november 20, 2015 ubj

IN IT WITH

What does Greenville’s newest tenant mean for downtown development? - pg 12

NOVEMBER 20, 2015 | VOL. 4 ISSUE 47

Pete Richichi, COO of WYNIT Distribution, at the ONE building in downtown Greenville

11.20.2015 | upstatebusinessjournal.com INFORMATION YOU WANT TO KNOW | ADVERTISING | 3

Joe Erwin, founder of Erwin Penland, announced on Monday his retirement from the company, effective Dec. 31, but he’s not slowing down.

Erwin plans to continue his work building the m a r k e t i n g p r o g r a m a t Clemson and start a new busi-ness.

He said the planning for a succession strat-egy started about a year ago as the company hired people into lead-ership positions, but the plan was for Erwin to retire about two years from now.

He said the loss of much business from Verizon, which is one of the company’s biggest clients, forced leadership to start looking for ways to make up the loss in revenue. Erwin said he told longtime business partner and COO Allen Bosworth that the time had come for him to step aside in order to free up money.

Erwin said he was confi dent in Bosworth’s continued leadership and the core team.

“There’s definite sadness with leaving something you’ve created, there’s frustration, there’s even some anger,” he said. But Erwin, who is 59, said he couldn’t fault anybody for the loss of Verizon’s business and he’s now “fully excited” for the future.

“Instead of slowing down – which maybe I should – I’m actually speed-ing up,” he said.

In the coming months he plans to announce a new business in Green-ville. He didn’t want to reveal too many details until he has everything fi nalized, but he said it would not be another advertising agency. Instead, the business would draw from his and others’ experience to help cre-

ative people such as copywriters, artists and filmmakers achieve success for their own businesses, he said.

Erwin, a 1979 Clemson graduate, also plans to help the university build up its marketing and brand commu-

n i c a t i o n s program. In 2012, he and his wife, Gretchen, created and endowed the Erwin Center for Brand Commu-nications at Clemson. Erwin said he pledged to Clemson President Jim Clements to travel around the country to do fundraising to make the center self-sustaining.

“When I’m on campus working on that program, I’m so energized” from seeing the students being helped by it, he said.

Erwin and his wife started the company 29 years ago in Greenville with a “life savings of $5,000” when he bought Penland Advertising from Jerry Penland.

Penland didn’t stay on with the company, but Erwin kept the name as part of the moniker “because we were such a tiny company that the name Erwin Penland made us seem bigger.”

The company grew from just Erwin and his wife to about 400 employees today in offi ces both in Greenville and New York, which opened in 2011. The company was acquired by Boston-based Hill Holliday in 2004.

Erwin said he was happy with the work he had done at his company. “I have accomplished everything I ever dreamed about,” he said.

In his memo to employees, Erwin wrote, “So in closing, let me just say thank you for allowing me to work for you. It has been an honor and a privilege.”

Erwin announces retirement from Erwin PenlandBENJAMIN JEFFERS | [email protected]

Joe ErwinPhoto by Patrick Cox

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UBJ | 11.20.2015

TBA

4 | THE RUNDOWN | TOP-OF-MIND AND IN THE MIX THIS WEEK

VOLUME 4, ISSUE 46

José Muñoz, executive vice president of Nissan Motor Co. and chairman of Nissan North America (left), talks with Jim Morton, chairman of the Greenville Health System board of trustees (right), on the TD Convention Center stage during the Greenville Tech Foundation Workforce Development Salute. Photo credit: Jeff Hall

Featured this issue:Erwin Penland founder announces retirement 3Feed & Seed, others head for new west side market 10NEXT High’s Jeremy Boeh is One to Watch 14

QuikTrip is proposing to build a new gas station at the corner of Markley and Academy streets in downtown Greenville. The company has fi led a request with the city to be heard at the Dec. 17 Planning Commission

meeting to change the zoning for a portion of the property.

VERBATIM

On solidarité

“As an international community

that includes a 40-year relationship with Michelin, our thoughts and prayers are extended to our local French family and those impacted across the world.”

Greenville Mayor Knox White at a fl ag-raising ceremony to honor the victims of last week’s attacks in Paris.

VERBATIM

solidarité“As an international community

VERBATIM

On solidarité

“As an international

11.20.2015 | upstatebusinessjournal.com

Fernweh, a travel app dedicated to helping backpackers plan their trips around a set budget, won fi rst place in the Startup Weekend – Global Startup Battle last weekend at NEXT High School.

App users provide their destina-tions, dates and how much they’re willing to spend, and then the app gives them packages with fl ights, lodging and transportation.

The fi rst-place prize was free incu-bator space for three months at Bootstrap Engine, lawyer fees to help get the startup off the ground, LLC fees, business coaching and videogra-phy services. The top three winners had to submit a video in order to compete further.

Fernweh was one of several startups competing in Greenville.

About 30 people were divided into separate teams, Matt Brown, one of the event organizers, said.

Startup ideas ranged from Web applications to actual products, Brown said.

The weekend was a 54-hour com-petition at NEXT High School, where teams of entrepreneurs worked on creating a business model for a startup. The event ended on Sunday night when the teams pitched their ideas to a panel of judges.

“What made this Startup Weekend different from the others is it was kicking off Global Startup Week,” Brown said.

Teams were judged based on three criteria: customer validation, business

model and execution of design. Brown said sometimes “people are afraid to get out of the building” and hear crit-icism about their idea from potential custom-ers. But the teams during this competition all were enthusiastic about engaging poten-tial customers.

The top three teams from the Startup Battle in Greenville have the opportunity to compete regionally and from there could compete nationally and win prizes to travel to Silicon Valley and a conference in Amsterdam.

Foster Foods, a digital marketplace that allows grocery stores to post classifi ed ads for food approaching end of life, won second place and gets free incubator space at OpenWorks for three months, business coaching

and videography services.Zanglers, an online platform that

brings together the experience of the shopping mall and Internet for fash-ion-conscious millennials, won third place and gets business coaching and videography services.

Brown said he tells teams, “The point is not to win the prize.” He said teams instead should focus on sharing their ideas and learning from others so they can help the community.

INFORMATION YOU WANT TO KNOW | ENTREPRENEURS | 5

Every year at this time, many homeowners decide to wait until after the holidays to put their home on the market for the first time. Others who already have their home on the market decide to take it off the market until after the holidays. Here are six great reasons not to wait:

1. Relocation buyers are out there. Companies are not concerned with holiday time and if the buyers have kids, they want them to get into school after the holidays.

2. Purchasers that are looking for a home during the holidays are serious buyers and are ready to buy. The tire kickers are not out during this time of the year.

3. You can restrict the showings on your home to the times you want it shown. You will remain in control so you can still have your family time.

4. Homes show better when decorated for the holidays. A nicely decorated house will make potential buyers feel right at home.

5. There is less competition for you as a seller right now. According to the Greater Greenville Multiple Listing Service, there are 10% fewer homes on the market today than this time last year.

6. The supply of listings increases substantially after the holidays. Also new construction will make a comeback in 2016. This will lessen the demand for your house.

The bottom line is that waiting until after the holidays to sell probably doesn’t make sense. Call my team today to get your home sold quickly!Call my team today to get your home sold quickly!

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Why Waiting Until After the Holidays

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Backpacking app wins Startup WeekendBENJAMIN JEFFERS | [email protected]

Toss Pizza Pub coming to South RidgeToss Pizza Pub, a new restaurant from Jacob Billingsley, who owns blueberryfrog and Gringo’s Cantina, will be opening at the South Ridge mixed-use complex on Church Street in March 2016.

