SMART Holdings USA – SMARTvt.org

SMARTvt’s John Driscoll named new leader for Otis Elevator in Rhode Island / Eastern MA – Page 2

Experts in Giving ….. know how to push the iconic brand images of Spring in Vermont to re-ignite and harvest the energy of spring donations driving phi- lanthropy. There are basics to the business of philanthropy that professionals need to know.……See story next page 3…

SMARTvt.org – SMART Holdings USAJohn Mayer, Mark Renkert, Michael Kipp, Michael Hussey, Gabrielle Meunier drive SMART Holdings USA economic Development Engine Creating US Companies and Jobs . SMARTvt created a task force that provides resources, education, training, financing solutions to business startups for approved plans. About SMARTvt.org. Vermont's largest solution provider featuring teams of subject-matter experts with one voice as one firm; SMARTvt.org, a global consultancy offering sustainable socially responsible applications such as Hands-on Engineering, Accounting, Finance, Marketing, New Product Development, Research, Medical Devices and Technology, Pharmaceuticals, Telephony, E-enterprise, IT / IS implementation - service, Merger & Acquisition, LBO, Business Valuation, Forensic Accounting, SEC Compliance, Petrochemical Extraction, Defense Systems, and global manufacturing enterprises.

Vermont businesses, non-profits, and organizations using the center as a confluence of ideas, the exchange of creative spark, and the implementation of plans – all aligned with Truth, Quality, Excellence and category leadership: like Vermont Maple Syrup……. #1 in its category; Ice Cream - #1 in its category; Champlain Cable - #1 in its category; Dealer.com - #1 in its category; FAHC - #1 in its category; GMCR - #1 in its category; Tucel - #1 in its category; Shelburne Plastics - #1 in its category; Hubbardton Forge - #1 in its category; Rhino Foods - #1 in their category and the list goes on.

Johnson said that the ideas conceptualized and exchanged at Basin Harbor Club cultivate a richness and success she hasn’t seen anywhere else.

“The retreat center at Basin Harbor has birthed more expansion ideas, creative programs, leadership development programs, and powerful lasting momentum building campaigns than any other business center in Vermont,” says Swisher Hygiene, CFO, Michael J. Kipp (Swisher Hygiene was listed in Forbes Magazine as the most acquisition oriented company in the world.)

Vermont Flight Academy President, Douglas Smith said, “Places like Basin Harbor Club are ideal for pilot lunch-n-learn venues where amphibious aircraft pilots can attend current Water-bourne Aviation Trainings .”

Johnson said these are the types of events she’s developing and that are part of Basin Harbor Club’s every-day operation.

Vermont Labor Force Declines

Fewer Working - Job Seekers Leave State - Population Declines - Lowest Birthrate since 1944 (2.000 fewer births)

Vermont is one of only two states in the country to see its population decline last year.New statistics from the U.S. Census Bureau show Vermont lost 581 people in 2011. Rhode Island's population shrank by 354 people. That's a sharp contrast to the states that saw the biggest gains last year, led by Texas with over 427,000 new residents.

Vermont's population decline is also reflected in census data on the age of the population. Vermont political leaders have raised concerns for years about an outward migration of young people unable to find jobs and the high percentage of elderly residents. Census data shows Vermont has the second oldest population in the country and the percentage of residents over 65 is expected to grow at a rate 10 times faster than Vermont's total population growth rate over the next decade.

SMARTvt’s US ArmyMajor John Driscoll joins Otis Elevator Corporate Management Team in Rhode Island and Eastern Massachusetts. Driscoll commences in May and will be joined by his wife and four children.

“I am greatly looking forward to living in New England again and being close to family. It will be great for the kids and my wife. Otis is such a community oriented company and it is going to be fun growing in a community again,” he said, adding, “It has bee a lot of fun working with SMARTvt.org and I am looking forward to what’s next.”

A B O U T O T I SThe world rides on Otis. Otis elevators and escalators touch the lives of people in more than 200 countries around the world. We are both global and local, serving the needs of our customers wherever they live and do business. Here’s a quick look at the size and scope of our business.

