineering. These are typically jobs that are always in demand, but particularly in today’s environment.
What is your dream job, and why?
If I wasn’t in staffing, I could be happy working at a ranch similar to Yellowstone!!
Title: CEO
Company: Human Technologies, Inc. Years in the staff ing industry: 35
What has been the biggest post-pandemic workplace challenge in lling positions?
Probably the biggest challenge is the RETENTION of good employees. The job market has been so hectic. So many openings and a shortage of people. Companies across most sectors are seeing an uptick in turnover. So, The challenge has been: how do companies modify their culture to attract and retain the people they need?
What is the biggest need you’re seeing from employers?
Coaching on how to build a resilient “people system” that attracts the talent they need but also helps them retain, develop and grow employees.
How can companies most e ectively shape their hiring strategy?
Well, I’d start with actually having a strategy! Many companies this year have been in survival mode. And facing severe labor shortages coupled with higher turnover, they have just had to hire who they could. So, my advice is simple: develop a strategy, utilize objective outside help, and put in place an approach to both attracting the people you need and then retaining and developing them. The job market will continue to be difficult moving forward.
Title: CEO/President
Company: GPS – Gallman Personnel Services Inc.
Years in the staff ing industry: 36
What has been the biggest post-pandemic workplace challenge in lling positions?
Increasing wages to entice talent seems to be the prevailing tactic but retaining that talent is the ultimate challenge as there is always another employer offering more. While these wages, bonuses, and flexible workspaces lure candidates, ultimately companies must realize that job seekers, whether in manufacturing/industrial, service, health care, etc., have ample positions in the job marketplace to gain fulfilling and monetarily beneficial employment. If the employee is not engaged, they will simply transition into the open arms of the next employer anxiously seeking their willingness to work.
What is the biggest need you’re seeing from employers?
Use caution if you are engaging in the wage wars. You can quickly price yourself out of business with ever-increasing wages without comparable production and price increases. Yes, South Carolina is long overdue for a wage correction; however, there is more to achieving employment satisfaction than the dollar. Culture and engagement are key. Most employees want to be a part of something bigger than themselves where they are valued, offered growth, and allowed a voice. The wage war can be maintained by big business but can very well be bad news for the small businesses of South Carolina.
Title: CEO & Founder
Company: Kester Search Group, LLC
Years in the staff ing industry: 16
What has been the biggest post-pandemic workplace challenge in lling positions?
We are seeing candidates being more risk-averse and hiring managers are being more picky. Candidates are looking for the perfect job to make a move and the hiring managers are also trying to check a lot of boxes.
We are also seeing a strong desire from millennials and Generation Z to work remotely, and that is not an option for certain roles.
What is the biggest need you’re seeing from employers?
Engineers, software developers, IT Manager, and sales and marketing roles.
How can companies most e ectively shape their hiring strategy?
We would recommend that you utilize internal HR for the routine, high volume positions, and then partner with an external specialist boutique firm for leadership and sales and marketing positions.
What is your dream job, and why?
My dream job is my current role, of CEO and founder of a privately held, high growth recruiting firm that is laser focused on improving lives, building great companies, and driving innovation.
Title: President/Owner
Company: Fulcrum Sta ing, LLC
Years in the staff ing industry: 22 years
What has been the biggest post-pandemic workplace challenge in lling positions?
I think that the biggest challenge in filling open positions postpandemic has been salary expectations. On the company side, the biggest challenge has been adjusting to the increased salary expectations that candidates have. And on the candidate side, it’s been holding out for more money because they think they can. Whenever two parties negotiate at cross-purposes, you always have a challenge.
What is the biggest need you’re seeing from employers?
I think the biggest need we’re seeing here with South Carolina employers is finding quality candidates who are willing to do whatever it takes to get the job done (i.e., who aren’t clock watchers or who don’t mind working in the office or who get that it’s about producing results and not about filling up hours).
How can companies most e ectively shape their hiring strategy?
I think that most companies have good intentions to work through a process to get a quality candidate but that they usually short cut it to get someone to fill a position. So, the number one change they should make is to develop a clear hiring process and then stick to it religiously.
Title: President Company: The Newell Group Years in the staff ing industry: 22
What has been the biggest post-pandemic workplace challenge in lling open positions.