Toss Pizza Pub will feature artisan wood-fi red pizza and a full-service bar. The restaurant will occupy approximately 4,000 square feet of space next door to Biscuit Head, an Asheville-based restaurant that already announced plans to open its third location at South Ridge.

J.B. Lacher closing up shopJ.B. Lacher jewelry store, located at 123 College St. in downtown Greenville, is closing its doors. The store has been in business since 1946, but current owner Nancy Shaikun told family and friends in a letter that the store has become “a fi nancial burden” for her.

J.B. Lacher is currently holding a liquidation sale, and the business will close once inventory is depleted.

UPDA

TE

The Startup Weekend2015 participants.

The organizers of Startup Weekend.

UBJ | 11.20.2015

South Carolina would be required to cut carbon emissions by 30 percent by 2030 under a new federal rule, and the state Department of Health and Environmental Control will be in the Upstate on Nov. 19 to get input on how to do that.

The federal Environmental Protection Agency issued its fi nal rule on the Clean Power Plan earlier this year. It is part of President Obama’s Climate Action Plan.

The fi rst deadline is September 2016, although the fi nal rule allows states to request two additional years if it is seeking public engagement in formulat-ing the plan, said Myra Reece, the interim director of environmental affairs for the South Carolina Department of Health and Environmental Control.

A coalition of 24 states, including South Carolina, and one power company fi led a lawsuit with the U.S. Court of Appeals for the District of Columbia last month, claiming the Clean Power Plan was a federal overreach.

Each state is being allowed to come up with its own plan to meet the new regu-lations. If states don’t come up with their own plan, the

EPA will issue its own.“If we as a state don’t develop a plan, the EPA will

come up with a plan that is almost certain to be more expensive,” said Robbie Brown, director of DHEC’s air assessment and regulation division. “We’re hoping with our energy mix, we’ll be able to come up with a plan that will have minimal impact on rates and reliability.”

Brown said there are 26 coal units in South Car-olina and that only one dozen will be left by 2018.

“We think we can still use the coal units,” he said. “The new rule won’t force the shutdown of the other units.”

Reece said DHEC wants to work with local advisory groups such as Ten at the Top’s Air Quality Committee.

While cutting carbon emissions by 30 percent will be challenging for South Carolina, it isn’t as bad as the EPA’s proposed rule that would have set the state’s reduction at 53 percent, the third highest in the nation. Davis said the goal was changed after the EPA took into consideration the nuclear power plants under construction in the state.

“Any consumer is concerned about electricity rates,” Reece said. “Business is a heavy energy user.”

As part of the plan, the EPA expects states to understand how the plan will affect rates and how low-income communities will be affected, Reece said.

“It’s important that we get this plan right,” she said. “We need participation from a wide range of stakeholders.”

6 | ENERGY | INFORMATION YOU WANT TO KNOW

Upstate businesses asked to help state with clean energy planCINDY LANDRUM | [email protected]

“If we as a state don’t develop a plan, the EPA will come up with a plan that is almost certain to be more expensive.”

Robbie Brown, director, DHEC director of air assessment and regulation division

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Mauldin residents tried their hand at city planning by helping build a 12-page vision plan for the future of their city, which will be presented to Mauldin City Council as a community-based planning resource to complement existing strategic city plans. Titled “Building the Mauldin Edge,” the report outlines develop-ment opportunities for Mauldin from residents in an effort to draw in community members and gather support for development in the growing municipality.

The proposal includes input and ideas from local citizens and business owners collected during three com-munity events this fall. For example, meeting attendees said Mauldin should be a walkable city that wel-comes consistent businesses, includes a center hub for resident and visitor activity and maintains a focus on art and culture.

“Especially if you’re in a growing area like Mauldin, if you don’t want to be stagnant, you have to grow, and you have to know what direction you

want to grow,” said 10-year Maulidn resident and business development professional Mike Myers, who attend-ed some of the meetings. “It brought in people that might not have been connected to the planning in Mauldin before.”

Events were facilitated by Phil

McCreight of Beer & Napkins, who compiled the

final proposal. The plan includes short- and long-term goals to build a “center hub” and foster a walkable, connected city. While Mauldin has developed well on the city and gov-ernment side, the report has the function of both bringing commu-nity members together in support of

city development and giving city leaders an idea of what the commu-nity wants it to be, he said.

“Success looks like getting a more solid viewpoint of the community side,” said McCreight. “What this is doing is adding what really is the community input value versus just the high-level surveys.”

INFORMATION YOU WANT TO KNOW | M & A / COMMUNITY PLANNING | 7

Elliott Davis Decosimo announced plans to merge with banking advisory fi rm Crowell & Crowell, adding 35 fi nancial institution clients and broaden-ing the CPA fi rm’s expertise in Tennessee.

Terms of the deal were not disclosed. Elliott Davis Decosimo has a small existing offi ce in Nashville as a result of its Decosimo acquisition earlier this year, but the merger will allow for faster growth, said the company’s banking and fi nancial services practice leader Jason Caskey.

“This gives us a greater entrée into Tennessee because we’ll start out with 35 banks that this fi rm already works with,” said Caskey, who said Tennes-see is home to 170 banks compared with 60 in each of the Carolinas. “There are more banks and more opportunities in Tennessee than there are in the Carolinas combined.”

The merger was partially driven by changes in the banking industry, including ever-increasing regula-tions on fi nancial institutions and thus different

opportunities for CPA fi rms working in the space, said Caskey. More complex regulations require more expertise in a wider variety of areas, and Crowell & Crowell’s 10 local employees add to Elliott Davis Decosimo’s ability to specialize.

“We were traditionally fi ve years ago just provid-ing external auditing and tax services,” he said. “Now today about half of our fi nancial services revenues come from consulting services.”

The company recently relocated two members of its fi nancial services team to its Knoxville and Nashville operations, but does not have plans for further relocations, he said. Growth in Tennessee will be organic.

Founded in 2002, Crowell & Crowell specializes in audit and consulting services, including internal audit, compliance reviews, IT reviews and loan review services for fi nancial institutions in Tennessee. The fi rm will remain in its current offi ce location in Franklin, Tenn., but will take on the Elliott Davis Decosimo name effective January 1, 2016.

“Crowell & Crowell has had great success serving

the banking and fi nancial industry for the last 14 years,” said shareholder June Crowell. “Combining with Elliott Davis Decosimo will allow us to broaden our services available to clients through new capa-bilities and added expertise. Our team is excited about the opportunity and we are getting a positive response from our clients who have already expressed an interest in expanding our services.”

Elliott Davis Decosimo offers accounting, tax and consulting services across 17 offi ces in the U.S. The CPA fi rm includes more than 800 people and serves the fi nancial services, entertainment, manufacturing and distribution and health care industries as well as core services.

Elliott Davis Decosimo expands reach with Tennessee acquisitionASHLEY BONCIMINO | [email protected]

Residents envision a more walkable, central MauldinASHLEY BONCIMINO | [email protected]

Mauldin residents met over several months to develop a 12-page vision plan for their community.

UBJ | 11.20.2015

SHERRY JACKSON | STAFF [email protected] | @SJackson_CJ

8 | SQUARE FEET | REAL ESTATE DEALS AND DEVELOPMENTS ACROSS THE REGION

Presales officially began last week on Traverse, a four-story, 24-unit condo project at 110 Markley St. in Greenville’s West End.

Each two- or three-bedroom condo will have private outdoor space designed around a shared courtyard with garden areas and a water feature. A rooftop deck will offer city and mountain views along with grills, a fi re pit and outdoor seating.

