october 30, 2015 ubj

OCTOBER 30, 2015 | VOL. 4 ISSUE 44

FOCUS: COMMERCIAL REAL ESTATE QUARTERLY: Q3 2015

What effect does sewer capacity have on Greenville’s growth? pg. 14

Greenville’s ‘ticking time bomb’

UBJ | 10.30.20152 | NEWS | INFORMATION YOU WANT TO KNOW

Perimeter project selects sales partner, announces fi rst commercial tenant

The Perimeter, a 70-unit mixed-use condo development at 100 North Markley at the corner of Rhett Street, will feature a Due South coffee café when it opens, project developers said this week. Construction is expected to begin Spring 2016.

Due South was founded by partners Ricardo Pereira and Patrick McIner-ney and currently operates in Taylors at the Taylors Mill. The location at the Perimeter will be Due South’s second.

The Due South downtown location also plans to offer craft beer and wine in addition to its hand-selected coffee. The owners plan to continue their local partnerships, from popup shops to local bands.

“Perimeter is the type of business we want to be associated with, it’s a perfect marriage between our brands,” said Pereira. “The look and feel is

fabulous, and it’s the best move for Due South in terms of aesthetics, lo-cation, and experience.”

Perimeter has announced that Berkshire Hathaway HomeServices C. Dan Joyner, REALTORS, will be its exclusive sales agent.

The project will consist of four stories of condos over two stories of underground parking. Amenities will include two parking spaces per unit, additional onsite covered storage and shared spaces including a lobby with fireplaces, community seating, a rooftop terrace, and a salt-water pool that will be heated year-round. Prices will begin at $300,000.

The development will also feature 4,500 square feet of retail with plans for a high-end hair salon, nail salon, massage therapist, and a full-service artisan coffee bar and café.

For more about the Perimeter project, visit www.perimeter-greenville.sc.

SHERRY JACKSON | [email protected]

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10.30.2015 | upstatebusinessjournal.com INFORMATION YOU WANT TO KNOW | NEWS | 3

Duke Energy’s purchase of Pied-mont Natural Gas is pending approv-al from the North Carolina Utilities Commission and will include Duke Energy assuming roughly $1.8 billion in Piedmont Natural Gas’ existing net debt, representing a total enterprise value of approximately $6.7 billion, Duke offi cials said this week.

Duke said it will fi nance the transac-tion with a combination of debt, between $500 million and $700 million in newly issued equity and other cash sources. Duke spokesman Dave Scanzoni said shareholders, not customers, would pay for the acquisition. Duke has a fully underwritten bridge facility with Bar-clays to complete the transaction.

Duke announced this week that it will buy Piedmont Natural Gas for $4.9 billion.

The boards of both companies unan-imously approved the defi nitive agree-ment, which will allow Piedmont Natural Gas to retain its name and Southeast Charlotte headquarters. The sale is ex-pected to close by the end of 2016.

“We look forward to welcoming Piedmont’s employees and one million customers in the Carolinas and Tennes-see to Duke Energy,” said Duke Energy President and CEO Lynn Good. “This combination provides us with a growing natural gas platform, benefi tting our customers, communities and investors.”

Duke is the largest electric power holding company in the U.S., and its regulated utility operations serve 7.3 million electric customers across six states in the Southeast and the Midwest. Piedmont Natural Gas distributes natural gas to more than one million residential, commercial, and industri-al and power-generation utility cus-tomers in North Carolina, South Car-olina and Tennessee. Piedmont’s South Carolina customers are in four Upstate counties – Anderson, Greenville, Spartanburg and Cherokee.

Duke already distributes natural gas in Ohio and Kentucky. But that dis-tribution is much smaller than Pied-mont Natural Gas, Scanzoni said.

“This is an exciting moment for Piedmont Natural Gas, its shareholders, customers and employees,” said Pied-mont Natural Gas chairman, president and CEO Tom Skains. “The strategic

combination of our two companies will deliver compelling value to our share-holders, greatly expand our platform for future growth, enhance our ability to provide excellence in customer service and give our employees more opportu-nities in one of the largest energy companies in the United States.”

After the sale, Duke will add one member of Piedmont’s board of directors to its board, offi cials said. An existing member of PNG’s management team will lead Duke’s natural gas operations in the Carolinas, Tennessee, Ohio and Kentucky. That person will report to Good.

Duke Energy and Piedmont are also partners – along with Dominion and AGL Resources – in the $5 billion Atlantic Coast Pipeline that will be the fi rst major natural gas pipeline to serve Eastern North Carolina.

The companies will operate as separate entities until the transition is completed.

Duke energy to acquire Piedmont Natural Gas for $4.9BCINDY LANDRUM ANDASHLEY BONCIMINO | STAFF

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$1.8 millionassumption of PNG debt by Duke

$4.9 millioncash paid by Duke for PNG

$6.7 milliontotal enterprise value of deal

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UBJ | 10.30.2015

TBA

It’s offi cial: The Cheesecake Factory is coming to

Greenville. The retailer has signed a lease for 8,954

square feet at Haywood Mall in Greenville.

Patrick Cox Photography is expanding with a second

1,100 square foot offi ce condo on South Main Street in addition to the Augusta St

location.

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

VOLUME 4, ISSUE 44

MONEY SHOT: ReWa employees making improvements to a 60 inch pipeline interceptor within the Enoree River basin. Read more in our story on page 16.

WORTH REPEATING

“I know our friends at the city would love for us to move

downtown. We still have plenty of room to grow here.” Page 10

“We’re down to the hard stuff now, and there’s still a

lot to do.” Page 19

“When infrastructure is insuffi cient, new development

cannot occur and existing development is put at risk.”

Page 14

VERBATIM

On fi nding the balance with city growth

“I subscribe to the maxim that cities are either growing or dying. You are either going to have growing pains or dying pains.”Brian Schick, development partner at Woodfi eld Investments in Charlotte, which is developing the Pendleton Street Baptist Church site.

Featured this issue:Major changes for Southwest Airlines 5Scott Towers redevelopment is back on 21Another new JHM hotel heads downtown 23

10.30.2015 | upstatebusinessjournal.com

Southwest is cutting back its service at the Greenville-Spartanburg Airport.

Beginning on April 12, Southwest will route passengers through Atlanta on three daily fl ights instead of offer-ing direct fl ights between Greer and Houston, Baltimore-Washington International and Chicago Midway.

Flights from Greenville will depart at 6:50 a.m., 11:20 a.m. and 6:30 p.m.

Cutbacks are nothing new for Southwest at GSP International, as the airline used to offer direct fl ights to Nashville and Orlando when Southwest began operating through the airport in 2011.

When the airline began offering fl ights out of Greenville in 2011, direct fl ights also went to Nashville and Orlando.

Rosylin Weston, spokesperson for GSP, said Southwest did not indicate

that the airline is displeased with passenger loads out of GSP, but instead said it were changing the way Southwest did business at small air-ports across the country.

She said the airline informed airport officials that the new model will provide better reliability and service for passengers.

INFORMATION YOU WANT TO KNOW | TRANSPORTATION | 5

Major changes for Southwest fl ights out of GSPBENJAMIN JEFFERS | [email protected] All Southwest GSP fl ights will fi rst

go to Atlanta starting April 12Daily departures:

6:50 a.m.11:20 a.m.6:30 p.m.

Captain D’s to open soonCaptain D’s, a casual seafood chain restaurant, will be opening the doors of its new Spartanburg location on Nov. 2, with a grand opening ribbon cutting on Nov. 3.

The new restaurant is at 1451 W.O. Ezell Boulevard and marks the brand’s debut in Spartanburg for the fi rst time since the early 1990s, kicking off an aggressive growth plan for the Upstate.

The new restaurant is corporate-owned and operated, and the fi rst ground up restaurant Captain D’s has built in more than a decade. Showcasing the brand’s recent remodeled beach design, the Spartanburg restaurant is 2,781 square feet, includes a drive-through and will employ 20-25 people.

Captain D’s has plans for an additional 20 restaurant openings in the Upstate of South Carolina with a handful slated for Spartanburg. The second location has already been secured at 4004 Highway 9 near the Boiling Springs Centre and will be opening in the fi rst quarter of 2016.

UPDA

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UBJ | 10.30.20156 | EVENTS | INFORMATION YOU WANT TO KNOW

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What: Startup Weekend Greenville | Global Startup BattleWhen: Friday, Nov. 13-15Where: Next High School, 2000 Wade Hampton Blvd., GreenvilleCost: $60 early bird | $80 regular | $40 studentNow a regular part of the Upstate’s entrepreneurial calendar, Startup Weekend is an international event series that lets local developers, techies, students and entrepreneurs of all interests practice building their own startup in a 56-hour period. The weekend program starts with participants breaking into teams, which then work to develop all parts of their chosen startup business by Sunday evening. The weekend culminates in a pitch contest, and the fi rst place winner will move forward to compete with other cities in the Global Startup Battle.

What: Nasha Lending Shark Tank CompetitionWhen: Monday, Nov. 16 | 7-8:30pmWhere: Phyllis Wheatley Community Center | 40 John McCarroll Way, GreenvilleCommunity loan fund organization Nasha Lending is hosting its very fi rst Shark Tank style competition for small local businesses. The winner will receive a $1,000 business grant as well as six months of business mentoring to help them expand or pivot their existing business. Support local entrepreneurs and learn more about Nasha Lending’s community loan fund activities. More at NashaLending.org.

What: Development in the Pendleton Arts District | Commercial Real Estate Women of the Upstate, open networking and discussion event When: Thursday, Nov. 12 | 5:30-7:30 pmWhere: Greenville Center for Creative Arts at Brandon Mill | 25 Draper St., GreenvilleNetwork and nosh while learning about development activity in the burgeoning Pendleton Arts District in the Village of West Greenville. The event is hosted by the Upstate Chapter of Commercial Real Estate Women, a national professional organization. Register online at CREWUpstate.org

Prepare to engageEvents near and far worth checking out

The Donut Experiment to open soonThe Donut Experiment Greenville, a new donut shop that allows customers to decorate their own donuts by choosing a cake donut and adding their own toppings and frosting, is set to open this Saturday at 2123 Augusta St. This is the Anna Maria, Florida company’s fi rst franchise.

UPDA

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10.30.2015 | upstatebusinessjournal.com INFORMATION YOU WANT TO KNOW | AGRICULTURE | 7

More than 100,000 households in South Carolina rely on the state’s food assistance program for proper nutrition, but the majority of them can’t use those dollars (Supplemental Nutrition Assistance Program funds, or SNAP) to buy fresh local food and support their local economy.

But it doesn’t have to be that way, according to Brendan Buttimer, the executive director of Hub City Farmer’s Market in Spartanburg. Hub City’s SNAP business has grown 800 percent in the last two years, and the market is number on in the state for connecting farmers to SNAP users, he said.

In fact, Hub City has done so well that the U.S. Department of Agriculture just awarded them a quarter of a million dollars to help the rest of the state do the same.

“In South Carolina, about one in four people are on SNAP, food stamps. It’s over $1 billion a year in benefits,” said Buttimer, noting Hub City received a matching grant in 2013 from United Way of Pied-mont to effectively double SNAP benefits for users. “When we started looking at these numbers, we realized this was a huge opportunity for our farmers.”

In Spartanburg, SNAP re-demptions make up about a quarter of weekly sales, he said, or about the same percentage as credit and debit card sales. With around 1,000 customers per week, the numbers really add up, he said.

Not only does that mean more low-income families are eating fresh fruits and vegeta-bles, but local farmers have seen a healthy bump in sales, according to local farmer Jenni Callahan, who runs Harp and Shamrock Croft with her husband in Spartanburg.

“Instead of going to Walmart, they can take those funds and bring them right to the farmers,” said Callahan, who said SNAP redemptions can represent up to 15 percent of weekly sales. “Those funds are being allocated by the government, and they might as well be allocated to the local farmers. It’s a win-win.”

