may 22, 2015 ubj
DESCRIPTION
Upstate Business Journal published for the Upstate of South Carolina. Designed and created by Community Journals.TRANSCRIPT
MAY 22, 2015 | VOL. 4 ISSUE 21
GHS 2015
IMED’s vision: Transform property along I-185
into a collaborative health care, life science and biomedical
innovation corridor in the Upstate
2020 AND BEYOND?
TEXAS MEDICAL CENTER, 1950s MD ANDERSON CANCER CENTER, 2000s
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G O O D S O L U T I O N S . G R E A T P A
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EEDS.Tom Wilson &Tim WilsonPalmetto AdhesivesGreenville, SC
Member FDIC1.800.PAL.BANK palmettobank.com
THE PALMETTO BANK MAKES IT EASY.
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We need a good partner for our growing and expanding company. We believe The Palmetto Bank has what we need in a banking partner for a long time to come. They make it easy.”
NEWS | HEALTH CARE & TECHNOLOGY | 3upstatebusinessjournal.com
The Iron Yard’s Digital Health Accel-erator cohort includes startups aimed at first responders, doctors, diabetes, per-sonal fitness and cyber security, accord-ing to The Iron Yard Ventures this week.
Selected from a 200-member appli-cant pool, each of the nine companies will receive $20,000 in investment and office space at The Iron Yard in Spartan-burg, where they will build their compa-nies for the next three months.
“These nine startups and their found-ers are a diverse group with standout backgrounds that are solving real prob-lems that have potential to improve our healthcare system and make significant impact in customer’s lives as well as their bottom line,” said Iron Yard Ventures Managing Director Marty Bauer.
The fifth cohort will r e c e i v e help with marketing, branding, legal work and ac-c o u n t i n g s e r v i c e s , and will have access to the pro-gram’s full-
time developer, designer and executive in residence. Startups also participate in an August demo day in Spartanburg and the Health 2.0 conference in Silicon Val-ley in October.
Iron Yard announces Digital Health Accelerator membersFifth cohort includes Siri for doctors, first responders startups
ASHLEY BONCIMINO | [email protected]
PROALERT Winner of last year’s Startup Week-end in Greenville, the ProAlert app helps first responders save time by integrating dispatch data with GPS and including a treatment protocol reference.
proalertapp.com
PRENOVATEPrenovate helps patients with chronic condi-tions improve their health by helping them track, analyze and make changes to their eating patterns.
prenovatemeals.com
PLAY-IT HEALTHPlay-It Health provides software that helps patients adhere to their medication prescriptions by remind-ing them when and how much of each prescription to take.
playithealth.com
HEADSUP HEALTH Headsup Health gives patients more control of their health infor-mation by letting them record and manage their personal health and fitness records.
headsuphealth.com
INTUNETO Intuneto allows people to share their health and fitness habits on a platform in order to engage and in-spire other users.
intuneto.com
TRIAGE SECURITYThis security software detects and prevents cy-ber threats.
triagesecurity.com
HYGEIA HEALTH Hygeia Health helps clinicians capture vital records information in one place using a so-called “outpatient kiosk” that reduces transcription errors.
www.hygeia.us
DATA MINDED SOLUTIONSD M S prov ides a decision m a n -agement p la t fo rm for clini-cians and patients dealing with diabetes care.
datamindedsolutions.com
GLASSCHART Descr ibed as “Siri for d o c t o r s , ” Glass Chart d e v e l o p s mobile soft-ware tools to improve physician healthcare delivery.
glasschart.co
ProAlert
WHERE THEY’RE FROM
Greenville
Atlanta
Chicago
Houston
Kansas City
San Francisco
New Jersey
Virginia
Two spring conferences hosted by Greenville-based ScanSource Inc. had a combined $1.6 million impact on the Upstate economy, according to an analysis by tourism agency VisitGreenvilleSC.
The March and May conferences are normally held in separate cities, but ScanSource partners were so impressed with Greenville that the company had to bring the conference
back home, said ScanSource World-wide Communications and Services President Mike Ferney.
“So much of what’s defined Scan-Source is our people and our culture, and that people and culture are reflected in Greenville,” said Ferney, who said the conferences draw close to 1,000 C-level executives and lead-ers from ScanSource partners from
around the world. ScanSource operates as a whole-
sale distributor between the manu-facturers and resellers of specialty technology products, which makes partner conferences excellent net-working opportunities, he said. “You give them a slice of the broader mar-ket as well,” he said. “You get to see not only a bunch of your partners, but a bunch of prospective partners.”
In March, the company hosted its four-day Worldwide Partner Conference, including an estimated
600 attendees for a total impact of $886,000 in business spending and taxes, according to the report. The 1Comm May conference this week is expected to have an impact of $747,000, and included local Upstate speakers from BMW, Green-ville Health System, Milliken and Greenville County Schools, accord-ing to the agenda.
Founded in Greenville more than two decades ago, ScanSource em-ploys more than 620 people locally and 2,000 people worldwide.
ScanSource events pack $1.6M economic impactASHLEY BONCIMINO | [email protected]
4 | THE RUNDOWN | TOP-OF-MIND AND IN THE MIX THIS WEEK UBJ | 05.22.2015
VOLUME 4, ISSUE 21
Featured this issue:Iron Yard adds 9 health care startups to cohort 3Gower and Cox laid foundation for Upstate manufacturing 10James Street a target for Greenville revitalization 16
Lidl, a German-based grocery store similar to Aldi, could be
heading to Greenville in the near future.
Look for a new high-end art gallery to open on East North Street in the coming months.
Word is the owner is an art dealer with galleries in North Carolina
and Florida.
TBA VERBATIMWORTH REPEATING
“It was a lot to ask of the industry to do this in such a short amount of time,
and man, they’re making good time with it.” Page 6
“No finer or better carriages, buggies, and wagons can be purchased
anywhere than in Greenville, S.C.” Page 10
“This could be a seminal moment for the ecosystem in life sciences in the
state.” Page 12
MONEY SHOT: The Rev. Billy Graham, second from right, helps break ground for Greenville Memorial Hospital on Nov. 14, 1969. The temperature that day had dropped from 74 to 38 degrees before the program finished. Photo provided by Greenville Hospital System Archives.
On leadership
“A leader is a dealer in hope.”
Napoleon Bonaparte
INFORMATION YOU WANT TO KNOW | ENERGY | 5upstatebusinessjournal.com
www.CarltonMB.com864.213.80002446 Laurens RoadGreenville, SC 29607
Passion you can see.Beauty you can feel.
The 2015 E550.
Duke to convert coal-burning Asheville plant to natural gas
Upstate Duke Energy customers will likely feel no direct impact to utility rates as the company plans to replace a 40-year-old coal-burning plant in Asheville, N.C., with an eco-friendlier $750 million natural gas facility.
The Charlotte-based utility announced this week its plans to retire the coal plant at Lake Julian while building a new natural gas-powered site that includes creation of solar energy – a week after Duke Energy pleaded guilty in federal court to nine criminal violations of the federal Clean Water Act related to coal ash polluting the Dan River in North Carolina. The company was fined $102 million and placed on five years probation.
Duke Energy, the nation’s largest electric utility provider, said the proposed 650-megawatt natural gas-fired plant in Asheville would be on the same site as the coal facility. With more than 1 ½ times the capacity of the current coal-burning plant, the natural gas facility will power more than a half-million homes, the company said.
The new plant and solar arrays are projected to cost $750 million. The plan also includes investing approx-imately $320 million to build a transmission substa-tion near Campobello in Spartanburg County and connect it to the Asheville power plant. It also includes
upgrading and rebuilding addi-tional electrical infrastructure such as transmission lines and distribution substations.
Electricity use in Duke En-ergy’s Asheville service area has doubled in the last 40 years, the company said, requiring about 400 megawatts of power imported from other areas during peak demand periods to ensure system reliability. The region’s power could expand by 15 percent over the next decade.
As for utility rates, new capital investment announcements won’t lead to new rate increases for customers in the “near future,” said David Scanzoni, a Charlotte-based Duke spokesman. The most recent rate increase occurred in July 2014.
A week ago, Duke began removing about 1.4 million tons of coal ash from the W.S. Lee Steam Station in Anderson County, a top concern for local environmental groups worried the coal byproduct could pollute the Saluda River.
Duke closed the coal-burning units of Anderson County facility in 2014 and also plans to begin con-struction of a natural gas plant on the site similar to the proposed operation in Asheville.
The utility has said it plans to shift energy produc-
tion to less environmentally polluting methods, and recent issues have encouraged more rapid action. The company said the future natural gas plant in Asheville would sig-nificantly reduce toxic gases currently produced at the site.