Finding candidates who are able to work in office. Most prefer remote work post pandemic.
What is the biggest need you are seeing from South Carolina employers?
Qualified technical associates.
How can companies most e ectively shape their hiring strategy?
Make a huge effort to improve their hiring brand from ad to start date. Timely feedback after each point of conversation and all the information the candidate needs to understand your company culture and objectives.
What is your dream job, and why?
I would like to be the Director of a non-profit for special needs adults. I have three brave a beautiful speech needs family members who have been very inspiring to me. Also, I would like to dot the I for every Ohio State home football game.
Title: Regional Vice President Company: AppleOne Employment and All’s Well Heathcare
Years in the staff ing industry: 17
What is the biggest need you’re seeing from South Carolina employers?
I have found over the last couple of months that employers desperately need help in advertising their opportunities successfully and having a partner they can rely on to help them create as much “buzz” as possible about why their organization is a great place to work. As a leader in the staffing industry, my job is to be a true “Hype Man” for the companies that trust me.
How can companies most e ectively shape their hiring strategy?
I firmly believe that a hiring strategy is twofold. You start by attracting talent through understanding what makes your company unique and marketable. In order for this first part to be successful you also have to do the hard work, which is maintaining engagement and retention. Your company can hire, but if you do not engage your new and current staff you cannot attract and maintain culture. With us as a partner we help you in the pursuit of both of these key components of the hiring strategy. Having a partner that will do the work alongside you is an important part of holistically looking at your ongoing hiring process and yearly strategy to stay relevant in our fast-paced market.
Title: Chief Executive O icer Company: TM Floyd & Company Years in the staff ing industry: Over 30 years in IT consulting and sta ing
What has been the biggest post-pandemic workplace challenge in lling open positions? The pandemic caused a significant shift in people’s priorities and expectations with regards to their personal lives and professional careers. Aligning this new mindset with employer’s requirements and needs necessitates greater flexibility, creativity, and communications than ever before as we are the bridge between these professionals and the companies needing their expertise.
What is the biggest need you’re seeing from South Carolina employers? Currently, there is a strong demand for all types of IT professionals with new requests for application developers, cloud experts, infrastructure and cybersecurity specialists, business analysts, and technical support personnel being created daily.
How can companies most e ectively shape their hiring strategy? Companies that have clear goals that translate into well-defined job positions, operate in team environments that value and show appreciation to their employees, provide for flexibility with their employees, and act decisively are the ones that are getting the top talent.
Title: President
Company: Recruiting Solutions
Years in the staff ing industry: 10.5
How can companies most e ectively shape their hiring strategy?
There are very few companies that have not been affected by the current labor market. The question for business owners is, “Where is your company being impacted the most?” Focus on the areas impacted the most and apply remedies that address the specific weak spots in your organization. Data is key! The more data a company has, the better off they are when building a plan.
While most organizations are aware of their overall turnover rate, do they know which shift, supervisor, position is being affected the most and why? At what point in an employee’s life cycle are you experiencing the most attrition? What percentage of your turnover is voluntary vs. involuntary and what are the top reasons among each? How do you measure the impact of attrition from your top performers?
These are a few starter questions that can help a company consider the costs associated with their current hiring strategy. We’ve worked with many companies where the cost of an increase in worker wages has been more than offset by savings generated in other areas.
Historically, employers have evaluated their hiring strategy on an annual basis. I would encourage any business owner to adjust and review this on a quarterly basis moving forward.
Title: President, East Coast
Company: EmployBridge / Hire Dynamics
Years in the staff ing industry: 25
What has been the biggest post-pandemic workplace challenge in lling positions?
Post-pandemic has provided job seekers many options for work schedules including adjusted shift times and flexible remote work schedules for partial weekdays or full remote. Since the pandemic many candidates have increased personal responsibilities that is a larger part of their decision on where and when to work. Job seekers now look more closely for positions that fit their personal work-life balance which can create a time delay in fulfillment of open positions.
What is the biggest need you’re seeing from employers?
South Carolina is a great state to work and has a large variety of different business segments. South Carolina employers continues to thrive and seek out top quality candidates who will truly be loyal to the organization. With the large amount of growth in the state which includes growth of the companies there is a large opportunity for candidates to increase their skill set and be promoted within the SC companies.
How can companies most e ectively shape their hiring strategy?