There are 12 fl oor plans to choose from and prices range from $470,000 to $700,000. David Miller is leading the development team.

One 4,239-square-foot live/work space, sectioned off from the residential and courtyard space, is available. Miller says he’s had inquiries from a lawyer and architect, but the space is not yet leased.

Parking is a big amenity for this project, Miller said. Each unit comes with two spaces, and an ad-ditional 16 spaces are available for guests and the live/work space.

One unit has been sold, even before presales began. Miller says 17 units need to be presold before construc-tion can begin. Based on other recent projects in the area, he expects to begin construction mid-next year.

For more information, visit traversegreenville.com.

Presales underway at Traverse in Greenville’s West EndPROJECT PARTNERS

DEVELOPER: Traverse Greenville LLC, David Miller

ARCHITECT: Johnston Design Group

LEGAL: Nelson Galbreath LLC

CONSTRUCTION: Yeargin Potter Shackelford

CIVIL ENGINEER: Site Design Inc.SALES AND MARKETING: Coldwell Banker Caine

PROJECT PARTNERS

DEVELOPER: Traverse Greenville LLC, David Miller

ARCHITECT: Johnston Design Group

LEGAL: Nelson Galbreath LLC

CONSTRUCTION: Yeargin Potter Shackelford

CIVIL ENGINEER: Site Design Inc.SALES AND MARKETING: Coldwell Banker Caine

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Stuart Smith & Co. merges with NAI Earle FurmanSpartanburg-based commercial real estate fi rm Stuart Smith & Co. has merged with NAI Earle Furman. The merger expands the NAI Earle Furman Spartanburg offi ce to fi ve brokers.

The merger extends NAI Earle Furman’s lead as the largest com-mercial real estate brokerage in the Upstate with 49 brokers, according to a company release. All Stuart Smith & Co. sales, leasing and property management services will now be conducted under the NAI Earle Furman brand.

Stuart Smith will join Dan Dunn, Andrew Babb, Kevin Pogue and Lianna Saad in the Spartanburg offi ce on South Pine Street.

“Stuart Smith brings more than 20 years of outstanding commercial real estate experience and a long history of excellent customer rela-tionships,” said Jon Good, chief executive offi cer and broker-in-charge of NAI Earle Furman.

“His track record in the Greer and Spartanburg markets matches perfectly with our success in the Upstate market and his leadership will greatly strengthen our Spar-tanburg team.”

REAL ESTATE DEALS AND DEVELOPMENTS ACROSS THE REGION | SQUARE FEET | 9

Greenville seeks bids on River Street underpass

Work may soon begin on the Greenville Health System Swamp Rabbit Trail underpass at River Street. The city of Greenville has put out a request for sealed bids to “construct a multi-use trail, stone retaining wall and associated improvements that will travel underneath the River Street Bridge and connect Linky Stone Park to Riverwalk.”

The bid includes site improvements consisting of approximately 490 linear feet of concrete trail surface, stone retaining wall, fencing, signage and other hardscape features between Linky Stone Park and Riverwalk. Traffic control, demolition, rock removal, utility relocation, storm drainage, retaining walls, fencing,

signage, curb and gutter, and concrete path construction are also part of the scope of work.

The city is requesting that the Swamp Rabbit Trail remain open during construction with trail users having the ability to access the sidewalk on the western side of Reedy View Drive at all times during construction.

The project is being funded in part by the Community Development Block Grant Program, a federal grant by the U.S. Department of Housing and Urban Development (HUD).

Bids are to be in no later than Dec. 12. Once awarded, the contractor will have 150 days to complete the work.

Map provided by the City of Greenville

Stuart Smith (center) with NAI Earle Furman CEO Jon Good (left) and chairman Earle Furman (right).

SHERRY JACKSON | STAFFSHERRY JACKSON | [email protected] | @SJackson_CJ

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UBJ | 11.20.2015

April A. Morris contributed to this story

At the end of Welborn Street on Greenville’s west side sit two empty warehouses that have seen better days. That’s about to change, though, when renovations begin and a bustling new 40,000-square-foot marketplace called The Commons emerges.

The market concept is similar to others across the country such as the Oxbow Public Market in Napa, Calif. It’s the fi rst of its kind for Greenville, though, said Drew Parker with the Parker Group, one of the owners of the property. “We’re trying to create a destination,” he said.

A restaurant, small craftsmen and food purveyors are all part of the planned tenants. The property is near the Greenville Health System Swamp Rabbit Trail and the new proposed city park.

One new tenant will be Feed & Seed, a nonprofi t group established to create a food distribution system for regional farmers, which will occupy 12,000 square feet. The Feed & Seed space will serve to create a wholesale environment for regional farmers, said di-

rector Mike McGirr. Feed & Seed will purchase from the farmers and then distribute to local

purveyors.

The Feed & Seed space will feature outdoor demonstration gardens, retail space for the public, a commercial kitchen, butchery and food processing. Because of its location, the facility will also help provide accessible, fresh produce and job opportu-nities for nearby neighborhoods. In addition, Feed & Seed will offer a venue for Clemson University and Furman University to educate farmers, students and the public, said McGirr.

Another major tenant for The Commons will be Community Tap Trailside, which will open its second location in 3,000 square feet.

Ed Buffi ngton, one of the owners of Community Tap, said he and his business partner had been approached by “numerous parties” in the past to open another location but the timing and the Welborn Street location “really felt right.”

“Being asked to join the Welborn Street project, along with what Feed & Seed is doing there, is a huge compliment,” said Buffi ngton. “We’ve had tremendous community support with our current spot and feel the new location will be a destination off the trail.”

The Community Tap Trailside will be modeled heavily on the existing Community Tap on Wade Hampton Boulevard and will have a mix of retail sales and a bar component. As the surrounding

neighborhood grows, neighbors will need support and a place to pur-

chase beer and

wine, Buffi ngton said.Three additional tenants will be relocating their

offi ces to The Commons: The Parker Group, which will occupy 2,000 square feet, Ridgeline Construc-tion, occupying 4,500 square feet, and Outdoor Sports Marketing, with 3,000 square feet.

Another large tenant, Carolina Triathlon, will occupy 8,100 square feet. Several other tenants will be an-nounced soon, Parker said. Boyd Cycling, while not a tenant of the market, is located in an adjacent building.

Two city-owned buildings near the property are expected to be torn down to create green space for gardens and public use, and a connector to the Swamp Rabbit Trail is planned.

Façade improvements will be made to the build-ing, but the owners want it to maintain a “rustic

feel.” Construction is expected to begin early 2016 with plans to open by

August 2016.

10 | SQUARE FEET | REAL ESTATE DEALS AND DEVELOPMENTS ACROSS THE REGION

SHERRY JACKSON | STAFF [email protected] | @SJackson_CJ

The Commons, 40,000-SF marketplace, planned for

Greenville’s west sideFeed & Seed, Community Tap and Carolina Triathlon among future

tenants for warehouses near GHS Swamp Rabbit Trail

Read more about the Feed & Seed project in this

week’s Greenville Journal.

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UBJ | 11.20.201512 | COVER

Early next year, WYNIT Distribution plans to relocate its corporate headquarters from North Syracuse, N.Y., to downtown Greenville, making it one of the largest firms to call the city home. Upstate Business Journal tracked down WYNIT COO Pete Richichi in the firm’s new 57,000-square-foot pad in Main Street’s ONE building to talk about Greenville’s newest tenant and what it means for downtown development.

How did you find Greenville? We had a very small competitor here in a niche

part of our business; they fell on some troubled times… To make a very long story short, I flew down, we met, there was really nothing we could do for him to help him save the business, but as a result of that meeting, we acquired some of the assets of the organization, and most notably the people.