Sometime in his senior year at the University of Vermont, Education Major and Cycling Racer, Joshua Saxe, had a vision of creating the perfect lightweight durable carbon fiber bicycle frame and integrating top wheels, hubs, top brackets, breaks, chain rings, etc in building one of the fasted most affordable pedal-powered racing machines in the US. By coincidence he discovered an Asian manufacturer and coordinated the production of two frames: one for road cycling and one for mountain biking. Saxe engineered an integrated component package and born was a true racing machine. He spent several seasons perfecting the various combinations and now has launched his company: Flahute Bikes. Flahute Bikes, founded on the mentality of the Flahute cyclist.  "Flahute" was a term coined by French journalists after WWII who used it endearingly to describe their Belgian neighbors, the cyclists who rode the legs off their rivals over the pave and through cold rainy conditions.  These were people who had their country torn apart by war. In this fashion, it is the mission of Flahute Bikes to continue to provide riders the means to ride the legs off their rivals through all mediums of cycling. Saxe, a life long competitive cyclist and design engineer individualizes frames and components specifically calibrated to body of the rider. Carbon Fiber, one of the strongest lightest materials on earth is unique.

V E R M O N T ’ S F U N D R A I S I N G G U R U :

F I V E K E Y A T T R I B U T E S T O S U C C E S S

Creating A Giving SMARTvt Fundraising Subject Matter Expert

Speaks Out:

SMARTvt Bench Leader, Curtis Ostler, Director for the Central Vermont Chamber of Commerce and Development Director for a major university is this issue’s featured member offering concrete business strategies to the front line workers of the 7,700+ philan-thropies,non-profits,

Vermont’s Power Center for Business Idea Creation

Your Issue

Contents

Changing Faces

SMARTvt’s Curtis s Ostler appointed Director of Central Vermont Chamber of Commerce.

Josh Saxe launches Upscale Value Added Composite Carbon Fiber Bicycle Manufacturing and Distributorship, Flahute Bikes ,

Page 6

…….. Vermont Spring……..

Issue # 7, Spring 2013

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Persuasion, Education, Information, Resiliency…..

The Key Attributes for Success as a Development Officer

By Curtis Ostler

 Believing in your cause, championing what you believe in, pride in your organization all point to a key attribute of the American proselytizer: sales.

Salesperson

The title of a Salesperson automatically conjures up images of plaid-jacketed gold toothed hucksters - men with oiled hair selling insurance, used cars, or vacuum cleaners.

I remember my resistance when I was, having been so proud of my success in project management, had to accept my transition into sales, specifically because of the stigma associated with the role.

Think of the pathetic Willy Loman from Death of a Salesman, or Glengarry Glen Ross’ unscrupulous Ricky Roma. But sales encompasses so much more than those stereotypes.

 Click image to play video:

We Are All Salespeople

The concept of sales is at the heart of all commerce all commerce, and its methodologies are utilized by anyone in business, at every level.

For instance:

·      Getting hired – No matter what type of job you are seeking, from fry cook to chief executive officer, you must sell yourself to get the job. You put on your best clothes, smile enthusiastically, shake hands firmly, and present your interviewer with the best impression of you possible. You trumpet your qualifications, exploit your experience, and do your utmost to convince your potential employer that you are the best choice for the job. That is sales.

·      Working for yourself – You may own a one-woman woodshop and like working alone for most of the week, just you and the dog. But at some point you are going to have to sell yourself to potential customers. You have to convince them that you will provide the best quality, service, and on-time delivery for the price they are paying. If you seek sub-contract work, you will have to approach and convince companies that your work is worth their investment. Even a fiction writer, working in seclusion most of the time, will eventually have to get out and sell that work to an agent or publisher. That is sales.

·      Getting your way – Have you ever lobbied your neighbors to vote for a topic important to you at Town

Meeting? Have you tried to convince management to institute a new benefit at the company?  Have you gotten the local coffee company to donate their product to the middle school’s fundraising fair? That is sales.