In 2002, the shift from paper vouchers to EBT cards for SNAP benefits had the unintended conse-quence of shutting famers markets out of the SNAP benefits program, said Buttimer. Today, around a

third of South Carolina farmers’ markets accept SNAP, he said.

The Spartanburg market will receive around $88,000 to help grow the percentage and awareness of SNAP funds in the Upstate, while the rest will be passed to Eat Smart Move More South Carolina, said Buttimer. They will work to develop a business plan based on Hub City’s success, and then implement it in the

Travelers Rest market as well as the Johns Island market in Charleston County, he said.

“Farmers’ markets have an opportunity to play an important role in the health of all South Carolinians by accepting SNAP, and providing fresh, affordable produce to the more than 52,000 SNAP recipients in these two counties alone, said Carrie Draper, Eat Smart Move More South Carolina director of policy and partnership development. “I think this work will help create better informed markets and increased access to these important community spaces for South Carolinians who shop with SNAP.”

Hub City Co-op gets $250k to support local farmers, boost healthy eating ASHLEY BONCIMINO | [email protected]

UBJ | 10.30.2015

Nine companies graduated this week in the fi rst cohort of Greenville’s Founder Institute program*. The inaugural class of 12 entrepreneurs spent three and a half months developing, refi ning and building on their ideas, which spanned the manu-facturing, healthcare, technology, sports and education industries.

Out of the 150 applicants, around 34 were accepted and a mere 12 offi cially graduated, said Founder Institute Green-ville co-director Jason Premo. The selective and intense nature of the program – which required an average of 25 hours per week in addition to participants’ day jobs – is designed to maximize the entrepreneur’s chance of success upon graduation, he said.

“By the time you’ve come out of it, you’ve avoided 80 percent of the reason many startups fail,” said Premo, who said half of the inaugural class had already received some sort of funding for their fi rms.

Premo has plans to run the program again next year, with marketing and applications ramping up in January and February for a projected program launch in early March.

Founder Institute graduates 9 startups8 | ENTREPRENEURSHIP | INFORMATION YOU WANT TO KNOW

ASHLEY BONCIMINO | [email protected]

Startup: Bandwagon

Founders: Harold Hughes, Susan Donkers

Big idea: Online marketplace gives fans more control and fewer fees

Site: BandwagonFanClub.com

Startup: HeyNeighbor

Founders: Kristian Pfl ieger

Big idea: Rent tools, equipment and more from your neighbors conve-niently and securely

Site: HeyNeighborApp.com

Startup: Connect2NICUFounders: Shante NixonBig idea: Connecting parents to providers about neonatal inten-sive careSite: Connect2NICU.com

Startup: Time Is Everything (TIE)

Founders: Adam Powell

Big idea: Outsource chores, laundry, dry cleaning, groceries and more

Site: YourTIE.co

Startup: tForm

Founders: Ben Moore, Chris Rogers

Big idea: Fastest providers of custom thermoformed packaging

Site: tForm.co

Startup: Tipply

Founders: Elizabeth Barr

Big idea: Online recruitment process to vet employees for restaurants

Site: Tipply.cc

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Startup: Tall Gamez Inc.

Founders: Julian Nixon

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Startup: Vocati Inc.

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*Upstate Business Journal Publisher Ryan Johnston was a co-director of

Greenville’s Founder Institute Program.

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UBJ | 10.30.2015

Greenville-based technology wholesaler ScanSource an-nounced plans to expand its Green-ville headquarters for the fi fth time in 10 years. The company will invest $6 million and add 100 “profession-al” jobs at its campus off of Pelham Road, said its CEO and co-founder Mike Bauer at a local leader and media event this week.

“Our corporate headquarters in Greenville plays an important strategic role in our global business, as it enables us to centralize some processes and share best practices, while also sup-porting the local needs of each geog-raphy,” said Bauer. “This expansion will give us the capacity we ned to ac-commodate the growth of the globa business, while also providing a positive impact on the state of South Carolina.”

ScanSource employs around 650

people in Greenville, around 1,100 nationally and more than 2,100 in total across its 43 global offi ces. Founded in 1992, ScanSource has grown to $3.2 billion in annual net sales and occupies 175,000 square feet on more than 24 acres off of Pelham Road. The expansion will convert 30,000 square feet of existing warehouse space into offi ce space and will add 100 jobs – many of which will require a college degree, said Bauer – over the next fi ve years.

Bauer said the company is plan-ning another $10 million capital expenditure in the next 10 years, and said the ScanSource’s Greenville campus has yet undeveloped plots of land to work with in the future.

“I know our friends at the city would love for us to move down-town,” he said. “We still have plenty of room to grow here.”

Waste and recycling collection company Sutera USA LLC is investing $2 million and creating 20 jobs to move into a facility in Greenville. Sutera es-timates to expand to 10,000 units in the fi eld within the next fi ve years. The company plans to invest in R&D by engaging with regional universities.

Established in 2013 as Deep Green Semi Underground, Sutera produces waste and recycling collection systems using pre-case concrete wells and 1,200-gallon (six cubic yard) PVC-coat-ed polyester fabric bags. The system is an alternative to traditional dumpsters, and is best suited for multi-family parks, commercial and institutional use, according to the company.

“Sutera USA is pleased to demon-strate our continued commitment to South Carolina and the surrounding

area by focusing in Greenville the development of our semi underground waste and recyclable material contain-ment systems,” said Sutera President Bernie Melloul. “Our innovative alter-native technology offers critical solutions for containment; the fi rst stage in responsible waste and recy-cling management programs. We are excited to see that the Sutera technol-ogy and our associated servicing ac-tivities are in complete harmony and supportive of the growing regional recycling industry.”

Sutera says the units are environmen-tally friendly, animal resistant, odor resistant and secure. The facility will be located at 55 Commerce Center in Greenville. S.C. Secretary of Commerce Bobby Hitt said South Carolina is home to more than 500 recycling fi rms.

10 | ECONOMIC DEVELOPMENT | INFORMATION YOU WANT TO KNOW

ASHLEY BONCIMINO | [email protected]

ScanSource to expand Greenville HQ with $6MASHLEY BONCIMINO | [email protected]

Waste collection fi rm investing $2M for Upstate facility

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10.30.2015 | upstatebusinessjournal.com THE TECHNICAL SIDE OF BUSINESS | DIGITAL MAVEN | 11

their home computers have up to date virus and malware protection? Is there a fi rewall on their home network? Turned on? Do they have kids using the same computer for gaming, downloading songs and video?

No one wants to discourage diligent employees who are willing to work on the weekends from taking initiative. But the USB they bring back and plug into the offi ce network could have more on it than you bargained for.

The risks aren’t limited to loss or hacking. An Accenture survey in 2007 found that 42 percent of respondents use incorrect information at least once a week and another 57 percent have to compile information from multiple databases to ensure accuracy. For-ty-nine percent of managers respond-ing said valuable information to their company was outside of where it was intended to be. The result: Missed opportunities and lost customers.

OUT OF THE SHADOWSThe answer is not putting your

business on lockdown. Shadow data-

bases are the byproduct of generally well-meaning staff trying to get more done. Business systems are often not built with input from the staff that will use them. Business needs should include methods to enable secure sharing of information. Even some less expensive tools like Dropbox for Business can provide encrypted transfer of information for authenti-cated users working remotely.

Get a good handle on the situation at your business - not by vilifying employees, but by asking them and, most importantly, educating them about potentially risky behavior and offering workable alternatives.

Employees kept in the dark may inadvertently put your business or nonprofi t at risk. Those who are edu-cated and involved will protect it.

Laura Haight is president of Portfolio,a proud member of the STOP. THINK. CONNECT. initiative of the National

Cybersecurity Alliance. The allianceis the sponsor of October as National

Cyber Security Awareness Month.Learn more: goo.gl/OzQo2g

Big data, sensitive data, data vi-sualization. Data is the topic of countless stories, sales pitches, social media posts, blogs and videos, not to mention team meetings, marketing plans and budget discussions.

Here’s something else to think about: Protecting that data.

You may feel protected by expensive systems, fi rewalls, internal controls and the like. But how about the threat you haven’t counted on and shadow databases that are out of your control?

Shadow databases are data main-tained by individuals outside of a centralized, shared system. It may be information that your IT department (if you have one) doesn’t even know you have; or it could be data pulled out of an existing database so it can be worked on independently.

A report last week from Symantec (download at goo.gl/KvOtF8) focuses on the threat of sensitive data and proprietary content at risk of exposure – even at the largest businesses. And why is this the case? Two reasons: An unrealistic reliance on technology alone for protection, and authenticat-ed users either unaware of the need to protect data or fl outing those rules and procedures to make their work lives easier.

A ‘PLAGUE’ OF DATA LEAKAGEThink you aren’t vulnerable? Sy-

mantec calls data loss or “leakage” a

“plague on enter-prise-class organiza-tions,” noting that “a lot of information is no longer secure; it’s on devices and in places the

organization is unaware of.” That’s the situation for large busi-

nesses with big staff, expensive tech-nology and extensive internal controls. What about your small business, startup or nonprofi t?

Employees take data home on laptops or USB drives, or, as was the case with CIA Director John Brennan, they email proprietary reports and information to their personal email so they can work on it outside the offi ce. The Brennan hack, reported last week, was perpetrated by a self-described “stoner” who just wanted to show that he could. Reportedly no classifi ed data was exposed (of course, you can read it all on WikiLeaks), but that doesn’t mean the information was any less sensitive. It included Social Security numbers of staff, draft policy reports, and detailed family information.

As businesses have moved to more mobile computing with laptops re-placing desktops, and many employees authorized to use their own tablets or smartphones for work purposes, more and more data becomes “at risk.”

This month, Oklahoma University Medical Center announced that the health records of nearly 10,000 pa-tients had potentially been compro-mised (including dates of birth, diag-noses, treatment recommendations, medical record numbers, doctors’ names) when a laptop owned by a former staff physician was stolen. (Read more: http://goo.gl/KZ2rzn).

Practically, for the medical center, it doesn’t matter if the thief was after the data (unlikely) or the laptop (more likely). The infor-mation was lost, and 10,000 people had to be notifi ed. That’s a hit for the university’s credibility and reputation.

TAKING THE RISK HOMEDriving around with your

laptop in the car is always a risk, but what about employ-ees or nonprofi t volunteers working on company informa-tion at home? Do you know if

Do you know where your data is?

By LAURA HAIGHTpresident, portfoliosc.com

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UBJ | 10.30.2015

all the incentives they received were for their manufacturing facility.

While we were scouring the world for the next branch plant to locate here, we ignored headquarters and R&D facilities like Proterra and Sealed Air. Now we have ended up with exactly what we asked for – manufac-turing facilities. The higher value-add-ed parts of these companies, along with the high-wage executive and professional jobs that go along with them, have now left for places that value these activities more. This has real consequences for South Carolina. For the past 15 years, per capita income in South Carolina relative to the rest of the nation has fallen.

The annual reports of economic development agencies will celebrate all their successes during the year. There is no economic development organization in South Carolina whose annual report will refl ect that Sealed Air and Proterra are now gone. It’s like watching a baseball game and only keeping score for the home team.

How many of these wake-up calls will it take for South Carolina to get serious about developing a compre-hensive economic strategy that moves beyond recruiting the next branch manufacturing plant to the state? Butch Kirven, a Greenville County Councilman and chairman of its economic development committee, was quoted by the Greenville News as being disappointed “because I thought Proterra had made a strong commitment to Greenville to remain and grow in Greenville and we were doing all that we could to help them do that.” Well, hello!

The most stinging statement about Proterra was from a spokesman in California’s Governor’s Office of Business and Economic Development that “Proterra’s new headquarters further demonstrates an auspicious future for advanced transportation in California.”