That was the beginning of our relationship with Greenville. I had never been in the Upstate before that, and frankly, right from the very beginning, it’s an easy place to fall in love with. For six years, we talked about what the location of the business would look like as we grew, and Greenville always stayed on that radar screen as a potential location for the business if we were going to expand it.

What made Greenville stand out?There’s so much distribution and logistics in the

area. We have two major competitors in the area, ScanSource and Synnex, both world-class companies that, frankly, we want to be like.

In general it’s a multifaceted decision to make. I think even if the economic incentives were equal, Greenville would still have in the rubric come out the winner. … Access to talent, distribution and logistics, a professional environment and the quality of life we can offer our people. It was fairly hands down. All other things being equal, we would still have moved to Greenville.

Why leave North Syracuse? There were just too many other factors pulling us

in a different direction from Syracuse. Again, it’s not that complicated. It was fairly simple math. … In general, the cost of doing business in the Northeast is very high and not going in the right direction, so companies like ours looking to have access to quality people and a lower cost of operations is where we want to be.

Why did you choose downtown Greenville over the surrounding area?

It took a lot of work to make that economically work. Working with the city on the tax structure because our headquarters was here, and working with Hughes Development on this space. Bob with Hughes Development has been wonderfully accom-modating with this space downtown, which we know has a long story behind it. They were able to make a tremendous value proposition to us for this space.

We don’t gain anything from a monetary perspec-tive to be in this beautiful office downtown, but what we do get to do is provide our employees with nothing short of a world-class office environment. If we get productivity increases, that’s fantastic, but that’s not why we did it.

‘It’s an easy place to fall in love with’WYNIT Distribution COO Pete Richichi looks toward the future of his company in downtown Greenville

CertusBank vacancy opened door for WYNIT

When CertusBank announced its departure from the ONE building in downtown Greenville, the company left 128,000 square feet of Class A office space vacant. That opened the door for WYNIT, a large distribution company, to relocate its headquarters into ONE’s prime real estate. WYNIT will occupy the fourth, fifth and sixth floors of the South Tower at the ONE building, facing Washington Street. The ONE North Tower faces the ONE City Plaza area and is home to Clemson MBA, Anthropologie and other tenants.

That leaves the ONE building with 68,000 square feet of available space in the South Tower and 20,000 square feet in the North Tower. The vacant floors are being marketed by CBRE at $28.50 per square foot and include a 280-seat amphitheater, private meeting/presentation space, and full kitchen and breakroom facilities along with private offices, collaborative spaces and open seating areas with office furniture included. Which company will be ONE’s next tenant?

ASHLEY BONCIMINO | [email protected] Available space at ONE per floor

South Tower:• 2nd floor – 20,000 SF

• 3rd floor – 20,000 SF

• 7th floor – 20,000 SF (rendering below)• 9th floor – 5,000 SF• 10th floor – 3,000 SF

North Tower:• 4th floor – 20,000 SF

SHERRY JACKSON | [email protected]

Third floor, South Tower, ONE building

Seventh floor, South Tower, ONE building

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11.20.2015 | upstatebusinessjournal.com COVER | 13

Do you plan on bringing a distribution center to South Carolina?

That’s probably not going to happen. You know, our distribution centers are like factories. They’re not just warehouses and racking. There’s a tremen-dous amount of automation and technology within the distribution center. Putting up a new distribution center costs $10 million. Moving one is not so easy. It’s not just a matter of, “Hey, we’ve got 500,000 square feet of space down here, put up some racking and you’re in business.” We’ve got to put automation in the facility.

What kind of impact do you see WYNIT playing in downtown Greenville?

Our intent is to be a significant contributor to the downtown community. I know I personally want to get involved in helping recruit more people, more big companies to downtown, and more, larger companies to the Upstate or even to the state.

Clearly, having relocated a business from the Northeast to the Southeast, the experience in that should add a little bit more flavor to the presentation to other companies about relocating their business to South Carolina, and the Upstate in particular. I

think companies have misconceptions about the Southeast and misconceptions in particular about South Carolina. I think I could do a really excellent job in helping mitigate those stereotypes. Frankly, we had to do that and continue to have to do that for our employees.

How difficult is it to find talent in your industry?Distribution is a large industry, but distribution

in every industry is different. The transfer of skills is not so easily done. We’ve had many people come to work for us as a manufacturer, as an example, and just not do well in a distribution environment. It’s a fairly unique skill set. The learning curve on it is fairly steep, so when we bring people in, it’s a very inefficient process. Then if and when we lose people, it’s a very expensive process to get new people up to speed and hire. Relocating people to Minneapolis or New York is a very difficult thing to do. Relocat-ing people to Greenville, South Carolina, is much easier to do.

I feel like this facility, the opportunity specifical-ly that we offer at WYNIT, the fact that our business is on this tremendous growth curve, I think our recruiting just got exponentially easier.

What were the trade-offs of moving to Greenville from Syracuse?

I don’t feel like we’ve made a trade-off. I feel like the whole entire move is a trade-up. No negatives… If you have to pick something, it’s hot in July and August. What else do you want me to say?

Moving from Syracuse was not an easy decision from an emotional connection perspective. We’ve got people who’ve been with us for 15 years. Every-one in the Syracuse and Minneapolis offices whose jobs were affected by this were offered a relocation package and the ability to move. No man left behind. Those who chose not to move were offered some level of retention program.

We want to make sure that the people that have contributed to our success understand how grateful we are for that, and that this is something we just have to do as a company to grow. We can’t grow where we are. We need to move to a community where we can grow faster, easier than our other communities, but we don’t just want to do it at the total expense of the people who got us to where we are today.

What it took to win WYNIT

While WYNIT Distribution’s decision to bring 111 office jobs to downtown Greenville is a huge win, it’s much more than a fluke, and part of a larger growth strategy that began when the Upstate lost 750 jobs, according to economic developers in the Upstate.

In July 2014, packaging manufac-turer Sealed Air announced plans to move its headquarters to Charlotte, which included moving 750 jobs from its Greenville and Duncan, S.C., operations across the border in a $58 million economic development deal that included a new office building. The news was a wake-up call, according to Greenville Area Develop-ment Corporation President and CEO J. Mark Farris.

“After the relocation of Sealed Air, we put a committee together that looked specifically at some of the things we could do better with office projects,” said Farris, who said the committee still meets regularly and is one of the reasons downtown Greenville was able to land WYNIT Distribution. “As we did the postmortem on Sealed Air, we decided we could coordinate better and we would make sure we were trying to sing the same hymn when a poten-tial headquarters comes to town.”

And the committee – dubbed the headquarter taskforce – might just be working, he said. Of the 21 economic development and investment an-nouncements in Greenville County so far this year, almost half include office projects amounting to more than $34 million and nearly 1,000 jobs, he said. Nearly half of new projects were office buildings and represented more than $12 million and 251 new jobs, ac-cording to GADC 2015 project data.

“That’s the evolution of the Greenville market. These are projects that we might not have been able to get even a decade ago,” said Farris.

In the manufacturing-heavy Upstate, bringing in more offices and headquar-ters effectively safeguards the region from market fluctuations by building a diverse portfolio, said Hank Hyatt, vice president of economic competitiveness for the Greenville Chamber.

“Manufacturing is a solid base to work from, but having everything from offices, back offices, service centers, logistics … protects from ups and downs,” said Hyatt. “We need to have a very diverse portfolio to work with and … we’re being more intentional as a group, locally.”