Sales All Around Us

Sales is at the heart of so much that we do every day. A lawyer tries to sell her client’s innocence to the jury; a high school debater is trying to sell his side of the argument to the judges; even parents negotiating which one does the dishes and puts the kids to bed while the other stays up to work on the tax return are practicing sales techniques. Once I accepted these aspects of sales, I realized that it is one of the most important components to a successful business or career. Sales in Development and Fundraising

When I carried my sales experience into development/fundraising, I found that the same skills applied. In development, I am still trying to sell my cause to prospective donors, just as I once sold tangible product to prospective clients. The sales acumen I developed over the years served me well in fundraising, and it was founded upon some basic methods, techniques, and principles.

Five Sales Principles for the Effective Development Person

1.     Be presentable   – The old salesman credo, “First sell yourself, then sell your company, then sell your product” may sound trite and clichéd, but there is some truth to it. You are the first impression for your organization. Dress well and appropriately, be articulate, and interact whenever possible. This is where being extroverted and charismatic is an advantage, but introverts can be just as effective when exploiting their strengths. Prepare well and pay attention to details, such as always carrying enough business cards, a pen,

and something to take notes (I prefer index cards). Keep well-groomed; the mirror is not a vanity tool, but your personal proofreader. And remember -  never turn down a breath mint.

2.     Be remarkable   – Do not work “under the radar.” You want to be a big blip on that radar, with everyone noticing you. At conferences, luncheons, and any event where your constituents are gathered, make sure that during the question phase of the speech, you have a pertinent and intelligent question; always stand when you ask it and introduce yourself and your organization. Be seen, get noticed. Respond to blogs, post articles to LinkedIn groups, tweet positive comments about your group. Before long, you will notice how many people recognize and approach you to discuss your comments and interests. But be warned - do not mistake remarkable for eccentric.

3.     Be knowledgeable   – Know everything you can about your organization and your cause. Be prepared to answer questions and deliver the important data. With enough knowledge and preparation, you can speak confidently on your topic, and confidence sells. People may like to root for the underdog in sports and Disney movies, but when they invest money, they want to back a winner, so sound like one. And always have a comment on the difficult topics, such as a pending lawsuit or recent bad press. If it is out there, assume that they know about it and will ask.

4.     Be honest and direct, but diversify   – Any prospect with reasonable intelligence will know why you are visiting. Do not try to fool or distract them – you will only insult them and then limit your chances for a return visit. Be up front about your position and intentions. But do not make it your only reason to be there. You need to win them over before asking them to donate. Find out what interests them about your cause and then deliver what they want. Once you have endeared them to you personally, you need to build their affinity to your organization. Only then can you ask for money with a reasonable chance of success.

5.     Be enduring and reliable   – Just as in sales, where you want lifelong customers for your product, there are few prospects in development who are one-and-done. In most cases, you are trying to build a long-term relationship, leaving the door open for future asks even after a donation, hopefully with increasing amounts. You do not want to burn each bridge as you cross it, so make sure that your constituents do not regret visiting with you or writing the check. Build enduring relationships, in which they trust you to keep them informed, to be there when they want to contact you, and to listen to their concerns. Be proactive in connecting with them and deliver good news whenever possible. Avoid having them say, “I only hear from you when you want money.”  Good stewardship should begin in the cultivation phase and continue long after the first donation.

Sales is not a dirty word, and is not limited to the “suits” who hit the road for the company. We all need sales skills to succeed, no matter what we do in business or fundraising, so embrace your inner salesperson.

The importance of having a sales acuity as a Development Officer gives you the sense of timing, valuing time, measuring results, and providing value to both your constituents and your benefactors………. Understanding the needs of your benefactors is your most important function combined with giving them what they want.

And to be sure – big money is out there:

Forbes Insights has released findings of a new study, “Next Generation Philanthropy: Changing the World,” sponsored by Credit Suisse Group, as part of the Forbes 400 Summit on Philanthropy.