D.J. Gerken, a senior attorney at the Southern Environmental Law Center’s Asheville office, said Duke’s recent announcements ad-vance efforts to encourage less
pollution in exchange for energy production, but fall short of decreasing reliance on fossil fuels.
“Duke Energy’s plan also relies on construction of a new natural gas plant on site, which is a missed opportunity for a greater investment in renewable energy,” he told the Upstate Business Journal.
Duke spokesman Scanzoni said the energy provider continues to balance providing reliable, affordable energy with environmental concerns. It no longer operates any coal plants in South Carolina. After retiring the coal-powered plant in Asheville, the company will still have six others in North Carolina.
“We’re trying to find the right balance between affordable, reliable and increasingly clean energy,” he said.
ROBBIE WARD | [email protected]
The Duke Energy Asheville Plant
6 | HEALTH CARE | NEWS UBJ | 05.22.2015
Spurred by fast-approaching federal penalty deadlines, some of the Upstate’s largest hospitals are investing hundreds of millions in electronic health records systems that can require thousands of train-ing hours and dozens of new staff to implement and maintain.
While single record systems can increase efficiency and reduce over-head for providers, ultimately the in-vestment pays off through increased patient transparency and fewer data errors, redundant tests, lost files and administrative time, they say.
“The patient is going to be the winner,” said Bon Secours St. Francis Director of Clinical Informatics Becky Carter, who said increased workflow efficiency and real-time information updates help physicians make better decisions. Implemented in 2008, Bon Secours was one of the first in the Upstate to switch to a one-patient, one-record electronic medical records (EMR) system, but many in South Carolina have already followed suit.
PULLING IT TOGETHERThe move preceded a 2009 federal
law designed to encourage EMR use in U.S. hospitals, an act that included incentives to make the switch and will eventually impose penalties for systems that don’t achieve certain levels of meaningful use of EMRs. While many providers use some form of EMR system, patient records have historically been spread across multiple systems and interfaces.
In South Carolina, 63 percent of non-federal acute care hospitals had at least a basic electronic health re-cords system in 2013, according to a report from the Office of the National Coordinator for Health Information Technology. While South Carolina’s adoption rate is higher than the 59 percent national average, the changeover is complete across the board, said South Carolina Hospital Association Director of Federal and Member Advocacy Elizabeth Burt.
“Ultimately it is a pretty significant shift in improving how we care for our patients and communities as a whole, in trying to improve the health of ev-eryone,” she said. “Hospitals in South Carolina have done great things in
the quality arena in trying to improve patient care. … It was a lot to ask of the industry to do this in such a short amount of time, and man, they’re making good time with it.”
IMPROVING CONFUSING SYSTEMSSome – such as Bon Secours,
among others – are working on the third stage of proving meaningful use of its EMR system, while others are in various stages of selecting, negotiat-ing contracts or implementing them.
Greenville Health System ap-proved $97 million to implement a single record system across eight hospitals and close to 1,000 phy-sicians, according to GHS VP of Information Services and CIO Rich Rogers. The near three-year process will consolidate 50 systems into one to “ultimately lower the costs of healthcare for the Upstate commu-nity,” he said. The system will go live in six pilot physician practices next month, followed by 130 practices in July and the entire system in Febru-ary of next year.
AnMed Health is in the final stages of selecting a vendor that could cost $75 million over five years, accord-ing to the center’s CEO Bill Manson. The investment could be AnMed’s largest non-building investment to date, he said.
Shifting from multiple systems cuts down on overhead costs, increases efficiency and minimizes delays, said Spartanburg Regional System VP and Chief Information Officer Harold Moore, who hopes to have their EMR system – called Epic – fully up and running by October 2016.
“It was confusing and time-con-suming,” said Moore, who said it took a year to sift through vendor options. “This is going to help automate some processes and workflows that hap-pen manually right now.”
A prescription, for example, historically had to pass through multiple hands – such as nurses, unit scribes or other staff – to be recorded and processed. “If five doctors do that at the same time, it backs up,” said
Carter. With a certified EMR system, the doctor can input the information and it’s instant, she said.
TEAM EFFORTBut consolidating from three to one
system takes more than purchasing the software and installing it, said Moore. Spartanburg Regional hired an additional 50 staff members last month from all over the country to help imple-ment and maintain the EMR system long term, he said, and the bulk of his 6,000 existing staff will need three to four days of training to use it.
In fact, Moore said Spartanburg Regional plans to renovate and increase the footprint of its training facilities in order to squeeze training into the month before the system goes live. After that, the space will be used to help refresh and update staff on regular system upgrades, scheduled every 18 months, he said.
Carter said Bon Secours has ar-chitect and IT teams in Richmond, but maintains a Greenville staff of 12 application coordinators, four physi-cian support technicians and three onboarding and training nurses to support its four local campuses.
“When you turn on electronic re-cords from a paper process, it chang-es everything,” she said. “It changes all the workflows, how different departments communicate with one another, different interfaces. There’s just tons and tons.”
New challenges will of course include when the system or Internet networks go down, said Carter, but the 24-hour IT support team has thus far kept downtime to a mini-mum. Keeping patient information limited to “one patient, one record” – as well as giving the patient access to his entire medical record through an online portal – is worth it for a variety of reasons, she said.
Health care centers that use the same vendor can request and share a patient’s medical record much more easily than before, she said. Instead of calling or faxing requests and patient records across systems – say, when a patient gets hurt during vacation in Charleston, for example – clinicians can more quickly see a patient’s con-ditions, allergies, procedures and tests.
“With all hospital systems using different things, there’s not an easy way to do that,” she said.
Hospitals ditch paper, double down on digital ASHLEY BONCIMINO | [email protected]
“The patient is going to be the winner.”
Becky Carter, Bon Secours St. Francis director of clinical
informatics
Bon Secours St. Francis Board of Directors named R. Craig McCoy the new CEO for Bon Secours St. Francis Health System.
McCoy has more than 20 years of experience in the health care indus-try. He most recently served as CEO of Emory Saint Joseph’s Hospital in Atlanta. His other experience in-cludes serving as CEO at Paradise Valley Hospital in Phoenix, Ariz., and vice president of professional services at Oconee Medical Center in Seneca.
M c C o y grew up in G r e e n v i l l e and gradu-ated from Furman Uni-versity with a degree in business ad-ministration. While earning his master’s degree in health administration from Clemson University/Medical University of South Carolina, he worked as a paramedic with Greenville County EMS. “Serv-ing as a paramedic gave me a strong base of clinical knowledge and critical thinking skills for the daily challenges in the ever-changing world of health care,” McCoy said in a release.
“Craig is joining the Bon Secours ministry at an exciting time; Bon Secours St. Francis is positioned for tremendous growth,” said for-mer CEO Mark Nantz, who is now an executive vice president with the Maryland-based health system.
Camilla Hertwig, board chair of Bon Secours St. Francis, said in a statement, “The [board] was tremendously im-pressed with what Craig will bring to this ministry. His Greenville ties give him added appreciation of our mission to build healthy communities and to further the Sisters’ legacy to be good help to all we serve.”
McCoy will assume his responsi-bilities on June 8.
An item about R. Craig McCoy appeared in the May 15 UBJ with an incorrect pho-tograph. We regret our error.
Bon Secours names McCoy new CEOBENJAMIN JEFFERS | [email protected]
NEWS | HOSPITALITY | 7upstatebusinessjournal.com
Owners Omar Naji and chef Chad Gangwer opened The Dive ’n’ Boar, a take on the traditional dive bar, sports bar and gastropub, earlier this week in the same Greenville shopping center as their other popular eatery, Southern Culture Kitchen and Bar.
The concept was born in a matter of minutes, said Naji. He had been up late on a Sunday night doing some research and knew he didn’t want to do the typical sports bar. “That’s real-ly overdone and boring,” he said. So he and Gangwer came up with the idea for a barbecue restaurant but with a twist, and one that would have a strong cocktail menu.
They played around with the name a little. Naji said they knew it was going to be music-inspired, but also with animals and sports as the three main themes of the restaurant. They eventually settled on Dive ’n’ Boar.
“We took the idea of a dive bar and modernized it, making it into some-thing cool,” said Chase Orsini-Liberatore, social media and development manager.
The former Mojo’s Fa-mous Burgers and More space has been complete-ly redone. High ceilings, modern fixtures, a service bar and open kitchen be-lie the strip-mall location. Large garage doors open to an outdoor patio in the back, and a small stage area will host local musi-cians playing folk, blue-grass and more.
Dive ’n’ Boar has 25 lo-cal beers on tap along with wine and Prohibition-style cocktails. The team will make all mixers fresh in-house and will infuse its own version of fireball whiskey.