Other wins this year included expan-sions for WYNIT competitors Synnex ($6.9 million and 150 jobs) and Scan-Source ($6 million and 100 jobs) as well as CH2M’s $11 million investment at

Verdae. While WYNIT already had expe-rience in the Upstate via its existing Piedmont office, it still needed collabo-ration at every stage to go smoothly, according to City of Greenville Business Development Manager Mike Panasko.

“We’re all trying to coordinate so that it makes for a much better experience for the companies that are evaluating Greenville,” he said, noting the city’s crucial role with business license fees as an example. “I think pulling out individual groups, be it the city or the county or even regionally with the Upstate Alliance, we can individually identify what our mission is. But what happens when the rubber meets the road and items come into play, it becomes more of a group effort.”

ASHLEY BONCIMINO | [email protected]

SC CREDITS FOR WYNIT

According to the state Department of Commerce, WYNIT was offered:

• State tax credits equal to $1,500 annually for five years for each job it creates in Greenville

• Job development credits, rebat-ing to the company a portion of each new employee’s withhold-ing taxes for 10 years

Source: Syracuse.com

2015 ANNOUNCED CAPITAL INVESTMENT AND JOB CREATIONGREENVILLE COUNTY, SOUTH CAROLINA

A: NEW INVESTMENTS VS. EXPANSIONS TOTAL: $379,385,000 | 1,999 JOBS | 23 PROJECTS

New projects $53,650,000 452 Jobs | 8 Projects

Office $35,885,000 978 Jobs | 10 Projects

Unknown $92,400,000 401 Jobs | 3 Projects

Mfg $379,385,000 620 Jobs | 10 Projects

Expansons $233,335,000 1146 Jobs | 12 Projects

Unknown $92,400,000 401 Jobs | 3 Projects

B: OFFICE VS. MFG. PROJECTS TOTAL: $379,385,000 | 1,999 JOBS | 23 PROJECTS

Source: Greenville Area Development Corporation, revised November 12, 2015

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UBJ | 11.20.2015

Jeremy Boeh traveled a unique path to his career as entrepreneur and educator, and it led him places he didn’t expect. Boeh enlisted in the U.S. Army at age 21 and served two deploy-ments to Iraq. Now a company com-mander in the U.S. Army Reserves, his military experience sharpened his focus and strengthened his resolve, inspiring him to return to school for a bachelor’s degree.

While still a student at Wofford College, he was hired as director of entrepreneurship at the school, where he oversaw business competitions and pitch events and guided students in creating revenue-generating LLCs. Now he’s bringing those same skills to high school students as entrepre-neurship director at NEXT High School in Greenville.

Though he never saw himself in the educational arena, his two young children – as well as the teenagers he has worked with – have shown him

the impact he can make. “We’re taking the best practices in education across the world and applying them right here in Greenville,” he said. “That’s pretty powerful.”

What is your role at NEXT HIgh School?

I became entrepreneurship director in March. I’m primarily responsible for all of the programs that focus on impact-based learning, our I3 model, and the incubator within our high school, along with the branding and marketing of the school. The I3 model is our own evolution of high school learning – it stands for interest, inquiry and impact. It’s a process we take all of the students through during their projects.

Describe the idea behind NEXT High School. How many students are taking part so far?

Students started in August. Our fi rst group is 138 students, primarily freshmen and a handful of sophomores. Next year we’ll take 160 freshmen. We’re a state charter school, so we have students from

14 | WHO'S WHO: ONES TO WATCH | WHAT YOU WANT TO KNOW ABOUT PEOPLE YOU NEED TO KNOW

JEREMY BOEH

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“We’re taking the best practices in education across the world and applying them right here in Greenville. That’s pretty powerful.”

Jeremy Boeh

JEREMY BOEH

Entrepreneurship director, NEXT High School; cofounder, IOE

LEIGH SAVAGEContributor

Photo by Carol Stewart

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Greenville and Spartanburg coun-ties from all different backgrounds. These students want to experience education in a different light. They spend a lot of time doing what they are passionate about, and that is in-corporated into their day.

Is that the type of educational experience you would have liked as a student?

I would have actually enjoyed school! These kids are builders, and I like to build things. I went to private Catholic high schools. ... I’m an offi cer in the reserves now, and the military and Catholic schools have a lot of the same rules. It’s like boot camp. But this is not out of textbooks – it’s real life.

How does the eLAB, the in-school incubator, work?

It’s a 12-week program, and we take eight student businesses for each cycle. We take them from idea to execution – and this is real investment. We don’t play with Monopoly money. We want them to launch businesses but also learn best practices – socially respon-sible business practices – for their entrepreneurial venture. We have a network of mentors and resources, some of which I developed as director of entrepreneurship at Wofford.

Does this type of hands-on education benefi t the local workforce?

This was Zach Eikenberry’s brain-child, and he wanted to create an educational system that made sense. What we’re doing is meeting the need of the workforce and the business community, but also a need that col-leges are looking for now. If you want to leave high school and start a busi-ness, you can, or you can go to Furman or Clemson or MIT. [Our students] are using the tools and resources that are used at the college level and the

professional sector, and that puts these students at the head of the line.

What brought you to the Upstate? My wife and her family are from

Greenville. Winter in Ohio, where I’m from, was not appealing to my wife. South Carolina gets two days of snow per year. We get two days of sunshine in the winter in Ohio.

How has your military experience shaped how you approach your career?

Outside of a handful of individuals who have taken me under their wing and mentored me, the military has had the most impact on growing me as a person. I joined when I was 21, and I quickly grew up. A lot of what I do to this day, including only needing four or fi ve hours of sleep, are lessons I learned in combat.

What is the purpose of your new LLC, IOE, and what is the signifi -cance of the name?

IOE is a consulting group that focuses on educational consulting along with branding and marketing. I started it with two friends that work at the school with me. IOE stands for Impact Over Everything. That’s a mantra for me – a personal mission statement. I’m a real big advocate of hustling more than recognition. Ev-erything you do should be creating some level of impact.

What are your goals for the next fi ve years?

Personally, I want to build out the consulting company. I also want to go back and get an MBA. A long time ago, someone told me I’d never get a bachelor’s degree, so I’d like to get an MBA, maybe at Duke.

Five years ago, I would never have expected to be working on entrepre-neurship, and defi nitely not education. But what’s so exciting is the ability to build these models – to change the model. To impact what my daughters will be doing in education – I look forward to continuing to push that ball up the hill.

ONES TO WATCH: The judges could only choose a handful of winners from the more than 130 nominees for Who’s Who in 2015. Throughout the year, UBJ has been introducing you to a dozen more whose work is worth keeping an eye on.

Hometown: Cincinnati, Ohio

Family: Wife Kristen; daughters Kylie (5) and Piper (1)

Education: B.A., history, Wofford College

Military service: Enlisted as Army private in 2005; promoted to staff sergeant, two deployments in Iraq. Currently 414th Chemical Company Commander, U.S. Army Reserve

Hobby: “I’m a huge advocate for Legos. That’s how I decompress.”

WHAT YOU WANT TO KNOW ABOUT PEOPLE YOU NEED TO KNOW | WHO’S WHO: ONES TO WATCH | 15

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UBJ | 11.20.201516 | INNOVATE | MOVERS, SHAKERS AND DISRUPTORS SHAPING OUR FUTURE

Localization is now one of the most significant trends deeply affecting subsets of our culture, gaining momentum, and increasingly affecting a broad array of business interests.