This past summer, in an unprecedented gathering of wealth and international philanthropy, Forbes brought together 150 billionaires and near-billionaires, including keynote speakers Bill Gates, Warren Buffett and Oprah Winfrey, for a private discussion of ways to help solve the world’s most intractable problems. The peer exchange, which focused on greater collaboration, sharing of best practices and upfront education, helped advance the conversation around philanthropy on a global level.

The gathering may also lead to fundamental shifts in how the world’s most influential philanthropists carry out their charitable efforts.

Key themes included:• These billionaire philanthropists, in contrast to previous

generations, expect to see the results of their philanthropy in their lifetime and have less interest in leaving a legacy.

• An increasing number of them are willing to partner, with people like themselves, with corporations or with the recipients to ensure greater effectiveness.

• They are willing to be venture-like in their giving, viewing the philanthropic investments as risk capital. Moreover, they are willing to take risks, fail and learn from the experience in order to be more effective over time.

• They plan on giving their money away over a short time frame – more than half of respondents at the summit have set a time horizon of less than 10 years to see a return on their philanthropic investments.

Following the summit, the Forbes Insights study was launched to better understand how high net worth individuals across the globe pursue their philanthropic goals. Respondents say they will leave more than 25% of their assets to charity. Nearly half (46%) of those with more than $20 million in investable assets plan to leave half or more of their assets to charity; nearly 1 in 5 of those with over $50 million in investable assets plan to leave 100% of their assets to charity.

• A Business-Like Approach to Giving. 53% of all respondents agree with the statement “I find applying my business experience to my philanthropy is an effective and successful approach to giving.” This rises to 61% among those who are at the more than $20 million level.

• Taxes, U.S. Elections and Giving. Most (56%) feel that tax policy impacts their charitable giving. 64% believe the

Among the findings the study revealed:

• Giving is alive and well. 54% of all respondents say they will leave more than 25% of their assets to charity. Nearly half (46%) of those with more than $20 million in investable assets plan to leave half or more of their assets to charity; nearly 1 in 5 of those with over $50 million in investable assets plan to leave 100% of their assets to charity.

• A Business-Like Approach to Giving. 53% of all respondents agree with the statement “I find applying my business experience to my philanthropy is an effective and successful approach to giving.” This rises to 61% among those who are at the more than $20 million level.

• Motivation to give comes from the heart. 70% of respondents in the survey say that they are driven by personal values, while 36% say faith, 35% a sense of obligation or duty, 32% family legacy and 31% a desire to add value to society at large.Among the top areas for philanthropists that respondents say they consider are the organizational structure of giving, collaborations, vehicles of funding, measuring success and passing on the torch to the next generation.

• Family foundations are more important as asset levels grow. Fifty nine percent of those with investable assets of $50 million or more have established a philanthropic entity. The majority would like to see this entity be continued by their descendants.

• Today’s philanthropists are creating the base for the next generation of philanthropists. Fifty-nine percent of the respondents believe they are setting an important example for future generations, and 42% have developed a succession plan for future generations.

• Measuring philanthropic impact is a work in progress. With nearly half of respondents (44%) having a time horizon of less than ten years to see a return on their philanthropic investments, new ways to track projects are necessary.

• Social media takes hold as part of a philanthropic strategy, but is not a substitute for personal time and commitment. 

About the Author: Curtis Ostler is a Subject Matter Expert with experience in business and development, functionings as an Operations Manager, Director of Project Management, Vice President of Sales, and Director of Corporate Relations. He currently serves on the Board of Directors for the Central Vermont Chamber of Commerce and is a sought after expert is job generation and economic enterprise creation.

It is important to note that sports sector represents only 20% of the total carbon fiber consumption, with bicycle parts manufacture therefore probably representing only 5% of the global consumption of carbon fiber.

This means that the carbon fiber materials and associated resins that the bike industry is using were originally developed for another sector such as aerospace. There are no bike specific carbon fiber materials, or resins despite of what some more fanciful marketing materials my claim. Carbon fiber use in the bicycle industry

Virtually all carbon fiber bicycle component manufacturing for various bike brands occurs in China and Taiwan by one, or several carbon fiber component factories. The factories employ material and composites engineers who research and implement the ideas and proposed solutions of the bike brands.