Who is responsible for ensuring an auspicious future for advanced trans-portation, or any other industry, in South Carolina? No major organiza-tion is. Not the SC Department of Commerce. Not the South Carolina Research Authority. Not Clemson, the University of South Carolina, or MUSC.

Let’s be clear not to demonize any of the individual professionals working in these organizations. Many do an outstanding job of delivering what they are charged to deliver. No individual doing his or her job every day can fi x this problem alone. This is a systemic problem we have as a state. We have a very fragmented economic development approach focused primarily on recruiting the next branch manufacturer.

What we have are awesome global relationships with major corporations with connections to South Carolina. We have invested in the past decade in enhancing our research universi-ties, attracting preeminent scholars in some areas who also have strong global reputations and relationships.

What we don’t have is a compre-hensive economic strategy that builds on all these assets to leverage our manufacturing relationships to attract their R&D facilities and cor-porate headquarters. We have suc-cessfully done this before with Mi-chelin, attracting Michelin manufacturing, then the Michelin Americas Research Company, and then the Michelin North American Headquarters. We can replicate the Michelin model with thousands of other companies we have relation-ships with.

This will require visionary leader-ship. Where will that come from? I don’t know. Maybe, hopefully, Pro-terra’s announcement will inspire someone running a major organiza-tion in the state to step up and provide the leadership we need.

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

Proterra is a world leader in the design and manufacture of zero-emission vehicles. In 2011, we were excited when Proterra announced they were moving their corporate headquarters and manufacturing to South Carolina.

Proterra announcements earlier this month should also have been exciting news for South Carolina. Ryan Popple, Proterra’s CEO, observed that, “The U.S. is in the midst of a complete re-invention of how we transport people and cargo.” The company said it “expects to fi nd new opportunities for collaboration with other transporta-tion innovators… [to] extend its market leadership by taking greater advantage of the region’s innovation culture.”

There is a huge problem with this announcement. The company won’t be reinventing transportation by fi nding new collaborations in South

Carolina’s innovation culture. The company will fi nd all this by relocating its corpo-rate headquarters to California.

We should have seen this coming long ago. I had dinner with Ryan Popple a while back and asked him when this would happen, because almost inevitably it does and so this announcement was predictable. Highly innovative companies like Proterra leave South Carolina for better access to capital and talent. Unfortunately, this isn’t the only recent announcement of this kind. A year ago Sealed Air announced it was relocating its South Carolina R&D facility to North Carolina where it would have better access to talent.

Earlier Proterra announced they were building a West Coast manufac-turing facility in California to com-plement their East Coast manufac-turing in South Carolina. The economic development culture in South Carolina is focused on recruit-ing the next branch manufacturer, and so when Proterra came almost

By JOHN WARNERCEO, Concepts to Companies

Another wake-up call for South Carolina

While we were scouring the world for the next branch plant to locate here, we ignored headquarters and R&D facilities like Proterra and Sealed Air. Now we have ended up with exactly what we asked for – manufacturing facilities. The higher value-added parts of these companies, along with the high-wage executive and professional jobs that go along with them, have now left for places that value these activities more.

CREW welcomes current and future members and sponsors for an evening of lively discussion and networking

Thursday, November 12, 2015 from 5:30-7:30 PM

Join us in the Pendleton Arts District and learn more about development within this vibrant corridor

Greenville Center for Creative Arts (at Brandon Mill)25 Draper Street • Greenville, SC 29611

Local brews, wine, and hors d’oeuvres will be served

Register at http://crewupstate.org/event/member-sponsor-event/

Upstate

Commercial. Real. Estate. Women. www.crewupstate.org

2015 CREW Event_UBJ Ad_.25page_070914_bk.indd 1 9/28/2015 1:41:48 PM


The Greek philosopher, Epictetus, once said, “We have two ears and one mouth so that we can listen twice as much as we speak.” That is such a simple message, yet so profound with its implications.

We all know the importance of listening over talking. We were taught this in kindergarten and observe its truthfulness in life experiences of all kinds from friendships, to marriage, to business.

Yet we rarely fi nd ourselves able to heed this advice. Our very nature is to do just the opposite, to tell the world our near-continuous thread of thoughts and opinions while rarely pausing to take a breath, much less to listen to others’ views fi rst.

The wisdom of listening is obvious. We can benefi t greatly by having the discipline to actually do it.

One area of business where listening is critical is selling. Having led hun-dreds of strategic sales calls in my career, I strongly believe that the single greatest indicator of sales success is whether the individuals doing the selling have the insight and discipline to make listening their fi rst priority. Successful salespeople know that engaging with the customer and en-ticing them to open up and talk about their needs makes “selling” a lot easier. Unfortunately, far too many sales calls

move quickly from opening pleasantries to sales presentation with very little listening. Consequently, the oppor-tunity for a lasting busi-

ness relationship is often missed.The importance of listening over

speaking even applies to economic de-velopment and supporting high-impact entrepreneurs in the Greenville/Upstate area. Several examples exist where “listening fi rst” has produced a much stronger and more sustainable entre-preneur ecosystem for our community.

Our organization, NEXT, has been customer-led since the day it was founded in 2006. Listening to our entrepreneur customers has been foundational to where we are today. NEXT began by asking our eight founding entrepreneurs about their needs and listened actively for issues we could address. From those early discussions, the Upstate Carolina Angel Network was created as well as our monthly CEO Forum, the base program around which NEXT has grown.

We’ve recently taken listening to a new level by building it into our orga-nizational structure to ensure the customers are heard fi rst. Today, not only do we have entrepreneurs at the table for all planning and major deci-sions, we ensure they have the stron-gest voice in the room, even making them the voting majority on our new board of directors.

This structural commitment to listening guarantees by design that the customers’ voices will be the fi rst and

Listening is critical to innovation

MOVERS, SHAKERS AND DISRUPTORS SHAPING OUR FUTURE | INNOVATE | 13

By JOHN MOORECEO, NEXT

loudest heard on any major decision going forward. Credit goes to the community leaders who have helped fund NEXT to date and to the Green-ville Chamber where we were formed for seeing the wisdom of such a structure and endorsing it.

Other examples of the value of lis-tening are the NEXT Innovation Center and the newly opened NEXT on Main facility downtown. In neither case were these buildings the creation of developers or building owners pushing available space. Nor were they created by staff and then sold to our area’s entrepreneurs. Instead, both facilities were crafted after listening closely to our tribe of startup CEOs who expressed interest in locating together. Because we listened closely, both facilities are at or near capacity and thus meeting the needs of our customers, the entrepreneurs.

We are following a similar approach with our work to launch a new man-ufacturing center in the coming months and are currently in the im-portant listening phase right now with potential tenant companies.

Lastly, it is important that we as a community are listening to the thoughts and ideas of newcomers to our area. We attract amazing people from all around the world on a daily basis who choose our community as their new home. They bring fresh new ideas and perspectives that if heard, can contin-ue to make Greenville and the Upstate an even greater placed to live. While we certainly take pride in the great things already happening here and the heritage and culture of our region, we need to approach our newest neighbors with a “listen fi rst” mentality. Doing so will help fuel future innovations as we work together to strengthen our local economy and community.

If you’re anything like me, you always have a lot to say. I enter most conver-sations with my ears closed and my mouth open ready to share my insights and wisdom with anyone willing to listen. But we only hurt ourselves in the end when we fail to listen fi rst, regardless of whether we’re at home, at work, or out in the community.

Perhaps each morning as we stare in the mirror, we should remember Epictetus’ observation and approach the day with the right proportion of listening to speaking.

UBJ | 10.30.2015

Earlier this month, infrastructure throughout the state of South Carolina was put to the test. While there were a lot of failures with im-pactful consequences, successes were evident as well.

Several years ago the town of Mount Pleasant made signifi cant investments in its infrastructure to help facilitate the quick dispersion of water from the community. Despite receiving some of the highest rain totals in the state related to Hurricane Joaquin, the impacts on Mount Pleasant were a non-story, as the town’s well-funded infrastructure did its job.

When you compare the Mount Pleasant story with that of much of the rest of the Midlands and Low-country, the lesson that emerges is clear: Strong infrastructure is critical. It is critical to protect property. It is critical to protect lives. It is critical for the economic success of a community.

So, what is meant by infrastructure? It includes the water management systems that were sorely tested by Joaquin, but it also includes things we often take for granted like roads, power, sewer, gas and

data management systems. While the costs of managing infrastructure are high, the aftermath of a hurricane, where losses are measured in the billions, exposes the fact that inadequate funding is even more costly.

The Upstate economy is doing very well. While we all see construction projects throughout the region, it is easy to take all this growth for granted. In fact, with the exception of a noticeable increase in road traffi c, most of us don’t put much thought into infrastructure. But for those looking to facilitate further growth – public offi cials, economic develop-ment entities and developers – infrastructure keeps them up at night.

Infrastructure is expensive and the costs have long-term ramifi cations, meaning every infrastruc-ture decision made needs to be as well planned as possible. When infrastructure is insuffi cient, new development cannot occur and existing development is put at risk.

In the absence of adequate funding through normal tax revenue, communities have had to look for alternative funding methods.

One funding source widely used by local govern-ments is tax increment fi nancing, or TIF districts. This tool provides a means to fund infrastructure improvements with the increased tax revenue created by new development. A few years ago, South Caro-lina changed the law regulating TIF, which now requires all taxing districts to consent to special tax allocations. This ability for taxing districts to “opt out” makes it more diffi cult to establish new TIF districts going forward.

Last November, a penny sales tax referendum was defeated in Greenville County that would have helped address some infrastructure issues – mainly traffi c. With that being said, a simple sales tax in one juris-diction would have been a bandage on a wound that is proving to be much more nefarious. Strong infra-structure requires more than just adequate funding; it requires careful coordination among the myriad of utility providers and governmental jurisdictions throughout the Upstate. Anything short of that places the current quality of life at risk and eliminates our region’s competitiveness.

With inadequate funding and all this new

14 | COVER | FOCUS ON COMMERCIAL REAL ESTATE

By JUSTIN HIRSCHSenior associate, CBRE Land Services

A costly delayAs the aftermath of Hurricane Joaquin taught us, strong infrastructure is critical

“When infrastructure is insuffi cient, new development cannot occur and existing development is put at risk.”

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growth in the Upstate, local governments are increasingly dependent upon private developers to fund infrastructure improvements on an ad hoc basis. While private developers can often bear the cost, this approach has a negative impact on affordability, which is a growing concern. More importantly though, funding infrastructure through stopgap measures is trading short-term economic gain in exchange for long-term economic sustainability. This occurs because pay-as-you-go measures typically only provide for the demands of current development and not for the needs of the community over the lifespan of that infrastructure.

The challenge of infrastructure is not unique to the Upstate or the State of South Carolina. Every community is presented with challenges placed on them by their infrastructure demands. Great communities figure out a way to solve them that sustains future growth while simultaneously protecting quality of life. It’s a balancing act.

The provision of infrastructure is arguably one of the most important functions of government. Its provision, or not, has significant impacts on quality of life, the value of property itself and the long-term viability of a community. Adequately funded infrastructure can become an economic recruitment tool. And as Hurricane Joaquin demonstrated, the failure of infrastructure can be much more expensive than effectively funding it along the way.

“With inadequate funding and all this new growth in the Upstate, local governments are increasingly dependent upon private developers to fund infrastruc-ture improvements on an ad hoc basis.”

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Sewer. It isn’t as exciting a subject as a new hotel or mixed-use project, but combine a 100-year old, crumbling city sewer system with the skyrocketing growth stalking Greenville, and the city and its en-virons could soon face the “ticking time bomb” at least one Upstate developer fears.

So how are the city of Greenville and wastewater treatment company Renewable Water Resources (ReWa) handling the challenge? As builders keep building and toilets keep fl ushing, will Greenville’s sewer infrastructure be the clog that stops Greenville development? UBJ takes an in depth look.