In the 1980s and 1990s, we saw the rise of global-ization. As consumers sought to be unique, they bought goods from diverse geographic places and they stood out from their local peers. Baby boomers were the primary drivers of big-brand loyalty and this global trend. Technological advances in auto-mation, logistics, transportation and even currency exchanges enabled the demand for globally sourced products to be fulfi lled. Consumer demands and technology simultaneously globalized in response to one another.

However, anytime a cultural trend swings too far to one end of the pendulum, there’s usually a reaction to counterbalance it. In the last decade we’ve seen the fi rst groundswell of localization as younger Gen X-ers and millennials (especially) have reacted against the homogenization of globalization.

It’s no longer unique to buy big-brand or global-ized products. Instead, they want locally grown, artisan-produced, small-batch and transparently sourced. They want organic rather than synthetic. They want authentic rather than perfect and glossy; fl aws are embraced since they are genuine. They want “real” in a real sense, not in market-ing-speak. These younger consumers are a key target audience that collectively serves as a key leading indicator of broader, cultural-trend adoption (think social media, smartphones, farmers markets, the shared economy like Uber and Airbnb). This subset, with its record of catalyzing movements, is giving us a glimpse of broader emerging business trends toward localization.

It’s not just the product economy, though, that is gravitating toward localization. In our increasingly pervasive information economy, nearly all demo-graphics are overwhelmed by white noise online; what some are now calling “content clutter.” For instance, according to a report from software devel-oper Domo, Google receives over 4 million search queries per minute. While most websites and content within those sites are not quality per se, there’s still

an ever-increasing amount of data that no one has the time or interest to sift through.

In the same way that localization is now perme-ating lifestyle, it is permeating user trends online. Google’s core value proposition is providing relevant search results based on content. You could draw the parallel that content has been in its globalization phase of development. But demands on informa-tion-consumers’ time have caused the pendulum to swing toward a technologically novel form of local-ization where content is identifi ed as relevant by the new curators.

This curated content is the new leading edge and its expert collectors are the new centers of infl uence on the Web. Web users want to trust a source and have that source make recommendations to them because they don’t have time to evaluate every-thing for themselves. The new brand loyalty online says, “If you give me authentical ly sourced, locally grown, artisan-produced infor-mation, I will listen to you when you suggest I explore or follow or recommend other sources of content.”

In many ways, this burgeoning trend toward localization does not have the gravitation-al pull to force signifi -cant change in how most industries go about their daily business… yet. The momentum is primarily among a subset of con-sumers, the information they consume, and the lifestyle products they buy. However, the likes and dislikes of leading-indicator consumers usually have a trick-le-down effect among the masses. And once larger brands believe they’ve seen enough data to warrant their time and investment, you can be sure that they will follow suit.

The Upstate of South Carolina already has a good foothold on the edge of this localization through locally focused

information resources like visitgreenvillesc.com, TOWN magazine, and even this publication, the Upstate Business Journal. It also has an ever-in-creasing amount of local craftsmanship (Merrimack Canoe Company), locally sourced goods (Swamp Rabbit Cafe), local artisans (Methodical Coffee) and local fl avors (Soby’s, High Cotton, and many more) that have caused Greenville to become a destination of choice.

Coupled with a thriving business community, this localization has caused Greenville to be viewed as a quintessential example of commercial and cultural fl ourishing. And any cultural reaction that results in human fl ourishing is not only worthy of our acknowledgement, but also worthy of our pursuit.

Time to get realAs the pendulum swings away from big brands and globalization, demand for localization increases

By BRENT WARWICKPartner, ipsoCreative

Data is being created every day without us even noticing it. Given how much infor-mation is fl oating around these days, it’s tempting to talk about big data only in terms of size. Big data described the massive avalanche of digital activity pulsating through cables and airwaves, but it also describes all the things we were never able to measure before. With every status we share, every article we read or every photo we upload, we are creating a digital trail that tells a story. Below, we explore how much data is generated in one minute.Infographic from Domo. Sources: bits.blogs.nytimes.com, intel.com, apple.com, time.com, dailymail.co.uk, skype.com, statisticsbrain.com

DATA NEVER SLEEPS 2.0HOW MUCH DATA IS GENERATED EVERY MINUTE?

It’s no longer unique to buy big-brand or globalized products. Instead, they want locally grown, artisan-produced, small-batch and transparently sourced.


One unpleasant aspect of being an economist is that it sometimes falls on us to explain why a feel-good idea is actually harmful. This includes the “preference policies” used by many U.S. states to assist local businesses, by giving an advantage to in-state vendors who submit bid proposals for state projects. Our new research fi nds that, despite the support they enjoy on both sides of the political aisle, preference policies may be costing you hundreds of dollars each year.

Most preference policies work like this: If an in-state vendor comes within a specifi ed percentage of the lowest bid on a project, it will be chosen over a more affordable out-of-state vendor. Seven states have broad policies that apply to virtually all con-tracts, while 12 other states apply preferences to only one or a few specifi c goods, services and industries.

The idea sounds like a win-win, in that local businesses get more revenue and the opportunity to employ more local workers – real positives for a state’s economy. But, as is the case with many well-inten-tioned policies, it’s easy to tout the benefi ts and much more diffi cult to see the many hidden costs.

Preference policies are politically attractive because of the benefi ts they create for high-profi le, politically infl uential, and often popular local busi-nesses. The small percentage increase in project costs, as the state overlooks lower-cost bidders, seems

like a small price to pay to strengthen a neighbor’s or cousin’s employer.

But it adds up, and the costs are passed on to everyone else, hidden in our tax bills. Our new Mercatus Center research estimates

that in states with the most extensive preference policies, such as New Mexico, Ohio and Wyoming, the average resident pays an extra $148 per year in state construction costs, or $158 per person in total capital expenditures.

Preference policies are not alone in this regard. Other economic policies like federally subsidized local airports, sports stadiums garnishing public funding, and the Export-Import Bank create visible benefi ts for vocal special interest groups, but impose more than offsetting costs that are harder to iden-tify because they are spread out among the popula-tion at large.

It’s up to taxpayers to decide if the higher costs are worth it. But they should know that preference policies damage more than their pocketbooks – they can also harm the economy as a whole. Open and

truly competitive bidding is the means by which lower prices, higher quality and new innovations are encouraged. Prices are driven down as excess profi ts are eliminated, and entrepreneurs face incentives to create new and better products that will please their customers (both governments and taxpayers) and continue to create wealth for themselves and their employees.

Preference policies remove some of these incen-tives, allowing local businesses to rely on favoritism rather than merit. If this occurs on a wide enough scale, you have the recipe for a sluggish economy.

Firms wishing to escape the constraints imposed by fair competition often turn to governments to enact policies that limit or create roadblocks for their competition. Policies that give in-state fi rms pref-erences or advantages when bidding on government contracts are no different.

Thus, while preference policies for in-state busi-nesses might appear to be good for a state’s economy, in fact they do just the opposite. A little extra money for an in-state business is a good thing, but not at the expense of roughly $150 pulled out of everyone else’s pockets – money that would most certainly be spent in a way that benefi ts a state’s economy.

Russell S. Sobel is a professor of economics and entrepreneurship at The Citadel. Adam J. Hoffer is an assistant professor of economics at the University of Wisconsin-La Crosse. They are co-authors of the new Mercatus Center at George Mason University study “Protectionism Among the States: How Preference Policies Undermine Competition.”

Feel-good state ‘preference policies’ are costing you moneyBy RUSSELL S. SOBEL AND ADAM J. HOFFERInsideSources.com

VOICES FROM THE BUSINESS COMMUNITY, HEARD HERE | OPINION | 17

Firms wishing to escape the constraints imposed by fair competition often turn to governments to enact policies that limit or create roadblocks for their competition. Policies that give in-state fi rms preferences or advantages when bidding on government contracts are no different.