The menu will feature “normal bar food but with a stylistic flair,” said Jennifer Uphold, chef de cui-sine. Uphold, who has a fine dining and gastropub background, said the menu includes items like pork rinds
with pickled watermelon and boiled peanuts, simmered in beer with spicy ramen noodles.
Sandwiches, in-house smoked meats – including a coffee-rubbed beef brisket served with a white bar-becue sauce – appetizers, salads and nachos round out the menu. All meats will be antibiotic- and hormone-free.
The food will be a healthy mix of local and the best-quality ingredients, said Uphold. “It will be made with the same meticulous preparation as a fine-dining approach, but will be served in a more accessible way.”
Naji wants customers “to have an imaginative experience beyond the food and cocktails” and hope they
come not just for that, but for the atmosphere as well.
Naji and Gangwer con-sidered opening on Wood-ruff Road before this space became available – very convenient with Southern Culture nearby, so the two can keep an eye on both ventures, said Naji.
“The challenge,” he said, “is that people need to have a reason to come see us. We’re not on Woodruff Road, which has become a lit-tle over-commercialized, and we’re not downtown.
We’re just local people taking on the big chains and taking the risk.”
Southern Culture owners take a Dive
The Dive ’n’ Boar puts twist on traditional gastropub restaurant
SHERRY JACKSON | [email protected]
Dive ’n’ Boar Opened Tuesday2541 N. Pleasantburg Drive, GreenvilleMon-Fri 4 p.m.-2 a.m.; Sat-Sun 11 a.m.-2 a.mfacebook.com/divenboar
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8 | HOSPITALITY | INFORMATION YOU WANT TO KNOW
If you’ve been to downtown Greenville lately, no doubt you’ve no-ticed the huge construction project at the corner of East Washington and Richardson streets.
Georgia developer McKibbon Hotel Group is constructing a new seven-story, 144-room Aloft Hotel
on top of a new five-story city parking deck as part of Hughes Development Corp.’s ONE mixed-use de-velopment.
Members of the media were treated to a sneak peek of the hotel, which is sched-uled to open in fall 2015.
Aloft is geared to the “next generation of traveler” and
offers a tech-forward modern style and décor. A motor court for the hotel will be located off of Washing-ton Street and front Laurens Street, which has been turned into a pedes-trian-only thoroughfare that will fea-ture retail shops and outdoor kiosks.
On the third floor will be 2,800 square feet of convertible meeting space and back-of-house functions. The main lobby and lounge areas will occupy the fourth floor, including a
guest entrance directly from the park-ing garage. The fourth floor will also have outdoor seating areas with glass walls, an outdoor fireplace and gas heaters in the winter, all overlooking ONE City Plaza. The Greenville Aloft will also have the brand’s signature W XYZ bar and Re:mix lounge.
Amenities on the sixth floor of the hotel will include a swimming pool, outdoor cabanas, fitness center, out-door fire pit and dog walk.
Sneak peek: Aloft HotelSHERRY JACKSON | [email protected]
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MOVERS, SHAKERS AND DISRUPTORS SHAPING OUR FUTURE | INNOVATE | 9upstatebusinessjournal.com
Of all the attempts I have heard through the years to summarize what makes Greenville and the Upstate area such a special place to live and work, I have a favorite quote that says it best for me.
Several years ago, Jim Clinton, then the Executive Director of the Southern Growth Policies Board – a regional economic think tank in Raleigh, N.C. – spent a couple of days in Greenville seeing the devel-opment projects underway here and meeting with community leaders to understand the action behind the scenes.
As part of his remarks to a Green-ville Chamber business leaders group, Clinton captured what I believe to be the core essence of this place when he said, “Greenville is a community too restless to be content with its own success.”
Bingo. To this day, I’ve never heard a better summary of the character of our home community than this one – with the emphasis on the word “restless.” That one word captures best what I have sensed in my various economic development roles since I joined the Greenville Chamber in 2001 right up through today. Let me give you a few examples of the restlessness in my world of supporting high-impact entrepreneurship.
First, NEXT itself was born from
a period of restlessness in the economic de-velopment arena here almost 10 years ago, a period that saw the creation of Innoventure,
our region’s first venture capital conference, the emergence of the Spiro Center for Entrepreneurship at Clemson University as a research and education leader in the entre-preneurial arena, and numerous benchmarking trips by area leaders to top entrepreneurial communities like Austin, Texas, and Dublin and Galway, Ireland.
Despite the creation of a bur-geoning entrepreneurial ecosystem here including the creation of the nationally-recognized Upstate Car-olina Angel Network (UCAN) and launching the award-winning NEXT Innovation Center, the restlessness here continues to build when it comes to supporting high-impact entrepreneurship.
For instance, two new entre-preneur-focused facilities are in development today: the new NEXT on Main co-location space that will open in June of this year and a new NEXT manufacturing facility that would be home to a growing pool of high-growth manufacturing start-ups in the region. As if that wasn’t restless enough, a fourth facility cen-tered on life science entrepreneurs is on the drawing board for future implementation.
With capital, it’s obvious that having
one of the top-rated angel groups in the country isn’t enough for our region. NEXT companies raised over $40 million in growth capital last year, but this area is too restless not to work on improving access to capital for our entrepreneurs. To that end, UCAN recently launched new angel investor groups in Spar-tanburg, Anderson and Asheville as well as a new statewide entity, the S.C. Angel Network or SCAN, that has already begun investing in early-stage ventures across the Palmetto State.
In addition to improving angel capital access through UCAN’s strategic efforts, NEXT partners with a number of organizations in the region to promote our ecosystem and the growing pipeline of innova-tive ventures to external investors including venture capital principals from around the country. Eventually, we hope our capital restlessness will lead to a regional or statewide venture fund that can fund entre-preneurial growth here at a whole new level.
Finally, we are seeing a prolifer-ation of new entrepreneur support programs and organizations that are springing up to help fill remaining ecosystem gaps in our area. Here are just a few examples of new efforts that have arrived on the scene:
• NEXT Venture Mentoring Ser-vice – Team-based mentoring pro-
gram for early-stage entrepreneurs operated in partnership with Massa-chusetts Institute of Technology.
• The Founder Institute – The world’s largest entrepreneur train-ing and startup launch program, helping aspiring founders across the globe build enduring technolo-gy companies.
• Clemson University Design Entrepreneurship Network (DEN) – Seeks to bring together students from any major to trans-form student ideas into student companies.
• NEXT High School – The name says it all. An innovative new public high school started by local entrepreneurs to “prepare students for life after school.”
• Openworks – A community-run work and event space in the middle of downtown Greenville focused on providing an open environment for creation, collaboration and action.
The restlessness of Greenville and the Upstate manifests itself in many ways beyond the en-trepreneur-centric examples listed here. It’s obvious that we are restless about education, about the arts, about outdoor spaces and much more.
Thomas Edison once said, “Restlessness is discontent and discontent is the first necessity of progress. Show me a thoroughly satisfied
man and I will show you a failure.” Fortunately, we are not satisfied as a community.
Instead, we are restless… in fact, too restless to be content
with our own success. Thank goodness.
Community restlessnessThe Upstate can’t afford to be content with its own success
By JOHN MOORE, CEO, NEXT
“Restlessness is discontent and discontent is the first necessity of progress. Show me a thoroughly satisfied man and I will show you a failure.” Thomas Edison
10 | FOUNDATIONS | NAMES FROM YESTERDAY WHO GOT US WHERE WE ARE TODAY UBJ | 05.22.2015
‘THE FINEST WORK’
Greenville may have been the textile center of the South in the mid-20th century, but her manu-facturing roots stretch back several decades before the Civil War. In 1835, Ebenezer Gower, a native of Maine, and Thomas M. Cox established a carriage and wagon manufacturing business on the north bank of the Reedy River just above the falls. Suc-cessful almost from the start, the partners were ad-vertising in The Greenville Mountaineer for an ad-ditional “steady and sober” blacksmith within a year.
Over the next few decades, business boomed, the workforce doubled and the Greenville Coach Factory grew to a multi-acre complex of shops and workhouses. Using the river to power machinery, they manufactured and repaired carriages, coach-es, wagons, carts, buggies and more. Customers in-cluded not only the local farmers and planters, but wealthy gentlemen in Columbia and Charleston and even South Carolina Gov. Robert Allston. All-ston’s “handsome military carriage” was described in the local paper as “surpass[ing] anything of the kind we have ever seen.”
Antebellum Greenville’s economy benefited from having such a successful business in town. Reporting in the local paper Southern Enterprise in 1857: “In order to comprehend the advantages which result to our town and its vicinity from the manu-factory of Messrs. Gower, Cox & Markley, one has only to visit it, and there he can see for himself the vast number of work-men employed, the immense amount of work they perform,
and the handsome manner in which the finest work is executed.” The company also expanded into the hardware business selling wholesaled tools, saws, screws and other items used in the manufacture of wagons and carriages to the public.