AN AGING INFRASTRUCTURESewer treatment service is a joint enterprise in

Greenville County. ReWa partners with 18 public subdistricts, including the city of Greenville, to collect and transport wastewater to ReWa’s treatment plants. Each subdistrict is responsible for supplying and maintaining its portion of the collection system, all of which feed into ever larger ReWa pipes and ultimately to one of eight treatment plants along the Saluda, Enoree and Reedy rivers.

Greenville’s sewer infrastructure is one of the oldest in the area, put in place about 100 years ago. It contains about 330 miles of pipes, about 85 percent of which are clay, said Dwayne Cooper, engineering services manager with the city of Greenville. “With an older infrastructure, you’ve got older clay lines

that don’t necessarily keep all of the sewer in.”Clay pipes, while still functional, have a joint

every four feet and tend to leak at those joints, Cooper explains. Also, over time, clay begins to crumble. In contrast, newer materials such as PVC plastic and ductal iron, have joints every 20 feet.

Over the years, stormwater – the runoff from rain and storms – has crept into the s e w e r system at an alarming rate, taking up precious available ca-pacity, Cooper says. Common-ly referred to as “infi ll and infi l-tration,” or INI, this is the city’s biggest challenge, he said.

“A lot of the capacity of the city sewer system is being taken up by rain water. When it rains, you see a spike of fl ow that can lead to an overfl ow – where water starts coming out of a manhole and runs down to a creek or steam. We’re trying to prevent that,” Cooper said. Environmental reg-ulations are also on the rise re-garding system maintenance, he said. “DHEC and the EPA are going to make sure that we’re in compliance.”

Dealing with the INI issue is like death by a thousand paper cuts, said Gregory Wright, engi-neering manager with ReWa. “There are nicks here and there and each individually don’t do damage, but all of them together cause major problems.”

City councilwoman Gaye Sprague agrees. “If rain is getting in, you know what’s getting out,” she said. “There’s an environmental impact to the Reedy River and we’ve built our whole economic base around the river.”

FIX THE WORST FIRSTSprague said while sewer has always been at the

forefront of her mind, “it was easier to think about the pretty picture rather than the basic infrastruc-ture” for many others.

Infi ltration became such an issue in the early 2000’s that DHEC put the city of Greenville under

that don’t necessarily keep all of the sewer in.”Clay pipes, while still functional, have a joint

every four feet and tend to leak at those joints, Cooper explains. Also, over time, clay begins to crumble. In contrast, newer materials such as PVC plastic and ductal iron, have joints every 20 feet.

Over the years, stormwater – the runoff from rain and storms – has crept into the s e w e r system at an alarming rate, taking up precious available ca-pacity, Cooper says. Common-ly referred to as “infi ll and infi l-tration,” or INI, this is the city’s biggest challenge, he said.

“A lot of the capacity of the city sewer system is being taken up by rain water. When it rains, you see a spike of fl ow that can lead to an overfl ow – where water starts coming out of a manhole and runs down to a creek or steam. We’re trying to prevent that,” Cooper said. Environmental reg-ulations are also on the rise re-garding system maintenance, he said. “DHEC and the EPA are going to make sure that we’re in compliance.”

Dealing with the INI issue is like death by a thousand paper cuts, said Gregory Wright, engi-neering manager with ReWa. “There are nicks here and there and each individually don’t do damage, but all of them together cause major problems.”

City councilwoman Gaye Sprague agrees. “If rain is getting in, you know what’s getting out,” she said. “There’s an environmental impact to the Reedy River and we’ve built our whole economic base around the

What fl ows beneathLimits on sewer capacity could call a halt to Greenville’s rapid growth

SHERRY JACKSON | [email protected]

74.97 miles of sewer lines cleaned

9.3 miles of CCTV inspections

10,916 feet of sewer lines installed or repaired

In the 2014/2015 fi scal year, the city of Greenville completed


a consent order to correct the problem. The order was lifted in 2006 when the city partnered with ReWa on a 15-year plan to reduce INI in city sewer lines, Sprague said.

The city regularly shares information with ReWa and the other subdistricts, all of which have 15-year

agreements with the wastewater treatment company.

Together, ReWa and the subdistricts “have removed millions and millions of

gallons of stormwater out of ReWa’s

treatment system,” Cooper said. “For the past 10 years, we’ve been lining sewers and fi xing sewers. We’re making sure that we’re not getting water into our lines, overtaxing the system and overtaxing the treatment plants. We’re keeping the sanitary sewer in our lines and not polluting the environment.”

Cooper says the goal is to have all of city sewer lines under acceptable INI ratios within the next fi ve years.

To repair sewer pipes, the city uses a liner, like a fi berglass sock, to plug holes and restore fl ow. Pipe bursting, which pulls a new pipe through an existing clay pipe and then breaks off the clay, is also effective, as it maintains the slope and can be accomplished from manhole to manhole, which is easier and more cost effective than digging up streets and sidewalks, Cooper said.

In 2010, Sprague and councilwoman Lillian Brock Flemming championed a plan to “fi x the worst fi rst.” Sewer fees were raised from 3 percent to 5 percent per year. Using fl ow meters, city workers located

where infi ltration was worst and worked with ReWa to fi x the deteriorating sewer lines,

said Sprague.

SOLUTIONS AND COSTS The city has made prog-

ress. In 2010, 77 percent of sewer

a consent order to correct the problem. The order was lifted in 2006 when the city partnered with ReWa on a 15-year plan to reduce INI in city sewer lines, Sprague said.

The city regularly shares information with ReWa and the other subdistricts, all of which have 15-year

agreements with the wastewater treatment company.

Together, ReWa and the subdistricts “have removed millions and millions of

gallons of stormwater out of ReWa’s

treatment system,” Cooper said. “For the past 10 years, we’ve been lining sewers and fi xing sewers. We’re making sure that we’re not getting water into our lines, overtaxing the system and overtaxing the treatment plants. We’re keeping the sanitary sewer in our lines and not polluting the environment.”

Cooper says the goal is to have all of city sewer lines under acceptable INI ratios within the next fi ve years.

To repair sewer pipes, the city uses a liner, like a fi berglass sock, to plug holes and restore fl ow. Pipe bursting, which pulls a new pipe through an existing clay pipe and then breaks off the clay, is also effective, as it maintains the slope and can be accomplished from manhole to manhole, which is easier and more cost effective than digging up streets and sidewalks, Cooper said.

In 2010, Sprague and councilwoman Lillian Brock Flemming championed a plan to “fi x the worst fi rst.” Sewer fees were raised from 3 percent to 5 percent per year. Using fl ow meters, city workers located

where infi ltration was worst and worked with ReWa to fi x the deteriorating sewer lines,

said Sprague.

SOLUTIONS AND COSTS The city has made prog-

ress. In 2010, 77 percent of sewer

Infrastructure issues hamper Taylors development

SEWER continued on PAGE 18

Growing pains related to sewer infrastructure are also felt beyond city limits. Since June, Greenville County Council has debated a rezoning request that would increase the number of units for a planned development in Taylors off Chick Springs Road from 41 to 47.

The debate rests on sewer capacity for the system, which is operated by ReWa and Taylors Fire and Sewer District. According to neighbors, sewage overfl ows regularly from a manhole near the proposed development.

According to Councilman Sid Cates, ReWa has attempted to solve the problem by extending the height of the manholes. Councilman Joe Baldwin, who represents the area, said Taylors cannot accommodate any development in that area at this time due to the capacity constraints.

“It’s not a safe condition – it needs to be remedied before anything can be done,” Baldwin said. “Nobody is sure how long it’s going to take to fi x the problem.”

After weeks of delaying consideration of the request, moving it to full council and returning it to the Planning and Development Committee, the committee voted on Oct. 19 to recommend denial of the rezoning request. Full council will again consider it in early November.

Offi cials from ReWa, Taylors Fire and Sewer District and SC Department of Health and Environmental Control (DHEC) met on the issue this week.

APRIL A. MORRIS | [email protected]

UBJ | 10.30.201518 | COVER | FOCUS ON COMMERCIAL REAL ESTATE

lines hadn’t been touched for years. In 2012 that number dropped to 56 percent and is down to 18 percent in 2015.

“We’re well on our way to fi xing the INI issue,” said Cooper. City crews regularly clean lines, remove grease and obstructions like root blockage, make point repairs and replace sections of lines. Each line is cleaned every three to four years, he said.

The city has completed two large capital improve-ment projects: the Haynie-Sirrine project rehabbed 4.1 miles of sewer lines at a cost of $4 million; up-grades to 1,440 feet of sewer lines at East Park Avenue cost $1.8 million. Other recent CIP projects include a $1.3 million wastewater system rehabili-tation in the central business district, basin 9 and basin 15; a $2.1 million rehab to 12.3 miles of sewer lines in basin 7 and a $632,000 rehab of 27.2 miles of sewer lines in basin 17 and 19. The city has also spent $665,000 to model its sewer infrastructure so it can more easily identify capacity.

ReWa also has two major projects in progress: a $9 million Richland Creek project will replace two smaller pipes with one larger one from Cleveland Park to Rutherford Road, and a Downtown Convey-ance Study is underway to determine how to handle additional fl ow in downtown Greenville. Wright says a 2008 master plan identifi ed the need to install a third pipe downtown on the Reedy River, construction that is “not going to be easy or public friendly. Our pipes are built right under the Swamp Rabbit Trail.”

Wright says the new study will seek less disruptive alternatives to digging up existing pipes. Ideas include tunneling under downtown Greenville and the waterfall to carry sewer, although that’s a very expensive option, he said. Another possibility would be to store extra fl ow upstream in tankage, then

pump that out when it’s not raining, keeping fl ow at maximum capacity.

The study is expected to be completed by the end of 2015 and will then go to the ReWa board of direc-tors for a vote. ReWa is also undergoing detailed

planning and hydraulic modeling of its pipe infra-structure, said Wright, to determine if pipes need to be upsized now to meet future and current demand. That study effort should be completed by fall 2016.

Who pays? Sprague said the city’s operating budget does include some maintenance funding, but it’s far from enough. Other funding sources include grants from the Greenville Water System, bonds and revenue from the downtown infrastructure TIF, she said.

“We’re in transition,” Sprague said. “The TIF money is going away and that was always a funding source for the CBD and the West End.”

THE CHALLENGE FOR DEVELOPERS AND HOMEBUILDERS

With each new project in Greenville, developers are taking a risk. Both the city and ReWa say they operate on a “fi rst-come-fi rst-served” methodology regarding sewer capacity.

“It’s a race to the fi nish line,” says Joe Bryant, Greenville branch manager for the engineering fi rm Seamon Whiteside. Capacity may be adequate for one developer’s project, but not for the next one nearby. Bryant says sewer capacity hasn’t stopped one of his projects yet, but he knows of other projects that have run into problems.

Topography is also an issue, Bryant said. Some projects that are near each other may tie into different sewer lines depending on where the lines connect. Sewer fl ows downstream, not uphill. He cited that one developer is having an issue with sewer tie-ins on a project in the West End right now due to that reality.

Greenville’s rapid growth has placed new demands on the system for additional capacity, Cooper ac-knowledged, with a sharp rise in requests in the West End. “There are a lot of vacant parcels and a lot of demand with a lot of good projects,” he said.

The fi rst step for anyone considering developing property is to contact the city’s Environmental Engineering Offi ce and fi ll out a PSSAR (preliminary sanitary sewer agency review) form to determine the sewer capacity for the project, Cooper said.

“Then it’s either a yes or a no. If we have capacity available you get it, if we don’t, you don’t,” he said. “We justify every answer based on the fl ow or con-dition of the system. It’s not that we like one project over another. As engineers we look at the facts. It’s pretty plain and simple.”