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UBJ | 11.20.2015

$75 inclusive ticket includes: 3 Hours of Open Beer, Wine, and Cocktails • DJ & Dancing Holiday Themed Stations & Dessert • Holiday Decor

OR Purchase a Reserved Table of 8 for $500 inclusive! Perfect for small companies, organization boards, and to celebrate with your friends!

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17th Floor One Liberty Square, 55 Beattie Place Overlooking Downtown Greenville 864-232-5600 • commerce-club.com

Donald G. WarrenNamed executive vice president at McCrory Construction Company. Warren is the former president and CEO of Suitt Construction Company in Greenville and most recently served as executive vice president for the Carolinas division of Moss and Associates.

Fred FulmerNamed director of preconstruction services at McCrory Construction Company. Fulmer has more than 35 years of experience in construction, primarily focused on estimating and preconstruction responsibilities. He has worked on assignments across the South.

Trish Springfi eldNamed executive vice president of retail banking at Southern First Bancshares Inc. Springfi eld has 22 years of retail banking experience. She previously served as executive vice president of retail at both Palmetto Bancshares and South Financial Group.

Craig BaileyNamed president of the Francis Marion University 2015-2016 Alumni Association. He is managing broker of Joy Real Estate in Mauldin and is a colonel in the U. S. Marine Corps Reserves, where he is the Strategy and Posture Branch head for the U. S. Africa Command headquartered in Stuttgart, Germany.

Beth PadgettNamed executive director of Compass of Carolina. She is the former editorial page editor and senior engagement editor The Greenville News. She will be responsible for the organization’s achievement of its mission and fi nancial objectives while working under the general oversight of the board of directors.

18 | ON THE MOVE | PLAY-BY-PLAY OF UPSTATE CAREERS

DEVELOPMENT

O’Neal Inc. hired Mark Thompson as network administrator. Thompson has more than 15 years of experience

in network support, system adminis-tration and security. He prev-iously worked with Mitsubishi Poly-ester Film.

HIRED HIRED HIRED APPOINTED HIREDHIRED HIRED HIRED APPOINTED

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CONTRIBUTE: New hires, promotions & award winners may be featured in On the Move. Send information and photos to [email protected].


VIP

Ben Haskew

Named South Carolina Chamber Executive of the Year by the Carolinas Association of Chamber of Commerce Executives. Haskew, the president and CEO of the Greenville Chamber, has served the chamber industry for more than 40 years.

Open for business

The Kava Konnection recently opened at 1540 Wade Hampton Blvd., Suite H, Greenville. The business is an alcohol-free social beverage bar. Hours are Tuesday-Saturday, 5 p.m.-2 a.m. For more information, visit thekavakonnection.com.

CONTRIBUTE: Know of a business opening soon? Email information to [email protected].

THE FRESHEST FACES ON THE BUSINESS LANDSCAPE | NEW TO THE STREET | 19

MARKETING/PR

Complete Public Relations hired Brenda Connell as a public relations representative. Connell previously

worked at OOBE Inc. as an account and project specialist. She also in-terned with Columbia Classical Ballet and BMW Charity Pro-Am.

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UBJ | 11.20.2015

Greenville’s debt rating upgraded to AaaMoody’s Investors Service has upgraded the rating on the

City of Greenville’s General Obligation debt to Aaa, the city announced last week. Additionally, both Standard & Poor’s and Fitch have reaffi rmed the city’s triple-A rating. As a result, the city is the only municipality in South Carolina to hold the highest possible rating from all three of the nationally recognized credit rating orga-nizations, city offi cials said in a statement.

The timing of the upgrade positions the city with the strongest credit profi le possible as it prepares to issue debt related to new downtown parking facilities, according to the statement.

“City Council’s hard work, year after year, in making smart and strategic in-vestments pays off as Greenville achieves yet another AAA credit rating,” said Mayor Knox White in the statement. “I’m pleased the rating analysts recognize Greenville’s important contributions to the Upstate’s diverse economy, our vibrant downtown and business district and excellent fi nancial condition.”

“This doesn’t happen by accident,” said City Manager John Castile. “It is the product of an exceptional staff that is dedicated to the city’s success, and a refl ection of the alignment of day-to-day operations with City Council’s vision and goals.”

Moody’s analysts visited Greenville Nov. 2 to tour the city and obtain infor-mation on the city’s fi nances, economic development activity and quality of life, offi cials said in the statement. Moody’s lists the city’s rating outlook as “stable,” citing its expectation that the city’s fi nancial position will remain solid and its tax base will continue a trend of modest growth driven by ongoing development spurred by expanding manufacturing, higher education and medical sectors, said the statement.

Kentucky company acquiresHuntington & Guerry Electric

Kentucky-based Amteck LLC acquired the assets and the ongoing operations of Greenville-based Huntington & Guerry Electric Co.

Huntington & Guerry was organized in 1915 with experience in electrical construction and maintenance and in the installation of electrical power and lighting systems in chemical, textile, paper, chemical manufacturing as well as

pharmaceutical, hospital and health care facilities.“I am very excited for Huntington and Guerry Electric Co. to become a part

of the Amteck family,” James Von Hollen Jr., president of Huntington & Guerry, said in a release. “The combination of these two companies in South Carolina provides an unrivaled platform from which we can continue to grow and deliver on our mission to provide excellent service at a compelling value to an even larger geographic area and customer base.”

Greenville Chamber begins CEO searchThe Greenville Chamber began its search for a new president/CEO. The Chamber’s board of directors formed

a search committee shortly after current President/CEO Ben Haskew announced his plans for retiring in early 2016. The committee, made up of nine business and community leaders, was charged with fi nding the new CEO to lead the chamber.

Waverly Partners was chosen to lead the search and is now accepting candi-dates. The position profi le is posted at greenvillechamber.org/employment.php.

Waverly is a national executive search fi rm that specializes in recruiting chamber and other C-level executives.

In addition to meetings with the search committee and chamber staff, Waverly held three focus groups with business and community members to help shape the profi le for the chamber’s next CEO.

SCRA accepts 2 Greenvillecompanies in SC Launch Program

SCRA Technology Ventures accepted Greenville-based SkyBridge Holdings and South Yeast Labs, among other companies, into its SC Launch Program.

SkyBridge provides cost-effective, custom-er-usable data from professionally designed unmanned aircraft, sensor and software systems to enhance precision agriculture. Other uses would be shore patrol, fi re spotting, pipeline inspection and forest fi re spotting and location.

SouthYeast Labs has a chemical and engineering process for bioprospecting, characterization and banking of region-al microorganisms for the craft brewing industry.

Charleston-area company BidLAN, Florence-based Epic Optix and Fort Mill-based Thrive GPO Inc. were also ac-cepted as client companies.

Companies accepted into the SC Launch economic development program receive mentoring and other support services. These companies may be eligible to receive matching funds or larger investments.

Michelin donates $100Kto Greenville Tech

Michelin North America donated $100,000 to Greenville Technical College for scholarships and equipment in advanced manufacturing programs.

“There is a signifi cant benefi t for Michelin in hiring locally when possi-ble,” said Pete Selleck, chairman and president of Michelin North America. “First, we know that we will retain local workers longer, and secondly we are investing back into the community where we live. An important part of being able to secure local, career-ready reliability technicians is educational institutions such as Greenville Technical College that have high-value programs for people looking to work in this growing fi eld.”

Dr. Keith Miller, president of Greenville Tech, said the donation would help the college develop and sustain a skilled workforce.