By the 1850s, it was recognized as the largest carriage factory south of the Potomac, ac-cording to DeBow’s Review, a contemporary publication. At the eve of the Civil War, an-nual production was worth $80,000 and Greenville Coach Factory products were sold as far away as Virginia, Kentucky and Texas. William Gregg, a Southern industri-alization advocate, praised the factory in 1860 saying that “no finer or better car-riages, buggies, and wagons can be pur-chased anywhere than in Greenville, S.C.”
April 1861 saw the first shots of the Civil
War fired at Fort Sumter, and local men were mus-tered into Confederate service. Thomas C. Gower, then a partner in the business, left the management of the coach factory in the hands of his wife and eldest daughter. The factory converted to wartime produc-tion, and furnished the Confederate army with ammu-nition caissons and ambulance wagons. By the end of the war, the Confederate government owed the coach factory approximately $140,000, half of which was unfortunately paid in useless Confederate dollars.
Gower, unable to recover from such a financial loss, eventually sold his share in the business to his then partner, Henry C. Markley in 1883. Markley further expanded the business until the turn of the 20th century. Recognizing automobiles as the wave of the future, Markley instructed his superinten-
dent, J.E. Sirrine, to sell off the carriage business and factory buildings in 1914. Although the horse-drawn business died off, Markley contin-ued the hardware busi-ness, which later became part of the Sullivan-Mar-kley Hardware Company.
Just three buildings of the Greenville Coach Factory survive today. You can dine in the blacksmith shop at Lar-kin’s on the River, cele-brate in the paint shop repurposed as Wyche Pavilion, or browse real estate at Roy M. Gul-lick Co. in the former hardware store at 426 S. Main St.
At Greenville Coach Factory, Ebenezer Gower and Thomas M. Cox laid the foundation for the Upstate’s manufacturing success
Contributed by Rebecca Kilby, Greenville County Library System
Sullivan-Markley Hardware, circa 1915
Peace Center Complex in 2013
Reedy River Factories, circa 1920
Thomas C. Gower
Thomas M. Cox
Photos provided
12 | COVER UBJ | 05.22.2015
Halfway between Atlanta and Charlotte on In-terstate 85, Greenville often bills itself as the perfect location for economic development. Along a different stretch of highway – Interstate 185 – a vision is taking shape for a dif-ferent corridor lined with compa-nies, labs and inst i tu-tions
positioned to collaborate on innovations in health care, life science and biomedical technology.
Its name: IMED. Someday, that acronym will be as familiar to the Upstate and beyond as CU-ICAR.
Short for Innovations in Medical Economic De-velopment, IMED is an overarching brand for a life sciences, health care and biomedical innovation cor-ridor – a physical place where research, education, clinicians and manufacturing converge, said Sam Konduros, director of the Greenville Health Sys-tem’s (GHS) Research Development Corporation.
IMED initially could include two areas, one close to GHS’ Memorial Campus and the oth-
er near the intersection of the two interstate highways, Konduros
says. Long-range, however, the vision could spread down
the corridor into multiple locations throughout the Upstate, similar to Clem-
son University’s downtown Greenville presence. The envisioned facilities would be in a mixed-use
campus environment, featuring research-and-de-velopment-focused areas, manufacturing-centered spaces, an entrepreneurship cluster and potential-ly a hotel. Konduros calls it a “mixed-use, research development entrepreneurial cluster that focuses on strengths we already have in the area – but can also attract new strengths.”
With education, industry and clinicians working together, “we will serve as a health care laboratory where great ideas play out,” he said.
To get the concept moving, IMED needs pub-lic-private partnerships and an “unprecedented level of community collaboration,” Konduros says. Health providers, private partners, developers, city, county and the state need to come together. “We want to have a nationally prominent, unique value proposition for
why companies would want to be here,” he said.
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IMED could link health research, clinicians, academics and manufacturing on a grand scale
NURTURING A NEW INDUSTRY
APRIL A. MORRIS | [email protected]
«
IMED DEFINEDInnovations in Medical Economic Development: an overarching brand for a life sciences, health care, biomedical innovation corridor along I-185 – a physical place where research, education, clinicians and manufacturing converge.
COVER | 13upstatebusinessjournal.com
IMED continued on PAGE 14
The vision is gaining traction. The Greenville Chamber of Commerce has named IMED as one of its transformative projects in the Accelerate program, not-ing that it wants to help spur the establishment or ex-pansion of 10 new life sciences businesses over the next five years. The chamber intends to help launch initial infrastructure and facilities by the end of 2019.
One challenge is obtaining funding on the front end “to make sure the idea is great enough,” Konduros said. He said he cannot predict at this point how much in-vestment would be required – but to succeed, the con-cept needs to have sustainable funding and a leadership model to keep the stakeholders unified.
IMITATE, NOT DUPLICATEIMED is similar in concept to technology complex-
es like Research Triangle Park (RTP) in Raleigh. It is also reminiscent of the mega-complex of companies and providers that grew up around the Texas Medical Center and University of Texas MD Anderson Cancer Center in Houston, which now employs 100,000 people and has multiple university partners.
The CU-ICAR public-private model is also a blue-print of sorts, with researchers in close proximity to business and manufacturers in the auto industry, Kon-duros said. Using multiple projects as models, planners want to incorporate best practices of each into IMED.
Though discussions are preliminary and a task force is just now lining up com-
munity part-
ners, Konduros said the project has attracted a surpris-ing level of industry interest already. He has surveyed multiple entities about the concept, and government, education and industry are positive about its merit.
Because of GHS’ master plan to continue to grow on its GHS Memorial Campus, the system wants to focus on being a critical stakeholder, not the owner or con-troller of IMED, Konduros said. IMED will have to be a community-driven effort to fully succeed, he said.
BANKING ON A BURGEONING INDUSTRY Biomedical, life sciences and health care are all high-
growth sectors and multiple companies have grown from local research efforts. While an increasing number are opting to stay in the state, others leave. IMED would pro-vide a place for companies to grow from the lab into pro-duction or business, Konduros said.
Selah Genomics is an example of a local company founded as the result of a research collaboration and access to technology in the GHS Institute for Transla-tional Oncology Research (ITOR). ITOR was the first “sandbox” where researchers, clinicians and academic partners could work together voluntarily, he said. The CUBEInC (Clemson University Biomedical Engineering Innovation Campus) partnership with Clemson Univer-sity is another example of researchers developing new technology informed by clinicians’ experience.
Taking this concept further, an innovation campus would allow an early-stage innovation company to graduate from a research area to its own space, Konduros said. In the past,
the state “simply did not have an ecosystem to nurture [young life sciences companies]
and help sustain them, especially on the front end,” he said. “We’ve been terrific
55 Beattie Place | commerce-club.com | 864.232.5600For more information contact Dylan Petrick,
Commerce Club General Manager, at [email protected]
in the upscale bar with great city and mountain views; network with
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with high-tech business
amenities and signature service
Host exciting accomplishments with family, friends or co-workers in your choice
of private dining rooms
Celebrate Play as hard as you work with Club events, parties, and mixers designed to help you kick back and relax
Research Development Corporations
Two years ago, Greenville Health System (GHS) examined whether it needed a research corporation and if it should be involved in economic development from that standpoint, said Sam Konduros, director of the GHS Research Development Corporation.
Since the health system is the largest employer in Greenville County, it already had an impact. The system wanted to continue its mission of improving the health of the region, and decided that in addition to treating patients, one of the best ways to do that is to improve socioeconomic factors in the area, he said.
In the past, multiple clinicians in the system were pitching ideas without “the infrastructure or support to help bring them to the market,” said Konduros. GHS’ Re-search Development Corp. is a nonprofit and had already licensed multiple new technologies.
In addition to assisting in economic development that would keep with the system’s mission of improving the health of the region, the RDC’s role is also to help clinicians and researchers navigate the process of getting product out of the lab and out to benefit a patient.
Konduros anticipates up to 15 percent of GHS clinicians will be involved in invent-ing solutions to healthcare challenges at any given time. Going forward, 40-50 in-vention disclosures generated by GHS cli-nicians could translate into 10-15 licenses that can generate royalty streams and one or two spinoff companies annually, he said.
Getting technology to market is a long process, however: five to seven years for royalties (revenue streams back to GHS and its inventors) to result from the devel-opment and approval of medical devices, and up to 15 years for royalties to result from the development and approval of pharmaceuticals.
The IMED concept is reminiscent of the mega-complex of companies and providers that grew up around the Texas Medical Center and University of Texas MD Anderson Cancer Center in Houston, shown here in 1950 (left) and 2010.