WHEN CAPACITY ISN’T THERECooper said the city has two options if capacity is

an issue: remove rainwater (infi ltration), or enlarge the pipes. If the targeted sewer pipe is one the city has already modeled and surveyed, decisions can be made within minutes – does the pipe, with its exist-ing size and existing slope have capacity?

If the targeted pipe feeds into some of the older, established neighborhoods the city hasn’t evaluated recently, a decision can take months, Cooper

330 miles of wasterwater main pipes (280 miles are still clay)

36 wastewater basins

5 pump stations

$2.8 millionWastewater Bureau 2014/2015 operating budget

$2.9 millionWastewater Bureau 2015/2016 operating budget

In the city of Greenville

DEFINEDINI: Infl ow and Infi ltration: a term used for dilution of sanitary sewer capacity by stormwater/rainwater entering the sewer system

Provided by ReWa

SEWER continued from PAGE 17

>>

New Development Permits

Years

2011

2,500,000

2012 2013 2014 2015 (thru Oct.)

148 Total Requests 137 Total

Requests

85 Total Requests

41 Total Requests24 Total

Requests

2,000,000

1,500,000

1,000,000

500,000

0

Gallo

ns


said. “We can’t grant capacity on a line that’s been overburdened and some of those older systems, built in the 1930’s and 40’s are in pretty rough shape.”

ReWa has a new two-step system in place for developers, who are encouraged to contact the local sewer sub district about capacity first. If the locals approve, the request then goes to ReWa. Any request over 1,000 gallons per day goes to ReWa for approv-al, Wright said.

ReWa does not commit to the flow until final plans are approved, but a developer can buy the capacity ahead of time by paying the $2,500 per household new account fee, he said. While ReWa doesn’t require this fee up front for developments up to 100 lots, paying it can ensure the capacity is there when the plans are ready, he said.

“The worst thing a developer can do is buy a piece of property and develop plans and then come to us or the city and then find out there is a problem,” Wright said.

What happens when the capacity isn’t there? Right now, the city ordinance says it’s up to the developer to pay for additional capacity, Cooper said. The solution could be as minor as re-sectioning a pipe, or require a major capacity improvement. While the city realizes these are costs most developments can’t absorb, the city does not currently have a funding source to increase capacity, Cooper said.

“How do you fairly assess responsibility?” Sprague asked. “It’s more difficult within city limits, but we have to make decisions based on objective criteria.”

A CASE STUDYTake the Maydell Park subdivision by local devel-

oper Rick Quinn as a case study. Quinn initially proposed to build 34 cottage homes ranging from $175,000 to $200,000, a price range and product that the city had told him was desperately needed. Quinn met with engineers, received approval from the planning commission and was ready to beginning building when city engineers told him that the de-tention pond pipes that served that land were too small. Quinn’s options? To dig his own detention pond at a cost of roughly $50,000 or reduce the number of homes.

He chose the latter: Maydell Park will now be 12 lots with single family homes starting at $350,000. Not exactly what he wanted to build, but it’s what he had to do, Quinn said.

Wright said if capacity is an issue, ReWa works with developers to come up with alternatives and cost sharing for improvements that need to be made. ReWa may add in additional money to accommodate future growth for necessary improvements. “Each one is unique and different and handled on a case-by-case basis,” he said.

OBVIOUS QUESTIONSSo is the city’s investment in sewer infrastructure

keeping pace with the city’s growth? No, says Sprague. Some areas of the city are developing at a more intense rate in the very areas “where we are at capacity,” Sprague said. What was a single-family lot is now a restaurant or apartment complex, which have a higher sewer demand per acre. The real challenge is when you get to a hotel that needs 50,000 gallons, said Cooper.

At some point, the city just won’t have the ability to upsize existing pipes, Sprague said. “Sewer may end up being the regulating factor to high growth. We’re down to the hard stuff now, and there’s still a lot to do.”

Wright says ReWa has identified problem areas in the Brushy Creek watershed by the hospital, where

flow is too great for the infrastructure’s capacity in wet weather, he said. “There is plenty of dry weather capacity. It’s too much of the wet weather getting in [to the pipes] –way beyond the standard. As new development projects come in, we’re concerned about approving it.” Wright says ReWa is working with the city of Greenville and two other subdistricts that feed into that area to reduce the INI.

Some obvious question arise out of all this: Is Greenville allocating its limited funds appropriate-ly? Should the city be looking at moving public works at an estimated cost of $15-$20 million and building a new city park at a cost of $12 million? Or would the money be better spent fixing infrastructure such as sewer, roads and burying utilities?

The City Council has just enlisted a consultant to do a sewer rate study “to transition us to the next phase,” Sprague said. The study will look at fees, financial help that may be available, and alternative funding sources such as synthetic fees similar to those used at Verdae, where the developer pays upfront costs and the city reimburses over a period of several years.

The study will examine how the city “can better maintain our system and to make sure we’re doing it right,” said Cooper. “A lot of other cities are going through this. We don’t want to reinvent the wheel.”

WHAT CAN BE DONE NOWThe city might also look into a property owner

awareness campaign. Most homeowners don’t realize that they are responsible for their underground pipes all the way to the city pipe, Cooper said. Sometimes a homeowner might have a roof drain or sump pump connected directly into the sanitary sewer without even knowing it. A hole, cracks or loose joints in sewer pipes or even not having a clean out cap can potentially send several thousand gallons of rain-water into the sewer system.

“I can assure you that there are rodents in the sewer lines,” said Cooper. “The holes in the pipes are letting them in. Tree roots are pretty bad as well – that’s a huge issue.” Lining a pipe solves the infiltra-tion problem, and cuts off the tree’s water and nu-trient source.

Loan programs, private funding, public-private partnerships, and grants are also options, but “is there a better way that would be equitable for ev-erybody?” Cooper asked. “We effectively use every dime of our budget to rehabilitate the sewer system and reconnaissance with smoke tests and CCTV cameras so we know exactly what we need to do and where we need to do it. What’s the most effective way to rehabilitate the pipe? We’re not going to solve this issue in five minutes, so let’s not do something that’s going to waste money. Let’s do it as effective-ly and cost effective as possible.”

The next development could pop up along Pleas-antburg, Wade Hampton, Haywood roads – all of the major corridors are seeing growth, Cooper said. All of the neighborhoods are experiencing infill.

“Sewer is not sexy but it’s a huge issue when it’s not going well,” he said.

“We’re trying to make up for a lot of lost time,” said Sprague.

ReWa sub districts � Anderson County Wastewater Management � Berea Public Service District � City of Fountain Inn � City of Greenville � City of Mauldin � City of Simpsonville Public Works � City of Travelers Rest � Gantt Fire, Sewer & Police District � Greer Commission of Public Works � Laurens County Water & Sewer Commission � Marietta Water, Fire, Sanitation & Sewer District

� Metropolitan Sewer Subdistrict � Parker Sewer & Fire District � Pickens County Public Service Commission � Taylors Fire & Sewer District � Town of Pelzer � Town of West Pelzer � Wade Hampton Fire & Sewer District

Prepared by: City of Greenville Engineering Department 10/22/2015

>>

UBJ | 10.30.2015

OfficeSUMMARY:

Asking rates rose 3 percent since last quarter and the vacancy rate decreased to 8.1 percent. Activity has been spread out, not just in the Greenville CBD but in the suburban markets as well. In the Greenville downtown CBD, rental rates are in the low $20’s per square foot for existing Class A space and the upper $20’s for new construction. The market is very active and availability is limited for Class A space.

OUTLOOK:

As Upstate companies continue to grow, there will be increasing demand for large (25,000 square feet or more) blocks of space. Since there is not a lot of this product, this will pave the way for new speculative office construction to finally happen. Approximately 40,000 of the 82,000 square feet at One Research Drive CU-ICAR should be available soon. Also, Cer-tusBank is expected to vacate 120,000 square feet of space at ONE in the fourth quarter.

IndustrialSUMMARY:

Vacancy decreased to 7.4 percent in the third quarter. Net absorption is somewhat up in the air with NAI Earle Furman reporting at a positive net absorption of 1,108,504 square feet and CBRE reporting a negative net absorption of 188,999 square feet. Rental rates continue to remain high, with Greenville County home to some of the highest rates in the market at an average of $3.45 NNN. A strong demand still exists for large box distribution space through-out the Upstate.

OUTLOOK:

Since China is the largest importer of South Carolina manufactured goods, close attention should be paid to the devaluation of currency in that country. Construction, both speculative and tenant-driven, remains high at 8.1 million square feet of space currently under construc-tion. Of that, only 1.2 million is speculative. Historically, Greenville-Spartanburg has an average of 2 million square feet each year, which means that all the speculative space could be absorbed over the next several quarters.

RetailSUMMARY:

Vacancy rates are hovering around 6.2 percent, the lowest in 10 years. Asking rents have increased for the fourth consecutive quarter and net absorption is strong fueled by the openings of several Wal-Mart Neighborhood Markets, Dollar General and ALDI stores.

OUTLOOK:

For new retail construction, we’re still a bit below our average of one million square feet per year. Out of state investors will continue to enter our market as demand remains high and several new grocery stores choose to enter our market for the first time.

CRE quarterly market reportsAnalysis derived from third quarter 2015 market reports supplied by

CBRE, Colliers, NAI Earle Furman and Cushman & Wakefield | Thalhimer.

20 | COVER | FOCUS ON COMMERCIAL REAL ESTATE

Net Absorption/Asking Rent4Q TRAILING AVERAGE

Overall Vacancy

0%

2%

4%

6%

8%

10%

12%

2012 2013 2014 Q32015

Historical Average = 9%

$12

$13

$14

$15

$16

0

50,000

100,000

150,000

200,000

250,000

2012 2013 2014 Q3 2015

Net Absorption, SF Asking Rent, $ PSF

Source: Cushman & Wakefield Thalhimer,Office Snapshot Q3 2015 Greenville

Overall Vacancy Rates (%)

Average Asking Rental Rates

Trends for 3Q15

NET ABSORPTION

CONSTRUCTION ASKING RATES

VACANCY RATE

5.8%

6.0%

6.2%

6.4%

6.6%

6.8%

2Q14 3Q14 4Q14 1Q15 2Q15 3Q15

$9.00

$9.20

$9.40

$9.60

$9.80

$10.00

2Q14 3Q14 4Q14 1Q15 2Q15 3Q15

Source: NAI Earle Furman, Upstate SC 3Q15Retail Market Report

SHERRY JACKSON | STAFF | [email protected]


It’s been almost two years since the two 14-story Scott Towers buildings on Augusta Street were reduced to rubble in a matter of seconds. Since then, grass has sprouted on the empty property that once provided low-income seniors with housing for more than 40 years.

Plans for the property are still progressing, albeit slowly. Earlier this year, The Greenville Housing Authority, which owns the 6.3-acre property, put out a request for qualifi cations seeking a new partner to assist in the redevelopment of the site after nego-tiations with St. Louis development fi rm McCormack Baron Salazar fell through last year.

TGHA has now selected Atlanta-based Integral Group as its new development partner. TGHA re-ceived 11 responses to the RFQ. No local developers applied.

Once the two complete the master developer’s agreement (anticipated in the next two months), TGHA can then move forward once again with holding public meetings and charrettes, said TGHA Executive Director Ivory Matthews.

Matthews says she expects the public meetings to

REAL ESTATE DEALS AND DEVELOPMENTS ACROSS THE REGION | SQUARE FEET | 21

SHERRY JACKSON | STAFF [email protected] | @SJackson_CJ

New partner chosen for Scott Towers redevelopment

be held by the middle of next year at the latest and hopes to be “moving dirt in the next 12-18 months.” Funding for the $36 million project is still uncertain, however, as TGHA has less than 10 percent of the capital needed to build this project, she said. The remaining 90 percent will need to come from low-income tax credit programs, bond deals, or new market tax credits. Matthews said they are also asking for some fi nancial com-mitment from the city.