Timely decision on hiring for quality candidates is important so the candidates can commit and will not seek other opportunities.
NFTs have created a new property right that overlaps with existing intellectual property laws. For example, photographs can be protected by traditional copyright laws. If a photographer sells her photo to a buyer, normally the buyer has the photo but not necessarily the right to prepare a derivative work. When that buyer makes an NFT about the photo, the NFT could include a “copy” of the photo which may not be allowed under copyright. That same buyer has also created a new property right, the NFT, that could have independent value apart from the photograph. As you can see, this complicates ownership rights as well as IP rights.
To be clear, the NFT and copyright are intertwined. The NFT likely does not enjoy copyrights independently of the underlying work. One example of confusion this can cause is the litigation between Quentin Tarantino and Miramax concerning rights to Pulp Fiction NFTs. Tarantino argued the NFTs were linked with media from the screenplay, rights Tarantino retained. Miramax sued on the theory the NFTs constituted a new and emerging technology it could commercialize without payingTarantino. This case eventually settled.
Further, IP rights are generally exclusionary. They give the intellectual property right holder the right to exclude others from doing something. IP rights could be used to prevent others from making NFTs. An NFT could also increase the value of an original work because the work can be verified as original and, therefore, more valuable.
One current impact on NFT value is the situation with FTX. It created a “cybercurrency winter” which has engulfed the value of NFT, causing them to drop. The value of “The Currency,” a collection of NFTs by artist Damien Hirst, fell 12.6% on November 16th while Moonbird NFTs fell 4.7% and Bored Ape Kennel Club fell 8.3%. The full effect of the FTX situation is not over.
Generally, I believe whatever trajectory you were on preCOVID was accelerated. If your business was doing well, it improved and if it was trending down, that accelerated. There are exceptions for businesses that were severely disrupted, such as restaurants.
COVID created a wave of geographic untethering. Physical location was no longer important. Entrepreneurs, by nature, were faster to adapt and generally did well. Ideas flowed and IP protection was sought. We’ve seen a dramatic increase in patent applications in the past several years that we believe is a result of the ability to collaborate online.
Improvements in IT and software have resulted in more computer patent applications than in the past. Mostly, we’ve seen the intellectual property activity increase with the application of new technologies, rather than the technologies themselves. For example, companies using blockchain are filing for more patent applications directed to the use of blockchain, rather than patent applications directed at blockchain itself.
Have an intellectual property plan that supports your business. This plan usually includes an IP preservation plan that matches the business needs and is created considering the resources available. Working with an experienced IP attorney that takes the time to understand your business and its goals can be very important to this process.
Having experience with this, I assisted a South Carolina University in being granted what I believe to be its first AI patent, I think the application of AI will be where patentability lies. AI as an engine will likely not enjoy much IP protection. The learning process, the application of the AI, and the results produced will be where the activity lies. AI requires a learning phase. This phase and process is where IP rights will likely be used most. After all, bad learning produces bad results.
There was a client who was working with another attorney and was frustrated with the time the process was taking. The client felt that the attorney was going through the motions without really taking the time to understand the client’s business. We were asked to assist and, within a few weeks, filed the patent applications and formed the company. The company found some investors and was able to bring their product to market within a few months. Our client-centric approach and the efforts we made to shorten the “getting ready to get ready time” resulted in a commercial product the client says occurred much faster due, at least in part, to our legal services.
Doug Kim is an intellectual patent attorney and founder of Kim Lahey & Killough Law Firm in Greenville.
1. How have non-fungible tokens (NFTs) and digital assets a ected intellectual property law?
2. How do you see artificial intelligence (AI) patents evolving in the future?
3. What kind of impact did the COVID-19 pandemic have on new patents and entrepreneurs seeking intellectual property services?
4. What is the best piece of advice for an entrepreneur or startup with protecting their intellectual property as they launch their dream?
5. Tell us about your most memorable client experience, and what you learned from it.
Join companies from across South Carolina in the annual Best Places to Work in South Carolina program and let’s all find out together!
Best Places to Work in South Carolina is a researchdriven program from Best Companies Group that examines your company’s practices, programs, and benefits and surveys your employees for their perspectives.
Winners will gather to celebrate their accomplishments at a party unlike any other and will be honored in special editions of SC Biz News publications.