Most commonly, the carbon fiber that is used comes in rolls of pre-impregnated fabric, or prepreg. Since carbon fiber composite is a composite material that combines carbon fiber and resin, prepreg means that the carbon fiber has already been saturated with resin. How much resin is present and what type it is depends on the grade and end use of the carbon fiber prepreg.

Bicycle components, specifically bike frames are made using various grades of carbon fiber characterized mainly by their tensile strength and tensile modulus. Tensile strength is the amount of force needed to cause the fibers to break, while the tensile modulus is a measure of the carbon fiber's stiffness.

The cost of the materials generally go up with the increase in tensile strength, or increase in tensile modulus. The tow (weave) also determines the cost of material with larger tow prepreg (eg. 12k) costing less due to the lower cost of manufacture.

Manufacturing processCarbon fiber composite frames can be manufactured using the following two methods:

• Resin transfer (RTM), or fillament-winding method - used in lugged construction where pre-formed carbon tubes are bonded to internal, or external lugs (see: lugged frame construction) and are held in place with glue. Commonly the lug material is now also a carbon fiber composite.

• Closed mold using bag, foam core, sacrificial core or polymer mandrel molding - used to make structural elements for tube-to-tube (bonded tube) frames, and to make monocoque frames. Lugged construction using RTM or fillament-winding carbon tubes. This was the original method of carbon frame manufacture and is a direct descendant of the lugged frame construction used for steel frames. Frames made using the lugged process can offer high performance, but the main reasons for the use of this method to make contemporary frames are: ease of custom geometry changes and lower labor and equipment costs. This allows some high quality modern carbon frame makers to have a successful frame making business outside of Asia.

The tubes themselves are commonly made via an RTM, or filament winding process where carbon tubes are woven around a solid mandrel (usually steel, or alloy) using carbon fiber yarn wound on a spool. With RTM process, resin is applied separately, ie. not

…. a solid mandrel (usually steel, or alloy) using carbon fiber yarn wound on a spool. The RTM and filament-winding carbon tube manufacturing process can be largely automated, allowing economical production.Lugged frame construction has no performance benefits over bonded tube, or monocoque frame construction. The tubes are invariably made of woven carbon fiber with the structural deficiencies described earlier, and they remain free elements held in place by a combined mechanical force of glue and lug. Closed mold using bag, foam core, sacrificial core, or polymer mandrel molding a) Tube-to-tube, or bonded tube constructionThis method can be likened to welding the tubes together. Pre-molded tubes and shapes are bonded to one another using over-wrapping with carbon fiber and resin. The joints are held in place using special mini molds (similar to jigs) and the frame is then either baked in the oven, or in some cases the mini molds have their own heating elements. The joints are thus thermoset and achieve excellent strength, comparable to the rest of the carbon fiber structure. Thermosetting is different to gluing in that a true carbon fiber composite is formed.  b) Monocoque constructionThe entire frame is laid up in a custom shaped mold. There are no tubes as such, just hollow carbon shapes that handle all the loads. Monocoque construction method is the best method for working with man-made composite materials.

Therefore all monocoque frames in the market are actually made from several parts. Velocite frames use the monocoque method, so as an example, the front triangle (head tube, top tube, down tube and seat tube) are molded in one piece to which the rear triangle is attached (seat stays, chain stays, dropouts) using the bonded tube method, and then baked together to create one continuous shape.

There are several methods of making sure that the various layers are tightly packed together. This is generally accomplished by inserting air bladders into the laid up, raw frame, and inflating them once the frame is placed in the mold, prior to baking. This is still how most of the carbon monocoque frames are made. The disadvantage of the common air bladder method is that due to the relatively low pressure applied and complexities making the frame weaker.