«
«
14 | NEWS | INFORMATION YOU WANT TO KNOW UBJ | 05.22.2015
The proposed IMED project could not only accelerate innovation and in-vestment, but Upstate business leaders say it could jump-start growth in other sectors with a multiplier effect.
“This is a sector that is booming in growth. It is every bit as dynamic as the IT industry of 2000, so this is a well-timed effort,” said Wayne Roper, president of the life sciences trade organization SCBIO. “Its importance is in its ability to create wealth, create prosperous companies and create high-end jobs in the $100,000-plus annual salary category, which are desper-ately needed in South Carolina.”
Medical companies – which can be worth hundreds of millions of dollars, he said – may employ relatively few people, but those people pour money back into local sectors. Those high-sal-ary, knowledge-based jobs have a mul-tiplier effect, said NEXT Innovation Center CEO John Moore.
“That higher wage is an indicator of higher value to the whole economy,” said Moore, noting the focus on high-impact jobs and companies is part of the “new game” in economic development. “That ripple throughout the economy, those require more services. These are the jobs that create a lot more jobs in the area.”
As with NEXT, IMED would allow innovators from different backgrounds to strategically collide, which can spark new solutions and companies that mean wealth is not only spent locally, but owned locally, Moore said. Sharing best practices and collaborating across industries also help cut out inefficiencies and build the innovation economy as a whole.
“You don’t want the whole economy
to be automotive … we want to contin-ue to diversify while still maintaining these centers of excellence,” he said. “Not only will it make us stronger in a big growing field, it will make our soft-ware innovation stronger. It will make our advanced materials stronger.”
The Greenville Chamber of Commerce has identified IMED as a “transforma-tional” project for the region, or one that the organization will intentionally sup-port and work to develop as a part of its Accelerate program, said chamber Pres-ident and CEO Ben Haskew.
“What we are is a convener and col-laborator, and we’re able to bring a lot of different organizations together,” Haskew said. Past transformational chamber projects included attracting Southwest Airlines as a carrier at Greenville-Spar-tanburg International Airport for lower fares, and bringing the University of South Carolina’s four-year medical school to the area, he said. “I think it’s a matter of saying amongst ourselves, ‘There’s an opportu-nity here for a different form of economic development. How do we seize that? How do we get better at selling it? How do we bring our resources together?’”
While the Upstate and South Car-olina already include bioscience and biomedical companies, IMED would provide the necessary lab space to cre-ate a real industry hub in the Upstate, said Upstate SC Alliance President and CEO John Lummus.
“The biggest part of the strategy as IMED is becoming a reality of the next several years, we’re going to have to figure out what type of companies we’ll want to include,” he said. “I don’t think it’s just going to be a Greenville-centric effect. … It’s going to have an effect throughout the Upstate.”
at exporting talent and companies to other states, and would like to give them a reason to stay here.”
With a climate that nurtures life sci-ences and advanced manufacturing, eventually West Coast capital investors could visit a fledgling company here and be supportive of it being located in the Upstate and staying here, Konduros said.
Michael Bolick, CEO of Selah Ge-nomics, said the IMED concept “could be a seminal moment for the ecosystem in life sciences in the state.”
Entrepreneurs who are developing new technology have the opportunity to listen to doctors and learn what clini-cians desire in patient outcomes, Bolick said. Plus a technology developed in a nearby lab, like Selah’s new Precision-Path test, which gives information on the genetics of a tumor, could be even-tually tested in a clinical setting.
“Ultimately this should fuel economic growth, economic expansion, ultimately leading to knowledge-based, high-pay-ing jobs,” Bolick said. “We’re at a point where we have all the ingredients for this to really succeed in the Upstate.”
IMED continued from PAGE 13
IMED could stem medical brain drain, build SC reputation
ASHLEY BONCIMINO | [email protected]
*Due to the sensitivity of potential economic development agreements, only portions of interviewees’ names were used.
Though no dirt has been dis-turbed, the IMED concept has not only sparked local imaginations, but generated interest for businesses outside South Carolina. Several health care-focused businesses spoke to UBJ about why the IMED concept and the Upstate were attractive.
“A BENEFICIAL TWO-WAY STREET”
Mr. Anthony* said he was interest-ed in the IMED concept because his state does not understand the length of time needed to develop, gain approval for and market a product used in healthcare. His company is looking to expand its product lines.
WHAT HAS ATTRACTED YOU TO CONSIDER THE UPSTATE?
It’s refreshing to speak with people from the point of view that they get it’s not just about cutting someone a check. It’s more about understand-ing what it takes to run a business. Getting out of their way and letting them concentrate on their business might be more of a help than giving them money. We really sense that atmosphere in the Greenville area.
[Anthony was attracted to IMED] based on ability to work and have po-tential access to the Greenville campus, the medical school and the other com-panies that are in that industry. … It will be a really beneficial two-way street.
It’s the whole allure of being in that community where the creative juices are flowing; expertise will be there in all of its different forms. I see a great synergy between the clinicians, the manufacturers and the providers. It’s actually really exciting.
Part of the appeal is to have a doc-tor or group of doctors come up with an idea and want a product made. Because we [could be on] the IMED campus, they could drive down the road and stop in to work with engi-neers – that’s the real attraction.
The exciting thing for me is being
right by all that traffic going between Charlotte and Atlanta. … It wasn’t just a sales pitch by a couple of people. It was across the board that everybody just seemed to have that positive outlook, that “the best is yet to come” outlook.
WHAT WOULD IT TAKE FOR YOU TO MOVE OUR BUSINESS TO THE AREA?
It would be our preference to move [directly] into a facility and not move into a temporary facility. Initially we are looking for … a combination man-ufacturing and office space. … A little bit of help in the beginning would be good because relocating is expensive. Not strictly financial incentives.
When you’re going from a macro to a micro level, it keeps ticking off all the boxes and it’s extremely exciting. Par-ticularly for a company like ours, since we are growing and blossoming. [The combination of clinicians, medical students and laboratories] just fits.
WOULD THERE BE ROOM FOR YOU TO GROW IN THE UPSTATE OF SOUTH CAROLINA?
Yes, exponentially. We’ve gotten to the point where we’re ready to really start growing.
HAVE YOU LOOKED AT OTHER SITES?
Yes, but Greenville is our most serious consideration right now.
“THE CONCEPT OF IMED IS ABSOLUTELY BRILLIANT”
Raja* and John* are CEOs of a company that is strong on engineer-ing now and is considering estab-lishing an advanced manufacturing presence in the Upstate.
WHAT IS ATTRACTIVE ABOUT IMED CONCEPT?
RAJA: Constant messaging from S.C. generally and the Upstate specif-ically that was on-point, specific and encouraging. That attracted our at-tention. From a business perspective and understanding what the area is and isn’t and how it could dovetail with our business.
COVER | 15upstatebusinessjournal.com
IMED concept attracts interest from prospective businesses
APRIL A. MORRIS | [email protected]
IMED Q&A continued on PAGE 17
It’s no surprise in the hot downtown Greenville real estate market that revitalization is creeping into many neighborhoods. The latest? New City Development & Real Estate is building three new homes along James Street, near Pete Hollis Bou-levard.
Near downtown, and close to the North Main
SHERRY JACKSON | STAFF [email protected] @SJackson_CJ
and Hampton-Pinckney communities, David and James streets are the next big gentrification focus, say local real estate experts.
New City will construct three new homes ranging from 2,800-3,400 square feet. Homes will be four bed-rooms and 3.5 baths, all brick, with metal roofs and garages. The open floor plans will include hardwood floors, stainless steel appliances with gas range, and outdoor living space.
They will be priced around $699,000.
Homes will be constructed as they are sold. Each home’s design will be reviewed by the city’s Design Re-view Board prior to construction.
Greenville-based Highland Homes also has 20 lots available in the same area along David Street.
16 | SQUARE FEET | REAL ESTATE DEALS AND DEVELOPMENTS ACROSS THE REGION UBJ | 05.22.2015
Rendering Provided
Cushman & Wakefield | Thalhimer has listed the 36-acre Judson Mill property in Greenville for sale.
Currently owned by Milliken & Company, Judson Mill’s location along Highway 123 and proximity to the central business district offers an exciting opportunity to revitalize a unique property, said Brian J. Young, Cushman & Wakefield | Thalhimer senior vice president and managing broker.
Milliken announced earlier this year it would be shutting down the 200-employee Judson Plant starting in April in an effort to “reposition manufacturing assets and modernize operations for continued growth,” according to the company.
The property is currently zoned as industrial, but Young said he envisions the property will probably become a different type of use, possibly as mixed-use or retail, and would need to be rezoned.
South Carolina Textiles Communities Revitalization Act tax credits and New Market Tax Credits will likely be available for the property.