Conceptual plans for the site call for new construction of 197 multi-family units consisting of studios, one-bedroom and two-bedroom units. The development would

include a new parking deck, 3,000 square feet of commercial space on the corner of Augusta and Thruston streets and outdoor amenity space for residents.

Also included would be 142 one-bedroom senior garden apart-ments – 62 new construction and 80 existing units at the Garden Apart-ments located behind Scott Tower, which would be rehabilitated and modernized.

The entire development would have 339 units and be a mixed-use, mixed-income community with about 80 percent of the units at market rate and 20 percent affordable for low-er-income seniors and families.

Conceptual site planRenderings provided by McMillan Pazdan Smith Architecture

UBJ | 10.30.201522 | SQUARE FEET | REAL ESTATE DEALS AND DEVELOPMENTS ACROSS THE REGION


Arts center, indoor stadium under construction at Woff ordWofford College broke ground last week on the new Jerry Richardson Indoor Stadium, which will become the new home for Wofford’s basket-ball and volleyball games.

Jerry Richardson, Carolina Panthers founder and owner and Wofford alumnus and trustee, provided an undis-closed amount to fund the 123,000-square-foot facil-ity that will include a 3,400-seat basketball arena and a 500-seat volleyball competition venue. The facility will replace Benjamin Johnson Arena, which will continue to be used for intramural and campus recreational activities, school offi cials said.

The new indoor stadium will be adjacent to the north end of Gibbs Stadium, where the Terriers play football.

The Jerry Richardson Indoor Stadium will serve as the home for women’s basketball, men’s basketball and volleyball and will have a seating capacity for

non-athletics functions, such as commencement and concerts, of 4,500, offi cials said. It will include home and visitor lockers for multiple sports, a training room, coaches’ offi ces and locker rooms and team meeting rooms. Other features include a video board

and ribbon boards, plus desig-nated areas specifi cally designed for students, fans, children and donors. Four open-air suites also are planned.

The opening is slated for September 2017.

Construction has also already begun on the 65,000-square-foot Rosalind Sallenger Rich-ardson Center for the Arts that will open in spring 2017. It will house academic programs in theatre arts, visual arts and art history.

The arts building will be a mixture of masonry, stucco and copper with large areas of glass fi lling art studios with natural light between spaces and across an outdoor sculpture garden. The building will be energy ef-fi cient and will feature high-per-

formance theatrical lighting, rigging and audiovi-sual systems. It also will feature two custom-made Dale Chihuly glass sculptures. Richardson provided funding for this project as well.

PROJECT PARTNERS

ARCHITECT: McMillan Pazdan Smith Architecture (Spartanburg Offi ce)

GENERAL CONTRACTOR: Robins & Morton (Birmingham, Ala.)

Guiding

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COMMERCIAL REAL ESTATE CAN BE A JUNGLE OUT THERE. MAKE SURE YOU HAVE THE RIGHT GUIDE.

10.30.2015 | upstatebusinessjournal.com REAL ESTATE DEALS AND DEVELOPMENTS ACROSS THE REGION | SQUARE FEET | 23


New 7-story, 240-room hotel coming to downtown GreenvilleLocal hotelier JHM Hotels is bringinga new seven-story, 240-room, double-branded hotel to the corner of Spring and Washington streets in downtown Greenville.

The hotel will be part SpringHill Suites by Mar-riott and part Residence Inn by Marriott. Each will occupy separate portions of the hotel but will share a lobby, check-in area, swimming pool with terrace and other common areas. The two concepts are both all-suite hotels but each caters to different types of travelers. Residence Inn caters to travelers with longer stays by offering full kitchens while SpringHill Suites offers a lower price point to travelers.

Heather Meadors, JHM’s director of community relations, said that JHM waited until the market was ready and believes 2017 will be the right time-frame to open the new hotel as the city of Greenville continues to attract businesses and out-of-towners to downtown locations.

“We hope to bring vibrancy to Spring Street as downtown continues to expand,” she said.

JHM has owned the Spring Street property, which is currently being used as a parking lot, since 2012. The new hotel will have roughly 65-70 below-level

parking spaces with plans for a valet option at the Spring Street parking

garage.

travelers. Residence Inn caters to travelers with longer stays by offering full kitchens while SpringHill Suites offers a lower price point to travelers.

The new hotel will have roughly 65-70 below-level parking spaces with plans for a valet option

at the Spring Street parking garage.

The hotelier envisions locating a small, intimate bar with 10-12 barstools and overfl ow seating at the corner of Spring and Washington streets, while a 1,500 retail space will be available for lease at the corner of Irvine and Washington streets. A check-in/motor court area will front Washington Street.

Plans for the project will go before the city’s Design Review Board on Nov. 5. Meadors says JHM hopes to begin construction in the fi rst quarter of 2016, with completion in the second quarter of 2017.

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UBJ | 10.30.201524 | SQUARE FEET | REAL ESTATE DEALS AND DEVELOPMENTS ACROSS THE REGION


Pacolet Milliken to sell 6-acre parcel of Drayton MillsMontgomery Development, new company formed by former Pacolet Milliken VP, will purchase property

The former vice president of real estate for Pacolet Milliken, John Montgomery, has formed a new land development company, Montgomery Development, and has forged a partnership with Pacolet Milliken Enterprises Inc. in which Pacolet Milliken will sell Montgomery a 6-acre parcel at Drayton Mills in Spartanburg that contains the warehouses and headquarters buildings for future retail development.

Over the last three years, Pacolet Milliken has made a signifi cant investment to the Drayton Mills project, contributing all of the funding for the pre-development work and regulatory issues, as well as the creation of the Drayton Mills Trail and new plaza that that was unveiled last week. Pacolet Milliken will continue as the master developer of the 225-acre property. Drayton Mill Lofts, a 289-unit luxury apartment community, is on track and ex-pected to be completed in early 2016.

“I couldn’t be more excited to start this new part-nership with Pacolet Milliken. This is a great oppor-tunity for both companies and I am appreciative for their ongoing support,” said Montgomery. “I still get to be a part of a wonderful company and team that continues to make a positive impact in our area, and

I also get to fulfi ll a lifelong dream of running my own business. Tara Sherbert and her team at TMS Development are doing a fantastic job on the loft apart-ments, and I look forward to working with her and Pacolet Milliken to contin-ue the revitalization effort of the entire Drayton Mill Community.”

Montgomery will also continue to manage the development and sale of Pacolet Milliken’s land portfolio in the Upstate, which includes several thou-sand acres of undeveloped land that Pacolet Milliken inherited when it was created as a separate company from Milliken. A portion of that legacy prop-erty has been sold over the years, includ-ing the land that helped to bring new economic development to the area such as Toray Industries, Kobelco Construction Machinery and Bass Pro Shops, while some of the land has been donated and other portions redeveloped.

“We are excited about this ongoing partnership with John because we think that he is not only uniquely talented in this area of development, but

he brings a long history of community knowledge and involvement to these projects,” said Richard Webel, president of Pacolet Milliken. “John has been a big part of our team, especially his leadership roles in the economic development deals with Toray, Kobelco and Bass Pro Shops, and we are excited that the relationship will continue and also support his desire to have his own company.”

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10.30.2015 | upstatebusinessjournal.com COMMERCIAL REAL ESTATE TRANSACTIONS IN THE UPSTATE | DEALMAKERS | 25

COLLIERS INTERNATIONAL ANNOUNCED:

Richard Barrett represented the seller, HBP Property Holdings LLC, in the sale of 238 AC, the former Hansen Brickyard, in Ninety Six to Robert Todd Calhoun.

Richard Barrett represented the seller, Robert and Elizabeth Carman, in the sale of 4,800 SF of space on 0.94 AC at 2403 Powdersville Road, Easley, for the new headquarters for Pinnacle Environmental Services.

Richard Barrett, represented the buyer, the Burnside Family, in the purchase of 13,200 SF of flex space at 535 Brookshire Road, Greer.

Richard Barrett represented the buyers, the Burnside Family, in the purchase of 21,000 SF of flex space at 220 Augusta Arbor Way, Greenvile.

Jake Jackson represented the landlord in a lease renewal of restaurant space at 4 Independence Pointe, Greenville, to KEP Enterprises LLC.

Jake Jackson represented the buyer, Side Walkers, LLC, in the purchase of Huntress Drive Apartments a seven-unit multi-family property in in Greer.

Jake Jackson with Tyson Smoak and Ross Kestor represented the buyer, 504 Rhett, LLC, in the purchase of 20,000 SF of office space at 504 Rhett St., Greenville.

Frank Hammond and Nick Reinhardt represented the buyer, Ahoy Properties 1 LLC, in the purchase 7,500 SF of flex space at Tandem Drive in Greer.

Frank Hammond and Nick Reinhardt represented the seller, Bessie Cheros, in the sale of 0.26 AC of land on E. Faris Rd in Greenville to the City of Greenville.

Frank Hammond and Nick Reinhardt represented the seller, JB Lacher, Inc., in the sale of a 1,100 SF office condo on S. Main Street in Greenville, to Patrick Cox.

Richard Barrett represented

the landlord in a lease of 4,000 SF of industrial flex space at 524 Brookshire Road, Greer, to Lodige USA Inc.

AVISON YOUNG ANNOUNCED:

John Odom and Rakan Draz represented the tenant, Double Trouble Fitness LLC, in leasing 5,394 SF of retail space at 9030 Northfield Drive, Indian Land, from Barber Properties LLC.

John Odom and Rakan Draz represented the tenant, Crusty LLC, in leasing 1,176 SF of retail space at 1296 Pendleton St., Greenville, from Two Scores Properties LLC.

Rob Howell represented the tenant, Yarde Metals Inc., in leasing 10,228 SF of industrial space at 305 John Dodd Road, Spartanburg, from Cash Realty LLC.

CUSHMAN & WAKEFIELD | THALHIMER ANNOUNCED:

Elliott Fayssoux represented the buyer, The Speed Factory, in purchasing 43,420 SF of office/warehouse space on 1.37 AC at 128 & 130 East Daniel Morgan Ave., Spartanburg.

THE MARCHANT COMPANY ANNOUNCED:

Bo Matheny represented the buyer, Curry & Associates, PA’s, in their $215,000 purchase of an office condo at 414A Pettigru St., Greenville, from JoBat Enterprises.

NAI EARLE FURMAN ANNOUNCED:

Jon Good represented the landlord, 200 Transit Drive LLC, in leasing 8,000 SF of industrial property at 200 Transit Drive, Greenville, to Gregory Pest Control Inc., represented by Earle Furman.

Towers Rice represented the landlord, Highway 72 Greenwood Associates, in leasing 3,000 SF of industrial space at 2432 Highway 72, Greenwood, to Bearing Distributors Inc.

Tony Bonitati, Kay Hill and Bern DuPree represented the

seller, Weston Development, in selling 18 AC of multi-family land on Brushy Creek Road, Greer, to Income Investments LLC.

Earle Furman represented the seller, Spartan Leasing Co Inc., in selling 8,788 SF of industrial property at 115-G Belton Drive, Spartanburg, to Hammett Holdings, LLC.

John Powell represented the buyer, EC Investors LLC, in purchasing 14,000 SF of office property at 1704 East Greenville St., Anderson, from Executive Properties LLC.

Ross Kester and Tyson Smoak represented the seller, Anderson Dental Investments, in selling 3,415 SF of office space at 2126A Highway 81 North, Anderson, to Poinsett Enterprises LLC.

Alex Campbell represented the seller, Wrenp LLC, in selling 10,000 SF of industrial property at 7002-7004 Pelham Road, Greenville, to J&B&A3 LLC.

Tony Bonitati, Kay Hill, Bern DuPree and Towers Rice represented the seller, Peggy Robinson, in selling Huntress Townhomes, a seven-unit multi-family property in Greenville to Side Walkers LLC.