First Citizens commits $40K to Greenwood Genetic Center

First Citizens Foundation presented $8,000 recently to complete a fi ve-year, $40,000 fi nancial commitment to support Greenwood Genetic Center.

“We are very appreciative of the long-standing relationship and support that we have had with First Citizens,” said Dr. Mike Friez, director of the Greenwood Genetic Center’s Diagnostic Laboratories. “Their support has helped us ensure that our patients have access to the latest technology available.”

The technology provides families with faster and more accurate diagnoses for a variety of genetic conditions including autism, intellectual disability and seizure disorders.

20 | THE FINE PRINT | BUSINESS BRIEFS YOU CAN’T MISS

Moody’s Investors Service has upgraded the rating on the City of Greenville’s General Obligation debt to Aaa, the city announced last week. Additionally, both Standard & Poor’s and Fitch have reaffi rmed the city’s triple-A rating. As a result, the city is the only municipality in South Carolina to hold the highest possible rating from all three of the nationally recognized credit rating orga-

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UBJ | 11.20.201522 | #TRENDING | INFORMATION YOU WANT TO KNOW

BIZ BUZZ The top 5 stories from last week’s issue ranked by shareability score

1. WYNIT Distribution bringing HQ, 111 jobs to ONE Building

2. GRC plans park for Monaghan Mill

3. Homes of Hope dedicates $9.6M a� ordable housing project in Anderson

4. Construction starts on Spartanburg’s AC Hotel

5. David Clayton outlines his vision for the Center for Manufacturing Innovation

OVERHEARD @ THEWATERCOOLERDistilled commentary from UBJ readers

>> 798

>> 122

>> 118

>> 110

>> 310

UPSTATEBUSINESSJOURNAL.COM

>> WEIGH IN @ THE UBJ EXCHANGEGot something to o� er? Get it o� your chest.Send posts or blog ideas to [email protected].

DIGITAL FLIPBOOK ARCHIVE >>

The layout of print meets the convenience of the web: fl ip through the digital edition of any of our print issues at >> upstatebusinessjournal.com/past-issues

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NOVEMBER 13, 2015 | VOL. 4 ISSUE 46COMPLIMENTARY

suiting up

Zach Etkind’s Suiseys —half-suits,

half-jerseys—are making major play

for Upstate college sports fans - pg 14

RE: WYNIT DISTRIBUTION BRINGING HQ, 111 JOBS TO ONE BUILDING> Jonathan Owens “It’s always better in the South.”

> Michael Badeaux “Corporations are also moving south and not just for winter. Yay Greenville.”

> Ryan Heafy “Excellent news for downtown #yeahTHATgreenville”

> Johnnie Choi “OOOooooooooooo lala!”

> @JohnBoyanoski1 “#welcomeWYNIT”

RE: GRC PLANS PARK FOR MONAGHAN MILL> Keith Boling, C. Dan Joyner Realtors > Keith Boling, C. Dan Joyner

“This is going to be awesome! What a great addition to the city! #yeahthatGreenville #buyandsellwithBoling”

> Larry Curtis Hines “I will be happy when they renovate Woodside Mill.”

> Edward Young “I’LL BELIEVE IT WHEN I SEE IT...”

WORKFORCEDEVELOPMENTSALUTE.ORG

THIS EVENT FUNDS STUDENT SCHOLARSHIPS AND

OTHER CRITICAL NEEDS FOR GREENVILLE TECHNICAL COLLEGE.

THANK YOU TO ALL OF OUR SPONSORS

PRESENTING

DIAMOND

PLATINUM

GOLD

BRONZE

SILVER

BRAASCH BUILDING GROUP • BRADSHAW AUTOMOTIVECU-ICAR • GEORGE T. STANSELL • GREENVILLE DRIVE

HOGAN LOVELLS • JIM AND SUSAN MORTONNAI EARLE FURMAN • NBSC, A DIVISION OF SYNOVUS BANK

NELSON MULLINS RILEY & SCARBOROUGH LLPOGLETREE, DEAKINS, NASH, SMOAK & STEWART, P.C.

SCANSOURCE, INC. • SUNTRUST BANKTHE GALLIVAN GROUP - UBS FINANCIAL SERVICES INC.

WINDSOR AUGHTRY COMMERCIAL GROUP


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MANAGING EDITORJerry [email protected]

STAFF WRITERSAshley Boncimino, Sherry Jackson, Benjamin Jeffers, Cindy Landrum, April A. Morris

DIGITAL TEAM Emily Price, Danielle Car

MARKETING & ADVERTISING

SALES REPRESENTATIVESNicole Greer, Kristi Jennings, Donna Johnston, Annie Langston, Lindsay Oehman, Emily Yepes

DIRECTOR OF EVENTS & ACCOUNT STRATEGY Kate Madden

ART & PRODUCTION

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ADVERTISING DESIGNMichael Allen

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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.

Circulation Audit by

publishers of

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[email protected]

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]

>>

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

>>

AS SEEN IN NOVEMBER 1, 2013

IN THIS WEEK’S ISSUE OF UBJ? WANT A COPY FOR YOUR LOBBY?

Order a reprint today, PDFs available for $25. For more information, contact Anita Harley 864.679.1205 or

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 Jackson Marketing Group celebrates Jackson Marketing

25 yearsBy sherry Jackson | staff | [email protected]

>>

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-giving back and outreach to non-prof-giving back and outreach to non-profits. 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 opensin 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-proFitClients

/lients

/

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 nitY nit inVinVin olVolVol eVeV Ment& 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

>>

AS SEEN IN NOVEMBER 1, 2013

NOV. 27: THE FOOD ISSUESupper’s ready – and so are opportunities.

JAN. 15, 2016:MARKETING AND BRANDINGGetting the word out on local businesses.

JAN. 29, 2016:QUARTERLY CRE ISSUEThe state of commercial real estate in the Upstate.

Got any thoughts? Care to contribute? Let us know at [email protected].

UP NEXT

CONTRIBUTE: Got a hot date? Submit event information for consideration to [email protected].

INSIDE THE UPSTATE’S NETWORKING AND SOCIAL SCENE | PLANNER | 23

DATE EVENT INFO WHERE DO I GO? HOW DO I GO?

Friday

11/20Greenville Chamber Friday ForumSpeaker: Charles Weathers, found of The Weathers Group

Embassy Suites670 Verdae Blvd., Greenville8-9:30 a.m.

Cost: $15 Chamber members$20 nonmembersRegister: bit.ly/forum-nov2015

Monday

11/30Upstate Chamber Coalition Presidential SeriesSpeaker: Carly Fiorina

Embassy Suites670 Verdae Blvd., Greenville11 a.m.-1 p.m.

Cost: $35 Chamber investors$40 non-investors Register: bit.ly/fi orina-nov2015

Friday

12/4

Legislative Outlook BreakfastHear from legislators on the issues that coming up in 2016

Spartanburg Marriott299 N. Church St., Spartanburg7:45-9:30 a.m.

Cost: $25 Chamber members$50 nonmembersRegister: bit.ly/outlook-2016

First Friday Leadership SeriesSpeaker: Scott Carlton, president,SGL Group - The Carbon Company

Clemson at ONE1 N. Main St., Greenville5:15-7 p.m.

Cost: Free Register: bit.ly/fi rstfriday-dec2015

Thursday

12/10High Performance Leadership SeriesTopic: Employee Engagement

Commerce Club55 Beattie Place, Greenville11:30 a.m.-1:30 p.m.

Register: 248-766-6926

Embassy Suites670 Verdae Blvd., Greenville8-9:30 a.m.

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