Finishing and testingAfter frame and mold have cooled, the frame is removed from the mold. The initial hand finishing of the frame removes the release compound (prevents the frame from sticking to the mold) and any excess resin that flowed to the surface and to the seam where the top and bottom half of the mold meet. After a few more finishing steps, the frames are moved to the paint shop where decals, paint and clear coat are applied. Quality Control – there are 25 final steps prior to releasing the frames from the factory for delivery. These include : final weight of each frame is within specification and that all the mechanical interface points are functioning and ready for assembly, for example the BB30 shell, rear derailleur hanger, headset races, etc. With focus on absolute performance, all frames are rigorously tested for stiffness to ensure that each frame meets our specifications, for fit and for safety.Each frame design is tested to comply with CEN/EN standards. There is a battery of custom tests that are not required by the CEN. These additional test serve to add invaluable information that influence frame design and layup.

How To Create Your Organizations Training Program,

Economic Development Guru, Frank Ferguson Appointed CEO of PQ Shelters – Divison of The Armor GroupPage Seven

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SMART Holdings USA Issue # 7, Spring 2013

Another product series is the nearly indestructible Utility Grade Shelter providing maximum protection of infrastructure.

See more: http://www.pqshelters.com/xp.html

XP Series - Communication and Equipment Shelters

Standard Trackside Equipment Shelters Features

• Welded steel construction – strong and impervious to insects and mold

• Rock-solid aggregate exterior – appealing precast concrete appearance with less weight

• Galvannealed steel roof and truss system – maintenance free and impact resistant

• Equipment shelters are fully insulated with finished interiors – durable, low maintenance and light reflective

• Light weight – reduced transportation and site construction costs

• Gable roof design – attractive low profile with passive ventilation

• Polyurethane paint – durable and corrosion resistant

 Optional Features- Communication Shelter

• Cable chutes in floor• Cable ladder• Corrugated steel exterior siding• Waveguide entries• HVAC system• UPS system• Generator system• Halo grounding system• Telco boards• Cedar siding• Brick siding• Mansard style canopy roof• High pitch roof• Security/alarm system

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4. Have designated coaches, if not managers, who are skilled in the tasks being trained who can and want to conduct the training and assist learners gain skills during performance. Coaches, or the peers, must be skilled at constructive, supportive feedback. Your most skilled expert may be your worst instructor, particularly if they don't want to be a trainer, don't have their performance metrics lightened, or worst of all, if they are just about to be forced out of their job and are actually training their replacements. Choose those who can and want to conduct the training and assist learners gain skills during performance.

5. Expect, plan and allow for mistakes; if employees are not making mistakes during the learning process, they aren't learning. If the cost of mistakes is too high, then supervisors, coaches & peers must be on hand to do triage with tasks ... but not take it out on the trainee, the coach, or the manager who is supporting the training activity

If these conditions can not be implemented or made operational, there is virtually no point in developing or investing in training at all because the effort and expense will simply be wasted,

Dr. Mike

Director of Curriculum Development

SMART Holdings USA Issue # 7, Spring 2013

Dr. Michael Olson, “The Five Must-Haves for Successful Organizational Training

ProgramsSuccessful Business Training must have 5 characteristics:

1. Tied to measurable business performance objectives which can

be applied in an effective operational environment. If the investment

doesn't add to the bottom line by improving quality, reducing cost, or

shortening delivery, why do it at all?

2. Supported by line management because it will help them achieve

objectives they been assigned. Nothing worse than having a grand

executive plan with exquisite detail but not give managers time to

implement, or worse, drop new practices on them out of the blue. In

football, that would be nothing short of a simultaneous high/low blind

side with head shot.

3. Trainees must be assigned to tasks which immediately apply

knowledge. Never forget that skills are NOT "taught;" skill ONLY

comes by practice, on the job or in very realistic job-relevant

simulations. If you don't think so, test your theory by picking up a

book, or eLearning videos, about swimming and then go swim the

English channel. New knowledge and blooming skills will die on the

vine quickly without immediate application and an opportunity for the

trainee to see improvement for themselves. peers, must be skilled at

constructive, supportive feedback .