“Our team is excited to identify a buyer that can have a significant impact on the
EASLEY BRIDGE ROAD
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LISTED: Judson Mill
surrounding community while providing new retail potential for residents downtown and commuters along Highway 123 coming in from Easley and Clemson,” said Young. “This is a unique site given its size and relative location to downtown Greenville. They are very difficult to find.”
ADDRESS: 701 Easley Bridge Road (Highway 123)
PROPERTY SIZE: Approx. 36.5 acres
BUILDINGS: Currently there is over 800,000 square feet of manufacturing production space
ASKING PRICE: $8,500,000
BROKER: Cushman & Wakefield | Thalhimer. Brian Young, Charlie Whitmire and Laura Harmon are the listing team.
ZONING: Industrial
New City to build James Street homes
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U.S. News ranks 47 of our programs, including our No. 1 ranked international business program. And that number doesn’t include USC programs lauded by other sources, like the nation’s best public honors college. We’re proud to be South Carolina’s flagship university. At the University of South Carolina, our excellence has No Limits.
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The concept of IMED is absolutely brilliant. It complements where our company is and where we will be, and how we can significantly affect [our industry] globally from here and help a lot of patients. We like to believe we can be part of that vision and part of that future.
WHAT WOULD IT TAKE FOR YOU TO MOVE INTO IMED CORRIDOR?
RAJA: We need highly talented individuals with the requisite skill set. [Clemson students he talked with] go far and beyond what I would have anticipated.
JOHN: We have identified a number of spinout companies in our business plan over the next five to 10 years that will require them to take root here in the Greenville area and thus keeping the graduate students in this area.
WOULD YOU NEED A READY-MADE FACILITY TO MOVE INTO?
RAJA: Yes, and in the meantime we are working to find a place.
JOHN: We would like to be in the I-85 area.
WHAT SORT OF TIMEFRAME ARE YOU CONSIDERING?
BOTH: Imminent.RAJA: We would like to see all
of our components come from local manufacturing.
JOHN: The products we are designing, the manufacturing pro-cess has not changed in 30 years. Having access to manufacturing of textiles, of aerospace, of automotive –something completely outside of our area is fresh and is required. We’re going to see some significant innovation.
ARE YOU LOOKING AT OTHER AREAS?
JOHN: In the Midwest and out-side the continental U.S.
WHAT SORT OF COLLABORATION DO YOU SEE WITH OTHER COMPANIES THAT MIGHT LOCATE IN IMED?
RAJA: Just the concept of having companies of the same sector will spawn quite a bit of collaboration.
COVER | 17upstatebusinessjournal.com
IMED continued from PAGE 15
18 | ON THE MOVE | PLAY-BY-PLAY OF UPSTATE CAREERS UBJ | 05.22.2015
AWARDED HIRED CERTIFIED HIRED HIRED
W. Larry GluckReceived the Founders Award for Leadership from Cancer Support Community. Gluck is medical director of the Cancer Institute of Greenville Health System (GHS). He received the award for his efforts to establish the Center for Integrative Oncology and Survivorship at the GHS Cancer Institute.
Craig WilliamsNamed as Powdersville branch manager at Pinnacle Bank. Williams began his career with Pickens Savings and Loan Association and has served with several other banks in the Upstate. He has 28 years of banking experience and spent the last six years working in the Powdersville market.
Brian AlbersEarned his Certified Financial Planner certification from the Certified Financial Planner Board of Standards. Albers is a branch operations manager at Raymond James. He joined the firm in 2007 and has worked as a branch operations manager since 2012.
David KnobelochNamed as manager of tax and advisory services at Graydon Thompson LLC. Knobeloch is a CPA and a member of the firm’s tax and advisory services team. He has experience with regional firms in tax research, planning and compliance for high-net-worth individuals and regional and national companies.
Keith L. LongNamed vice president of sales at Parcel Pending to provide package management solutions for multifamily housing communities. Long has 19 years of experience working with owners and managers of multifamily and senior/assisted living communities. He was previously a partner at Level One.
ARCHITECTURE/DESIGN
Craig Gaulden Davis hired Jena Hannon as an interior designer. Hannon received a bachelor’s degree in interior design from Anderson University and a master’s degree in historical preservation from the University of Georgia. She has helped the firm with its renovations to the Historic York County Courthouse and Neville Hall at Presbyterian College.
PMC Commercial Interiors named Shannon Sowers as director of sales. Sowers will open the first South Carolina location for PMC.
COMMUNITY
Greenville Forward named the following members to its board of directors: Van Broad, Younts Center for the Performing Arts director; Doug Dorman, Greenville Health System vice president of human resources; Julie Horton, City of Greenville government relat ions manager; Tish McCutchen, United Way of Greenville vice president of organizational planning and public affairs; Greg Stephens, Michelin zone manager of government sales
Southeast; Dianna Turner, Travelers Rest city manager.
DEVELOPMENT
The Greenville Area Development Corporation named Keelin McNamara as an intern. She will focus on GADC’s social media efforts along with helping to improve GADC’s marketing initiatives. McNamara is a public relations major at the University of Alabama. She has done marketing and public relations for Tuscaloosa Tourism and Sports Commission and The Hughes Agency.
EDUCATION
Jason Thatcher, professor of information systems at Clemson University, was elected president of the Association for Information Systems. Thatcher is the founding director of the Social Analytics Institute, which conducts funded research that examines social and computing challenges sparked by the emergence of new social technologies for individuals, organizations and society.
MARKETING/PR
Infinity Marketing promoted Lindsey Mainhart to senior
graphic designer and Ben Means and Brittney Piescik to media coordinators. Mainhart helps lead the te lecommunicat ions , restaurants and manufactured housing teams. She previously worked at Shoutfire Brands and EdVenture Children’s Museum. Means started as a media assistant for one of the agency’s telecommunications clients. He will now oversee the team’s Atlantic, central, and business regions. Piescik joined as a media assistant for a telecommunications client. She will now be a zone leader for the manufactured housing team. She previously worked as a social media specialist with Amy Adele LLC.
REAL ESTATE
Broadstreet Parnters named Juliet Eby as marketing assistant. Eby will be coordinating all marketing efforts and serving financial and administrative needs. Her experience includes content development, media relations and project management.
CONTRIBUTE: New hires, promotions & award winners may be featured in On the Move. Send information and photos to [email protected].
VIP – APPOINTED
Raman P. Rama
Named to the Hotel Technology Next Generation board of governors. Rama is one of the owners and the executive vice president and chief technology officer/chief information officer of JHM Hotels. He is responsible for establishing the management information system and technology initiatives
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2. PUSH-UP: This movement strengthens not only the arms and chest, but also the core and back muscles. Placing hands on the fl oor directly under the shoulders and trying to lower and rise the whole body as one, try to go all the way down until the chest touches the fl oor and then pushing back up until the elbows lock out. A full push-up from the feet can be very challenging, so the same thing can be done by placing the knees on the fl oor. *Tip: Try performing 15 push-ups fi rst thing in the morning and 15 before bedtime.
3. SIT-UP: Strengthens the core muscles. With this movement, lie on back with knees bent and arms fully extended behind the head. Sit-up until back is completely vertical or perpendicular to the fl oor. Lay all the way back until shoulders touch the fl oor. *Tip: Try performing 50-100 sit-ups after arriving home from work before bedtime.
4. LUNGE: This movement strengthens the lower part of the body, but in little different areas than the squat. When lunging, start standing with feet together, take a big step forward while lowering the back leg to the fl oor. In this movement the goal is to touch the back knee to the fl oor while maintaining an upright chest and back. Make sure to complete the same number of repetitions per leg. *Tip: Alternate days of lunges and squats; try performing lunges during typical daily routines such as watching trv, brushing your teeth, cooking meals, etc.
5. BURPEE: This is a great total body movement. The goal in this movement is to end at the bottom of a push-up, get back to standing position and at the same time jump and clap hands behind head. The burpee gets the heart rate up in a hurry so the key is not to go too fast too quick, pacing is a must. *Tip: Burpees are great for a quick mini workout; great to do while traveling
20 | THE FINE PRINT | BUSINESS BRIEFS YOU CAN’T MISS UBJ | 05.22.2015
Spartanburg startup partners with racing team
Spartanburg-based FoneFuel LLC, which delivers a high-capacity portable battery for mobile devices, will be the primary partner on the No. 8 Chevrolet Silverado at the Charlotte Motor Speedway for the NC Education Lottery 200.
FoneFuel LLC partnered with NEMCO Motorsports starting with the NASCAR Camping World Truck Series (NCWTS) event at the Charlotte Motor Speedway as a primary partner with driver Joe Nemechek. Founded in 2014, FoneFuel LLC will continue its partnership with the organization in 2015 by serving as an associate partner for the NEMCO Motorsports father-and-son duo of Joe Nemechek and John Hunter Nemechek splitting seat-time in the No. 8 Chevrolet Silverado.