Dan Dunn represented the seller, J. Howard Henderson, in selling 13,100 SF of industrial property at 2120 Ashbury Court, Spartanburg, to Cinderridge Properties LLC.

Dan Dunn represented the seller, J. Howard Henderson, in selling 12,820 SF of industrial property at 2106 Ashbury Court, Spartanburg, to Freeman Properties LLC.

Bern DuPree, Tony Bonitati and Kay Hill represented the seller, George Germano, in selling Country Manor Apartments, a 20-unit multi-family property in Greer to DAB Standard Holdings LLC.

Glenn Batson represented the seller, Arthur State Bank, in selling 35,365 SF of industrial property at 3271 & 3275 Brushy Creek Road, Greer, to Service Transport Incorporated.

Towers Rice represented the seller, Padgett Johnson Jr., in selling 15,000 SF of industrial property at 107 Sandra Ave., Greenville, to Feldman Enterprises

LLC, represented by Alexi Papapieris and Earle Furman.

LEE & ASSOCIATES ANNOUNCED:

Randall Bentley represented the landlord, Friddle & Friddle I LLC, in the 3600 SF lease of 3550 Hwy 153, Piedmont, to The Cellular Connection LLC.

Kevin Bentley represented the tenant, Roebuck Buildings, in the 2400 SF lease of 1097 S. Hwy 101, Unit 5, Greer, from Gateway 101 LLC.

Randall Bentley and Willz Tolbert represented the landlord, Chancellor’s LLC, in the 2793 SF lease of 419 SE Main Street, Suite 101, Simpsonville, to Simpsonville Eye Care LLC.

Willz Tolbert represented the buyer, M. Brooks Derrick, in the 0.95 AC purchase of 224 NE Main St., Simpsonville, from Three M Ents LLC.

Kevin Bentley represented the seller, Park Plaza Realty LLC, in the 3.3 AC sale of 7 Park Plaza, Greenville, Meyer Tool Inc.

Randall Bentley represented the buyer, On.Site Development Services LLC, in the 0.71 AC purchase of 600 E. Washington St., Greenville, from 600 E. Washington Associates.

COLDWELL BANKER COMMERCIAL CAINE ANNOUNCED:

Rick Cauthen represented the seller, MFGI 246 LLC, in the sale of a 167,425 SF industrial facility on 18.32 AC at 19 Page Court, Travelers Rest, to Cold Mountain Industry LLC.

Graham Howle and Lakin Parr represented the buyer, Robert De Rose, in the purchase of 1.1 AC at the corner of YMCA St. and W. Bramlett Road, Greenville, from Alicia B. Maddox.

Tim Satterfield and Angela Halstead represented the buyer, William E. McCullough Revocable Trust, in the purchase of 0.8 AC at 13825 E. Wade Hampton Blvd. Greer, from Hazel B. Powers Revocable Trust.

Tim Satterfield and Angela Halstead represented the

buyer, Jeff Clark Insurance Agency LLC, in the purchase of a 1,232 SF retail building on 0.46 AC at 8715 Asheville Hwy., Boiling Springs, from Gregory W. Alexander.

Tim Satterfield and Angela Halstead represented the seller, SHA Property Company, in the sale of a 19,728 SF office building on 2.47 AC at 325 S. Church St., Spartanburg, to Genesis Properties Inc.

George Zimmerman represented the landlord, North King Road Properties LLC, in leasing 5,000 SF of industrial space at 104-A N. King Court, Greenville, to The Stebbins Engineering and Manufacturing Company.

Pete Brett represented the tenant, Caine Residential LLC, in leasing 2,576 SF of office space at Pelham @ 85 Shopping Center, 3608-B Pelham Road, Greenville, from Central Realty Holdings LLC.

David Sigmon and Matt Vanvick represented the tenant, Fander Vinicio Rodriguez dba M’Unique Hair, in leasing retail space at Fairview Plaza, 3725 Grandview Drive, Simpsonville, from Fairview Plaza.

SPENCER HINES ANNOUNCED:

Andy Hayes and Guy Harris were the listing agents in the $650,000 sale of 127 W. Main Street, Spartanburg, by CBNA-SC LLC to 127 W. Main LLC.

Craig Jacobs was the listing and selling agent in the $343,000 sale of 1433, 1435 and 1437 Fernwood-Glendale, Spartanburg, by HTH Investments LLC to Oak Tree Ventures LLC.

Andy Hayes was the listing agent in the sale of 4,500 SF of industrial/manufacturing space at 7480 S. Pine St., Pacolet, by Michael M. McDonald & Harvey & Sons Inc. to Guardian Storage Systems LLC.

Guy Harris was the listing and selling agent in the sale of 43,422 SF of retail space on 1.37 AC at 128 and 130 E. Daniel Morgan Avenue, Spartanburg, by Daniel Morgan Real Estate LLC to Purple Hippo LLC.

DEALMAKERSCommercial real estate transactions in the Upstate

DEALMAKERS continued on PAGE 26

UBJ | 10.30.201526 | DEALMAKERS | COMMERCIAL REAL ESTATE TRANSACTIONS IN THE UPSTATE

Guy Harris was the listing and selling agent in the sale of 3,318 SF daycare center on 0.66 AC at 129 Peake Road, Roebuck, by FBSA I LLC to Harvestwen LLC.

Craig Jacobs was the listing agent in the sale of 6,000 SF of retail space on 3 AC at 1706 Boiling Springs Road, Boiling Springs, by Circle K Stores Inc. to Becton Investments Inc.

Andy Harris was the listing and leasing agent in the lease of 1,400 SF of retail space at 550 S. Church Street, Spartanburg, by Smartcell Southeast LLC d/b/a MetroPCS from Southside Retail Partners LLC.

Andy Hayes was the listing agent in the 8,541 SF ground lease at 1637 W. Floyd Baker Blvd., Gaffney, by Popeyes Lousiana Kitchen Inc. from Kalogeronitros Brothers Properties.

Dale Seay was the listing and leasing agent in the 15,400 SF lease at 141 Fernwood Drive, Suite 1, Spartanburg, by Brown Roof from Waterstone Retail.

Dale Seay was the listing and leasing agent in the 2.25 AC lease of warehouse space at 8 Howard Street, Inman, by Wise Guys Home Improvements LLC from CDW Associates.

Andy Hayes was the listing agent and Neal Boyett was the leasing agent in the 2,290 SF lease at 246 E. Blackstock Road, Spartanburg, by Palmetto Twist from The Rockledge Development Corp.

Andy Hayes was the listing and leasing agent in the 1,500 SF lease of space at 2660 Reidville Road, Unit #5, Spartanburg, by Foothills Pediatric Dentistry from Waterstone Retail Development.

Lynn Spencer was the listing and leasing agent in the lease renewal at 101 W. St. John Street, #308, Spartanburg, by Raymond James from JM Smith c/o Spencer Hines Property Management.

Lynn Spencer was the listing and leasing agent in the lease renewal of 361.76 SF of offi ce space at 101 W. St. John Street, #13, Spartanburg, by ACOPIA from JM Smith c/o Spencer Hines Property Management.

Andy Hayes was the listing agent and Dale Seay was the leasing agent in the 1,100 SF lease of church offi ce space at 792 John B. White Sr. Blvd., Spartanburg, by Word of Change Ministries from LEL LLC.

DEALMAKERSContinued from page 25

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COMMUNITY

Pendleton Place hired Aldon Knight as vice president of development and communications. He has 25 years ex-

perience in fundraising, building and managing communications teams, overseeing print and electronic publi-cations, visual identity and branding, content development, graphic design and website management.

AVIATION

Tempus hired a new team for its Greenville-based corporate marketing and media department. The team of eight is led by Jack Bacot, vice president of Tempus Marketing and Media and ed-itor-in-chief of TEMPUS magazine. Bacot has more than 25 years of editori-al, publishing and marketing experience. Katherine Elrod was named marketing manager. She previously served as an account manager with FUEL Digital Marketing & Branding in Greenville. Morgan Fields was named social media manager and marketing coordinator. Fields most recently served as program manager for the BMW Charity Pro-Am. Jordan Griffi th was named art director and senior designer. Griffi th previously served as a senior graphic designer at FUEL Digital Marketing & Branding. Emily Pietras was named assistant editor and marketing coordinator. She previously served as a “wish assist” coor-dinator at Make-A-Wish South Carolina. Katherine Terry was named public relations manager. She is a former Tempus intern and Smoak Public Rela-tions intern. Steven Tingle will serve as senior editor and creative manager. He previously worked as a freelance writer,

editor and creative manager for a range of clients including a variety of national and regional magazines, creative agencies and Fortune 500 companies. Heidi Williams joins as managing editor. She has 10 years writing and editing experi-ence, and is an award-winning journalist, business owner and active board member of various South Carolina organizations and nonprofi ts. She also serves as an editor in the offi ce of creative services at Clemson University.

DEVELOPMENT

Moss & Associates named four ad-ditions to its Carolinas staff. Brian Miller was named as preconstruction manager. Miller has more than 14 years of experience to his role, leading both fi eld and operations teams on large projects. Kelly Champion joins as superintendent, bringing 30 years of experience in construction industry, leading commercial, industrial and higher education projects to completion throughout his career. Wesley Sarvis joins as project manager, having served as a general contractor specializing in turnkey contracts in all 54 states and territories. Jonathan Williamson joins as assistant superintendent, with projects including Duke Energy, the Charlotte Convention Center and Mi-chelin North America.

O’Neal Inc. received a gold-level national safety award presented by the Associated Builders and Contractors (ABC). The award program recogniz-es construction companies for their achievements in safety training and self-evaluation, including their ongoing efforts to develop a quality safety program.

Palmetto Pile Driving Inc. hired Jason Moore as vice president and general manager. Moore is a Citadel graduate and has over 14 years of experience in the concrete manufacturing fi eld.

EDUCATION

The University of South Carolina awarded Jim Pearce the Distinguished Alumni Award and Kenneth Rogers the Outstanding Black Alumni. Pearce is a World War II veteran and retired wholesale food and beverage distribu-tor from Greenville, where he has been involved in service to the community and the university. Rogers is chair of the psychiatry and behavioral science department at the University of South Carolina School of Medicine Greenville. He previously worked at the Universi-ty of Maryland, where he focused on mental health services in the juvenile court system.

HIRED DESIGNATED HIRED APPOINTED HIRED

Tim BoeveNamed head golf professional at The Reserve at Lake Keowee. Boeve most recently served in a similar position at Wade Hampton Golf Club in Cashiers, N.C. He previously spent four years as an assistant golf professional at Sea Island Golf Club in Georgia.

Gary C. DavisNamed a member of the Wells Fargo Advisors Financial Network’s Premier Advisors Program. Davis entered the wealth management industry in 1995. He is a Chartered Retirement Plans SpecialistSM and an Accredited Investment Fiduciary designee. He also serves on the City of Greenville’s Green Ribbon Advisory Committee.

Bill ConnorNamed as project manager at Creative Builders Inc. Connor graduated from the University of Kentucky with degrees in Business Management and Civil Engineering. He has 15 years of experience in the construction industry, the past 10 of which were spent as a project manager.

Jim Wall Reappointed to the Greenville Airport Commission by Greenville County Council to serve an additional three-year term. Wall currently serves as vice chairman of the Commission. The Greenville Airport Commission is the owner and operator of the Greenville Downtown Airport.

Caroline GoodmanNamed as communications offi cer for The Spartanburg County Foundation. Goodman has experience in branding and marketing strategies. She has served as the program liaison for Women Giving for Spartanburg since 2013, performing both administrative and communication tasks.

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

HIRED DESIGNATED HIRED APPOINTED HIRED

PLAY-BY-PLAY OF UPSTATE CAREERS | ON THE MOVE | 27

DEALMAKERSContinued from page 25

Allyson Powell

Named as a news anchor of WYFF News 4 Today. Powell, a graduate of Eastside High School and USC, started with the broadcaster as a traffi c reporter in 2013. She was promoted to full-time traffi c anchor and general assignment reporter in October 2014. She will join anchor Geoff Hart and meteorologist Dale Gilbert on the news desk from 4:30-7 a.m.

VIP

UBJ | 10.30.2015

Nikki Haley to speak at S.C. Auto Summit Gov. Nikki R. Haley will be a featured speaker at the 2016

S.C. Automotive Summit in Greenville in February.The conference will run Feb. 24-26 at the Hyatt Regency

Greenville. Haley’s remarks will be on Feb. 25 immedi-ately following keynote speaker Jay Rogers, CEO and founder of Local Motors, the world’s first 3D printed car company.

The summit is part of South Carolina Auto Week held Feb. 21-27.

Students, parents, teachers and counselors from across the state will have opportunities to gain insight into best practices, innovations and career oppor-tunities afforded by the automotive industry. Likewise, many S.C. Auto Week activities are specifically geared for automotive industry professionals, as well as the general public.

More plans will be announced as programs are formalized in the coming weeks and months. For more information, visit SCAutoWeek.com.

13 go through Medical Scholars Program

Greenville Health System recently welcomed the fourth class of its Medical Scholars Program.

The five-week program, which took place every Friday between September 25 and October 23, educates participants about the changing healthcare envi-ronment and how GHS is helping to transform health care.

Topics discussed included population health management and medical neighborhoods, health care costs and what it means to be a health care value leader, and the importance of medical education and research in transforming the delivery of health care.

Class members included the following: Mike Baur, ScanSource; William Bridges, The Graham Foundation; Leslie Bailey Calicutt, Vic Bailey Automotive; Lillie Hall, DHEC Upstate; Kathy Headley, Clemson University; Jeff Herman, Wagner Wealth Management; Brian Hersey, community volunteer; Hank Hyatt, Greenville Chamber of Commerce; Mary Lou Merkt, Furman University; Wayne Roper, SCBIO; Cherington Love Shucker, Greenville Center for Creative Arts; Fabian Unterzaucher, Westin Poinsett; and Seph Wunder, Haynsworth Sinkler Boyd, PA.

Eating disorder treatment company acquires Riley Center

Eating Recovery Center (ERC), a nation-al vertically integrated health care system dedicated to the treatment of serious eating

disorders, will acquire the Riley Center in Greenville. “Partnering with Eating Recovery Center offers expertise, support and re-

sources to help us deliver the best care possible and meet the rising demand for eating disorder treatment in the Carolinas,” Riley Center founder Beth Riley said in a release. “Planned program expansions will allow us to accommodate more patients and families at our Greenville treatment center, while Eating Recovery Center’s Inpatient and Residential programs are ideal for patients requiring medical and psychiatric stabilization prior to beginning—or continu-ing—the recovery journey at the Riley Center.”

In the coming weeks, the Riley Center program will transition and officially become Eating Recovery Center, The Carolinas.

NJPA awards four-yearcontract to Gordian

National Joint Powers Alliance (NJPA) awarded The Gordian Group, a construction cost analytics provider, with a contract to make available to its cooperative purchasing members procurement of indefinite quantity construction contracts and related services.

The contract is available in most states to NJPA member public agencies that need to procure repair, alteration and construction services for facilities and infrastructure. The four-year contract runs through September 2019.

The agreement allows multiple projects to be completed under a single, competitively bid contract and provided by local contractors. Price review and construction oversight services are also included.

“Together since 2008, Gordian and NJPA have pioneered national and re-gional indefinite quantity construction procurement programs that bring state, county and municipal government efficiencies and meet agency’s need for local contractors based on procurement codes,” said Marty Hanahan, Gordian’s di-rector of cooperative purchasing channels. “That provides facility owners access to local contractors who have agreed to competitive pricing for thousands of specific construction, repair and alteration tasks.”

Greenville Tech gets$25K endowed scholarship

David and Nancy Stafford pledged $25,000 to the Greenville Tech Foundation to be used for student scholarships.

Interest from the gift will fund one semester’s tuition each year for a full-time student living in Greenville County.

28 | FINE PRINT | BUSINESS BRIEFS YOU CAN’T MISS

«

10.30.2015 | upstatebusinessjournal.com THE FRESHEST FACES ON THE BUSINESS LANDSCAPE | NEW TO THE STREET | 29

Open for business1

1. Roses Discount Store recently opened at 2100-C Wade Hampton Blvd, Greenville. For more information, visit rosesdiscountstores.com.

2. Homes2 Suites by Hilton recently opened at 20 Beacon Drive, Greenville. The all-suite hotel brand is designed for modern business travelers and extended stay guests. For more information, visit bit.ly/home2suites.

2

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

David Stafford, the chief human resources offi cer for Michelin North America, serves as chairman of the Greenville Technical College Area Commis-sion, the college’s governing board. In addition, he serves on the Greenville Tech Foundation’s empowering tomorrow campaign steering committee. Nancy Stafford is a teacher at Hughes Academy.

“We are very grateful to the Staffords for this lasting gift,” said Dr. Keith Miller, president of Greenville Tech. “We work to help our students achieve success while we broaden access to our programs and services. By helping with fi nancial hurdles, this fund will allow more students to enroll and graduate.”

Caine Companies raise thousandsfor United Way of Greenville

The Caine Companies raised more than $63,000 for the 2015 United Way of Greenville County Campaign.

“We are extremely pleased our agents and employees were able to exceed our goal for the United Way Campaign again this year,” said Brad Halter, chairman of Coldwell Banker Caine. “More donations means greater assistance for organizations and individuals most in need.”

Coldwell Banker Caine agent Helen Hagood launched the campaign with a Palmetto Society breakfast at her residence, honoring the more than 40 Caine agents and employees who donated an annual gift of $1,000 or more.

“Supporting our community is not only our business, but it’s what drives our passions,” said Stephen Edgerton, president of Coldwell Banker Caine. “Our agents’ and employees’ commitment to enhancing the quality of life in Greenville enables us not only to achieve, but to surpass our goals.”

«

«

FIRST FRIDAYLEADERSHIP SERIES

PRESENTS

ERIC DODDSPartner, CMOThe Iron Yard

NOVEMBER 65:15 PM

1 North Main Street5th Floor

Attending First Friday is free, but space is limited!Register at www.FirstFridayEricDodds.eventbrite.com

Sponsorship generouslyprovided by:

11.13.15

FOR MORE INFORMATION, OR TICKETS VISIT: RMHC-CAROLINAS.ORG

Food DrinkDancing

BENEFITTING THE RONALD MCDONALD HOUSE

Red Shoe Society Presents

GreenvilleRoyale

THE

11.13.15

Clemson ONE7-11 pm

RONALD MCDONALD HOUSE CHARITIES OF THE CAROLINA'S

FeaturingThe Sound Committee

PROUDLY SERVING

UBJ | 10.30.201530 | #TRENDING | INFORMATION YOU WANT TO KNOW

RE: SCANSOURCE ANNOUNCES $6 MILLION EXPANSION IN GREENVILLE> Nan Neumeyer Dempsy “Great morning spent at ScanSource learning about their expansion!”

> Ryan Heafy “Awesome news for #yeahTHATgreenville and @ScanSource”

> All-Star Real Estate “First Bausch & Lomb, now ScanSource. This is great news!”

> Dwell-Greenville “We’re very excited about this!! 100 New Jobs!”

> @ashleyboncimino “100 new @ScanSource jobs in Greenville, “most” require college degree, says CEO Mike Bauer”

RE: DUKE ENERGY TO ACQUIRE PIEDMONT NATURAL GAS FOR $4.9B> John Gamble “That’s really going to be a mess”

> Robin Wilson “That is NOT A GOOD THING!!! Why would they let Duke Energy do this?”

> Shirley Cisson Cash “And now we know why our power bills keep going up...”

> Laura Smith Lipscomb “Oh my word. Megalopoly anyone?”

> Jay Addison “We went to Piedmont Natural Gas to get away from Duke’s crazy rate increases....looks like they will have both hands on us now!”

RE: CITIES ARE GROWING, BUT SO IS NEED FOR INNOVATION> Susan Sheehan Pace“A� ordable housing numbers are those from the north. A� ordable housing in the south is di� erent because of the lower pay scale. The new downtown Greenville housing is not a� ordable.”

> Duc Nguyen “Education is the key to unlock SC capacities for stronger growth. Innovative Technologies can help boost up SC education e� ciency and quality. Www.smartedunow.com”

> Vista Capital Management Group “Millennials and Baby Boomers are moving to cities for di� erent reasons but all are searching for urban multifamily housing!”

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

1. S.C. Ports Authority plans Greer expansion, second inland port

2. ScanSource announces $6 million expansion in Greenville

3. New 7-story, 240-room hotel coming to downtown Greenville

4. Clemson’s massive campus renovation aims to support growing student and city populations

5. Duke energy to acquire Piedmont Natural Gas for $4.9B

OVERHEARD @ THE WATERCOOLERDistilled commentary from UBJ readers

>> 1,119

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>> WEIGH IN @ THE UBJ EXCHANGEGot something to o� er? Get it o� your chest.We’re looking for expert guest bloggers from all industries to contribute to the UBJ Exchange. Send posts or blog ideas to [email protected].

DIGITAL FLIPBOOK ARCHIVE >>

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COMPLIMENTARY

OCTOBER 23, 2015 | VOL. 4 ISSUE 43

A WHOLE NEW CLEMSONFor more than $469 million, the school transforms with

its largest campus renovation project in 50 years - pg 12

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

MARKETING & ADVERTISING

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

DIRECTOR OF EVENTS & ACCOUNT STRATEGY Kate Madden

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

JANUARY 2016:MARKETING AND BRANDINGGetting the word out on local businesses.

FEBRUARY 2016:THE TRANSPORTATION ISSUEGetting around in a growing region.

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 | 31

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

Friday

10/30Family Business Planning WorkshopAddress the issues that prevent family businesses from surviving to the next generation

Commerce Club55 Beattie Place, Greenville9 a.m.-1 p.m.

Register: 864-232-5600

Thursday

11/5Doing Business Better: Email Marketing Workshop to help small-businesses grow more profi table and effi cient

Spartanburg Area Chamber of Commerce105 N. Pine St., Spartanburg8:30-10:30 a.m.

Cost: $20 Chamber members,$40 nonmembers Register: bit.ly/email-marketing2015

Friday

11/6First Friday Leadership Series Speaker: Eric Dodds, partner and CMO of The Iron Yard

Clemson at ONE1 N. Main St., 5th Floor, Greenville5:15-7 p.m.

Cost: Free Register: bit.ly/ff-nov2015

Monday

11/9Voices of Business Brunch Hear from an expert panel on transportation and infrastructure needs for the state and region.

Spartanburg Marriott299 N. Church St., Spartanburg11:30 a.m.-1 p.m.

Cost: $20 Chamber members,$35 nonmembers Register: bit.ly/voices-nov2015

Friday-Sunday

11/13-11/15

Startup Weekend Greenville - Global Startup BattleNEXT High School2000 Wade Hampton Blvd., Greenville

Cost: VariesRegister: bit.ly/startup-2015

For more than 80 years, the real estate experts at Coldwell Banker Commercial Caine have helped grow the Upstate. Business by business, brick by brick, our foundation of doing business has always been anchored by long-term relationships, the highest level of client service, and a commitment to the best interests of our customers.

How can we help you grow?

BUILDING GREENVILLESINCE 1933

(864) 250-2800 www.cbccaine.com

PROPERTY SALES AND LEASING

BUYER AND TENANT REPRESENTATION

INVESTMENT CONSULTING

LAND DEVELOPMENT

MARKET RESEARCH

PROPERTY MANAGEMENT

FACILITIES MANAGEMENT

october 30, 2015 ubj

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