“In the future, we hope the partnership translates to the NASCAR fan base and an expansion for FoneFuel to provide job opportunities to Spartanburg,” Derrick Smith, cofounder of FoneFuel, said.
SC Chamber awards ReWa for workplace safety
South Carolina Chamber of Commerce presented Safety Awards to Renewable Water Resources (ReWa) to honor the company’s efforts in making workplace safety a priority.
The following ReWa departments received safety awards: Administrative and Engineering Services, Collection Systems, Industrial Pretreatment, Instrumentation, Laboratory, Maintenance Shop, Solids Management and six
ReWa water resource recovery facilities.“The SC Chamber Safety Awards highlight the
achievements of our staff, and we are proud to be recognized again this year for our remarkable work environment and employees that show exemplary effort to ensure workplace safety,” Ray Orvin, executive director for ReWa, said in a release.
The Safety Awards are presented annually based on companies achieving a commendable lost workday case rate during the previous calendar year.
GCRA begins search for new exec director The Greenville County Redevelopment Authority (GCRA) is beginning a
nationwide search for a new executive director after Martin Livingston steps down from the position on July 31.
Livingston cited his reason for stepping down was to take time from his career to focus on important family responsibilities. >>
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upstatebusinessjournal.com BUSINESS BRIEFS YOU CAN’T MISS | THE FINE PRINT | 21
“We… hope the community will join us in thanking and recognizing Martin for his exceptional leadership,” GCRA Board Chairman David Doser said in a statement. “Over the past 10 years, Martin has been instrumental in guiding our organization toward its mission of improving the quality of life for the citizens of Greenville County through the implementation of innovative community development and revitalization strategies.”
Under Livingston’s leadership, GCRA has consistently been recognized as one of the top
c o m m u n i t y development organizations in South Carolina. The organization will continue to focus on residential single-family and multifamily development, redevelopment and infill housing in GCRA’s neighborhoods, and seeking grants to help expand the organization’s impact throughout Greenville County.
ScanSource recognized for distribution services
ScanSource Inc. received the Cisco Americas Distribution award for fastest-growing distributor and was named distributor of the year by ShoreTel.
Cisco 2014 Americas Distribution awards reflect a distributor’s performance in execution around a number of technology categories and business initiatives, including cloud computing, collaboration, data center and virtualization, enterprise networking and security, as well as services, innovation, enablement and accelerating the business.
“Cisco continues to deliver the leading-edge technologies that resellers are demanding in order to meet the changing needs of their end users who need better, more productive ways to collaborate,” Rich Long, president of ScanSource Catalyst, said in a release.
In its work with ShoreTel, ScanSource provides on-site and cloud-based platforms, to ensure resellers have a single source from which to purchase communications solutions.
“ShoreTel is a very important partner to ScanSource Communications and continues to deliver solutions that allow resellers to meet the changing needs of their end-user customers in whatever deployment method they choose,” said Brian Cuppett, vice president of merchandising, ScanSource Communications.
SRHS named Large Employer of the Year
The South Carolina Governor’s Committee on Employment of People with Disabilities recently honored Spartanburg Regional Healthcare System (SRHS) as the Large Employer of the Year.
This award recognizes organizations that have exemplary practices in hiring people with disabilities, making worksite accommodations, and actively promoting disability awareness and workforce opportunities in the business community. The awards result from nominations throughout the state by the Mayor’s
Committee on Employment of People with Disabilities, the South Carolina Vocational Rehabilitation Department and the South Carolina Commission for the Blind.
“It is such an honor that Spartanburg Regional Healthcare System is recognized for our efforts promoting workforce opportunities for individuals with disabilities,” SRHS Vice President of Human Resources Kathy Sinclair said in a release.
In 2014, SRHS placed student interns through the Project SEARCH program, which provides education and employment opportunities for students with developmental disabilities. The students spent the past year interning in different areas of the hospital including dining services, endoscopy services, sterile processing and pediatric rehabilitation.
Upstate organizations get funding from Wal-Mart
Upstate organizations Meals on Wheels of Greenville County and Golden Harvest Food Bank were two South Carolina organizations to receive part of the $32 million Wal-Mart donated to nonprofits in the state.
“We are proud to support local organizations and important initiatives in the communities we serve across the state, particularly in the critical areas of hunger relief, sustainability and women’s economic empowerment,” Brooke Mueller, director of public affairs for Wal-Mart, said in a release.
Wal-Mart and the Wal-Mart Foundation said that over the last fiscal year they gave more than $1.47 billion in cash and in-kind contributions to support extensive social and environmental work.
Martin Livingston
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Open for business
Iron Tribe Fitness recently opened at 2227 Augusta St., Greenville. The gym offers 45-minute, group-based workouts. For more information, call 864-990-2020 or visit irontribefitness.com.
Photos provided
CONTRIBUTE: Know of a business opening soon? Email information to [email protected].
22 | PLANNER & SOCIAL SNAPSHOT | INSIDE THE UPSTATE’S NETWORKING AND SOCIAL SCENE UBJ | 05.22.2015
CONTRIBUTE: Got a hot date? Submit event information for consideration to [email protected].
DATE EVENT INFO WHERE DO I GO? HOW DO I GO?
Tuesday
5/26Technically a CoffeeStartup folks in Greenville area meet up for coffee and bagels
The Iron Yard, 101 N. Maint St., Suite 400, Greenville, 8-9 a.m.
Cost: Free Register: nvite.com/TechCoffee/fd54
Wednesday
5/27Founder Institute Information Session Meet local directors, ask questions and learn how to launch a startup Speakers: Jason Premo and Ryan Johnston
NEXT Innovation Center, 411 University Ridge, Greenville, 6 p.m.
Cost: Free Register: fi.co/e/40201
Friday
5/29Friday Forum Breakfast Topic: The 7 Practices of Exceptional Business People
Embassy Suites, 670 Verdae Blvd., Greenville, 8-9:30 a.m.
Cost: Chamber members $15, nonmembers $20 Register: bit.ly/fridayforum-may2015
Tuesday
6/2Our Upstate Vision Forum Topic: Innovation and the Changing Landscape of Healthcare Speaker: Kirby Thornton, South Carolina Hospital Association CEO
The Crowne Plaza, 851 Congaree Rd., Greenville, 3-5 p.m.
Cost: $10Register: bit.ly/regional-forum-june2015
Wednesday
6/3Chamber Night at Fluor Field Pregame reception for Greenville Chamber investors
Flour Field, 945 S. Main St., Greenville, 6-7:30 p.m.
More info: bit.ly/chamber-night2015
Friday
6/5Greer Chamber First Friday Luncheon Speaker: U.S. Rep. Trey Gowdy
Cannon Centre, 208 Cannon St., Greer, 11:30 a.m.-1 p.m.
Cost: Chamber members $10, nonmembers $15 Register: bit.ly/firstfriday-june2015
Thursday-Saturday
6/4-6/6Talented Tenth Conference Young minority professionals from the Upstate connect with business and civic leaders across the Southeast
Hyatt Regency, 220 N. Main St., Greenville
Cost: $50 Register and more info: bit.ly/talented-tenth2015
Monday
6/8Upstate Chamber Coalition Presidential Series Speaker: U.S. Sen. Lindsey Graham
Marriott Greenville, 1 Parkway East, Greenville, 11:30 a.m.-1 p.m.
Cost: Chamber member $30, nonmembers $40 Register: bit.ly/prez-series-june2015
CONTRIBUTE: Got high-resolution photos of your networking or social events? Send photos and information for consideration to [email protected].
DRIVE BUSINESS DOWNTOWNLast week, the Greenville Drive celebrated the fifth annual Drive Business Downtown Day presented by Elliott Davis Decosimo at Fluor Field. Harvest Home Food Bank served as the Drive Business Downtown charity.
PITCHING PRACTICEThe Founder Institute held a Startup Pitch Bootcamp for entrepreneurs seeking potential investors last week at NEXT.
Photos provided
Photos provided
upstatebusinessjournal.com
In 2002 the old bottling company site became the new home of the Greenville County Public Library and of the Upcountry History Museum. The front section of the Coca-Cola building, the only part of the former plant that remains, became home to Bob Jones University’s Museum & Gallery at Heritage Green.
The Coca-Cola Bottling Company in Greenville was established by Charles W. Ellis. Following her husband’s death in 1918, Stella Ellis capably assumed direction of the company. In 1930 a new bottling plant was built on four acres of wooded land on Buncombe Street. Although the brick building resembled Coca-Cola plants in other towns, the Greenville building was distinctive. Defining the roofline was a heavy cornice supported by decorative brackets. In addition to being utilitarian, the ornamental downspouts and lampposts served a decorative purpose as well. The large plate-glass windows on the front allowed persons passing by to observe the bottling process, which included the use of water from Paris Mountain.
Historic photograph available from the Greenville Historical Society. From “Remembering Greenville: Photographs from the Coxe Collection” by Jeffrey R. Willis
Recent photos by Greg BecknerHis
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MANAGING EDITOR Jerry Salley [email protected]
STAFF WRITERS Ashley Boncimino, Sherry Jackson, Benjamin Jeffers, Cindy Landrum, April A. Morris, Robbie Ward
PHOTOGRAPHER Greg Beckner
MARKETING & ADVERTISING
SALES REPRESENTATIVES Nicole Greer, Kristi Jennings, Donna Johnston, Annie Langston, Lindsay Oehman, Emily Yepes
DIRECTOR OF EVENTS & ACCOUNT STRATEGY Kate Madden
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ART DIRECTOR Kristy Adair
OPERATIONS Holly Hardin
ADVERTISING DESIGN Michael Allen
LAYOUT & DESIGN Kristy Adair, Tammy Smith
CLIENT SERVICES Anita Harley, Jane Rogers
EXECUTIVE ASSISTANT Kristi Fortner
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UBJ welcomes expert commentary from business leaders on timely news topics related to their specialties. Guest columns run 700-800 words. Contact Executive Editor Susan Clary Simmons at [email protected] to submit an article for consideration.
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Copyright ©2015 BY COMMUNITY JOURNALS LLC. All rights reserved. Upstate Business Journal is published weekly by Community Journals LLC. P.O. Box 2266, Greenville, South Carolina, 29602. Upstate Business Journal is a free publication. Annual subscriptions (52 issues) can be purchased for $50. Postmaster: Send address changes to Upstate Business, P.O. Box 2266, Greenville, SC 29602. Printed in the USA.
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20 Upstate bUsiness joUrnal November 1, 2013
UBJ milestone
Solve. Serve. Grow. Those three words summarize Jackson Marketing Group’s guiding principles, and ac-cording to owner Larry Jackson, form the motivation that has kept the firm thriving for the past 25 years.
Jackson graduated from Bob Jones University with a degree in video and film production and started his 41-year career in the communications industry with the U.S. Army’s Public Information Office. He served during
Vietnam, where he said he was “luckily” stationed in the middle of Texas at Fort Hood.
He left the service and went to work in public affairs and motorsports at Ford Motor Company in Detroit. After a stint at Bell and Howell, where he was responsible for managing Ford’s dealer marketing and training, the entrepreneurial bug hit and he co-founded Jackson-Dawson Mar-keting Communications, a company specializing in dealer training and product launches for the auto indus-try in 1980.
In 1987, Jackson wanted to move back south and thought Greenville would be a good fit. An avid pilot, he
learned of an opportunity to purchase Cornerstone Aviation, a fixed base operation (FBO) that served as a service station for the Greenville Downtown Airport, providing fuel, maintenance and storage.
In fact, when he started the Green-ville office of what is now Jackson Marketing Group (JMG) in 1988, the offices were housed on the second floor in an airport hangar.
“Clients would get distracted by the airplanes in the hangars and we’d have to corral them to get back up-stairs to the meeting,” Jackson said.
Jackson sold the FBO in 1993, but says it was a great way to get to know Greenville’s fathers and leaders
Jackson Marketing Group celebrates 25 yearsBy sherry Jackson | staff | [email protected]
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Chairman larry Jackson, Jackson marketing Group. Photos by Greg Beckner / Staff
November 1, 2013 Upstate bUsiness joUrnal 21
UBJ milestone
with a majority of them utilizing the general aviation airport as a
“corporate gateway to the city.”In 1997, Jackson and his son,
Darrell, launched Jackson Motor-sports Group. The new division was designed to sell race tires and go to racetracks to sell and mount the tires. Darrell Jackson now serves as president of the motorsports group and Larry Jackson has two other children and a son-in-law who work there. Jackson said all his children started at the bottom and “earned their way up.”
Jackson kept the Jackson-Dawson branches in Detroit and others in Los Angeles and New York until he sold his portion of that partnership in 2009 as part of his estate plan-ning.
The company now operates a small office in Charlotte, but its main headquarters are in Greenville in a large office space off Woodruff Road, complete with a vision gallery that displays local artwork and an audi-torium Jackson makes available for non-profit use. The Motor-sports Group is housed in an additional 26,000 square feet building just down the street, and the agency is currently looking for another 20,000 square feet.
Jackson said JMG has expand-ed into other verticals such as financial, healthcare, manufac-turing and pro-bono work, but still has a strong focus on the auto industry and transportation. It’s
also one of the few marketing com-panies in South Carolina to handle all aspects of a project in-house, with four suites handling video production, copywriting, media and research and web design.
Clients include heavyweights such as BMW, Bob Jones University, the Peace Center, Michelin and Sage Automotive. Recent projects have included an interactive mobile appli-cation for Milliken’s arboretum and 600-acre Spartanburg campus and a marketing campaign for the 2013 Big League World Series.
“In my opinion, our greatest single achievement is the longevity of our client relationships,” said Darrell Jackson. “Our first client from back in 1988 is still a client today. I can count on one hand the number of clients who have gone elsewhere in the past decade.”
Larry Jackson says his Christian faith and belief in service to others, coupled with business values rooted in solving clients’ problems, have kept
him going and growing his business over the years. He is passionate about giving back and outreach to non-prof-its. The company was recently awarded the Community Foundation Spirit Award.
The company reaffirmed its com-mitment to serving the community last week by celebrating its 25th an-niversary with a birthday party and a 25-hour Serve-A-Thon partnership with Hands on Greenville and Habitat for Humanity. JMG’s 103 full-time employees worked in shifts around the clock on October 22 and 23 to help construct a house for a deserving family.
As Jackson inches towards retire-ment, he says he hasn’t quite figured out his succession plan yet, but sees the companies staying under the same umbrella. He wants to continue to strategically grow the business.
“From the beginning, my father has taught me that this business is all about our people – both our clients and our associates,” said his son,
Darrell. “We have created a focus and a culture that strives to solve problems, serve people and grow careers.”
Darrell Jackson said he wants to “continue helping lead a culture where we solve, serve and grow. If we are successful, we will continue to grow towards our ultimate goal of becoming the leading integrated marketing communications brand in the Southeast.”
jackson Marketing Group’s 25 Years1988 Jackson Dawson opens in Greenville at Downtown Airport
2003 motorsports Division acquires an additional 26,000 sq. ft. of warehouse space
1998 Jackson Dawson moves to task industrial Court
1997 Jackson Dawson launches
motorsports Division
2009-2012 Jackson marketing Group named a top BtoB agency by
BtoB magazine 4 years running
2012 Jackson marketing Group recognized by Community Foundation
with Creative spirit Award
2009 Jackson Dawson changes name to Jackson
marketing Group when larry sells his partnership
in Detroit and lA
1988 19981993 2003 2008
1988 1989 1990 1991 1992 1993 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011
1990 Jackson Dawson acquires therapon marketing Group and moves to Piedmont
office Center on Villa.
2011 Jackson marketing Group/Jackson motorsports
Group employee base reaches 100 people
pro-bono/non-proFit Clients
American Red Cross of Western Carolinas
Metropolitan Arts CouncilArtisphere
Big League World SeriesThe Wilds
Advance SCSouth Carolina Charities, Inc.
Aloft
Hidden Treasure Christian School
CoMMUnitY inVolVeMent & boarD positions
lArry JACkson (ChAirmAn): Bob Jones University Board chairman, The Wilds Christian Camp and Conference Center board member, Gospel Fellowship Association board member, Past Greenville Area Development Corporation board member, Past Chamber of Commerce Headquarters Recruiting Committee member, Past Greenville Tech Foundation board member
David Jones (Vice President Client services, Chief marketing officer): Hands on Greenville board chairman
mike Zeller (Vice President, Brand marketing): Artisphere Board, Metropolitan Arts Council Board, American Red Cross Board, Greenville Tech Foundation Board, South Carolina Chamber Board
eric Jackson (Jackson motorsports Group sales specialist): Salvation Army Boys & Girls Club Advisory Board
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AS SEEN IN NOVEMBER 1, 2013
JUNE 19: THE ENTERTAINMENT ISSUE A look at the business of leisure.
JULY 17: TRAVELERS REST The small town making big waves.
JULY 31: QUARTERLY CRE ISSUE The state of commercial real estate in the Upstate.
Got any thoughts? Care to contribute? Let us know at [email protected].
UP NEXT
A QUICK LOOK INTO THE UPSTATE’S PAST | SNAPSHOT | 23
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